Following a series of moves and changes, this news service caught up again with the Klay Group business.

Klay Group, a financial services group that serves businesses and private clients, is very much in growth mode and determined to keep building a strong brand, highlighting strengths such as its investment team, one of its senior executives says.

With offices in Dubai, India, Singapore, London, Zurich and Australia, Klay is already in many of the main wealth management hubs and Switzerland is now part of the mix, Arjun Anand (main picture), CEO for Asia-Pacific, told this publication in a recent call. 

Anand echoed comments about the firm’s geographical ambitions made by Kalpesh Khakhria, Klay’s group chairman, earlier in 2026. 

Established in 2013, employee-owned Klay has continued to expand. For example, in September it was reported as saying it intends to open a Hong Kong office and launch local corporate advisory services in Singapore. In June, the firm appointed former EFG Bank figure Rohit Ganguli as global head of wealth planning, based in Singapore. In April, it appointed Gaurav Gupta as client advisor and managing director, based in Singapore.

The investment proposition is a differentiator, Anand said. 

“We have put together a team of experts, and these are in-house investment specialists. This is an institutional team, bringing rigour and risk management that private clients deserve and it is advisor-led and not product-led,” Anand said. 

Anand and colleagues argue that Klay’s offerings across a variety of areas, including wealth management, multi-family office, asset management and corporate advisory, meet the kind of demands that its ultra-high net worth clientele wants. (It also has institutional clients, served by a total of about 140 employees.)

The rise of firms such as Klay highlights how HNW and ultra-HNW individuals, often with multiple bank relationships and cross-border business and private interests, are drawn to firms that can join the strands together into a coherent offering. Other players that fit into this model include Monaco-headquartered Azura Capital, for example.

Klay mainly levies an asset-based advisory fee. Clients pay a fee linked to assets under advice, usually billed quarterly. It does not charge performance fees on advisory mandates, nor does it charge entry or exit fees.

The firm mostly segments clients based on their needs and complexity, rather than purely on how much investment they have. It operates across four pillars: wealth management (working with individuals with roughly $5 to $25 million to invest, such as C-suite figures and entrepreneurs who may not need a full family office); multi-family office service (families and single-family offices typically in the $25 million to $2 billion range); corporate advisory (business owners regarding their financing, capital structure and strategic transactions); and asset management (working with families and institutions to provide private-label funds from $500 million to $5 billion, or to provide access to specialised strategies and structured solutions).

Klay doesn’t give a figure for AuM (or use one internally), it said when asked, because it does not think it is the right metric for an advisory business. It serves more than 450 families globally. The business intends to double headcount to around 50 people in Singapore over the next couple of years. It sees a similar growth trajectory over five years. This is not a hard target, however.

“We are still growing our footprint so we’re expanding in London and Switzerland as well as in Asia. Asia continues to be a growth market for us, as does India, but it’s across the board including in the Middle East,” Anand added.