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About this guest

For those of you who do not know Nay Lwin, he …

1. Henley-certified, multilingual family office expert with a background in private equity and alternative investments, advising on complex cross-border structuring and multigenerational wealth strategies.
2. Worked on a £19.6B investment pipeline across real estate, tech, media, and logistics, spanning both private and public markets.
3. Founded a 60-member global strategy network including leaders from JP Morgan, Deloitte, and BlackRock, focused on strategic growth and next-gen capital deployment.

About this episode

What happens when you inherit not just assets—but scrutiny, influence, and a target on your back?

In this high-stakes episode of 9×90™, Adi Soozin is joined by global strategist and second-generation family office leader Ne Lwin for a raw, unfiltered conversation about the new threats facing legacy wealth. Together, they expose the modern minefields of elite life—from predatory advisors and $500K pitch decks to smear campaigns, betrayal, and false allies hiding in plain sight.

But this isn’t just a cautionary tale.

It’s a blueprint for NextGen wealth holders and builders who refuse to be naïve, silent, or sidelined. You’ll hear how to:

• Build an international firewall of trusted allies
• Weaponize your upbringing into strategic insight
• Navigate PR, power dynamics, and the loneliness of public life
• Shift from defensive wealth preservation to offensive value creation

This isn’t about legacy maintenance.
It’s about legacy dominance—and what it really takes to protect your family, your future, and your name in a world obsessed with tearing down everything it cannot control.

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Show Notes Generated by Gemini

These show notes were generated by AI

• NextGen Network Collaboration Ne Lwin, a second-generation family office expert, built a global strategy network through various professional roles, including government-funded initiatives, placement agencies, merchant banking, and as a family office director (00:01:20). They saw a gap in advising NextGen individuals, who often don’t want their parents’ advisors and lack financial literacy, and aimed to connect them (00:02:38).
• Challenges Faced by NextGen Ne Lwin shared anecdotes of unethical behavior targeting NextGen individuals, such as a $500,000 charge for a pitch deck (00:04:30). Adi Soozin echoed these experiences, recounting being quoted exorbitant fees compared to others and facing differential treatment at events (00:06:23). They both emphasized the importance of navigating these challenges, especially with the added pressure of representing their families (00:07:18) (00:21:56).
• Importance of Teaching Economic Value Adi Soozin and Ne Lwin agreed on the crucial need to teach the next generation how to create economic value rather than simply handing them wealth (00:08:08). They believe this empowers them and allows them to make a meaningful impact, with Ne Lwin noting that many heirs genuinely care and want to contribute positively (00:09:01). Adi Soozin provided an example of using a passion for art to invest in income-generating real estate (00:09:48).
• Dangers Facing Young Heirs Ne Lwin shared a concerning story of a 26-year-old inheriting seven hotels, highlighting the vulnerability of young heirs to being targeted by those with ill intentions. Adi Soozin emphasized the need for families to go silent and protect assets when elders are ill, noting that advisors can sometimes exploit the next generation (00:10:48).
• Value of Loyal Friendship Adi Soozin recounted a personal experience with a smear campaign that inadvertently revealed their true, successful friends, emphasizing that loyal friendship is the most valuable and unbuyable asset, especially during tough times (00:12:42). Ne Lwin shared a mentor’s perspective on finding success in the success of others (00:13:33).
• Finding Purpose and Setting Priorities Ne Lwin reflected on personal health challenges that led to an early realization of purpose and the importance of aligning priorities. This contrasted with a mentor who had this realization later in life, highlighting the value of early self-awareness (00:14:31).
• Family Business Origins and Dynamics Ne Lwin shared their family’s initial business venture in skincare and their expansion into logistics, retail, and real estate (00:16:18). They also discussed gender-based differences in how they and their sister were raised regarding financial provisions, as well as growing up somewhat independently due to their parents’ focus on building their empire (00:17:22).
• Experiences as Child Models Adi Soozin and Ne Lwin discovered they both had experiences as child models, attending formal events and interacting with prominent figures from a young age (00:19:32). They shared anecdotes of these unique upbringings, including autograph hunting and constant PR presence (00:20:29).
• Navigating Public Life and Maintaining Authenticity Adi Soozin discussed the pressures of public life, where every action reflects on the family, and the need to be strategic about PR and fashion choices. Ne Lwin echoed this, noting the challenge of balancing vulnerability with the need to be guarded against those with wrong intentions (00:21:56). Both emphasized the importance of kindness alongside power and the difficulty of maintaining an open heart after experiencing betrayal (00:23:11).
• Identifying and Avoiding Harmful Individuals Adi Soozin and Ne Lwin discussed strategies for identifying individuals with narcissistic or borderline personality traits who might seek to exploit others (00:24:14). Adi Soozin shared that the inability to admit ignorance is a key indicator and emphasized maintaining a respectful distance from such individuals rather than engaging in conflict (00:25:15). They also highlighted tactics used by such people, such as feigned collaboration without commitment (00:26:09).
• Importance of Building a Trustworthy Network Ne Lwin discussed their vulnerability due to frequently building new relationships in different countries and the protectiveness of their friends (00:26:53). Adi Soozin shared their experience of having to dismiss someone who was insincere and emphasized the critical need for loyal and protective friends, especially in high-pressure environments (00:27:43). Both recounted instances of people using their names for personal gain (00:28:35).
• Understanding Social Dynamics in Wealthy Circles Adi Soozin described the social dynamics within powerful families, emphasizing that social climbing and disrespecting others are not tolerated and can lead to social exclusion (00:29:26). They likened those seeking to exploit others to opportunistic burglars, advising to make oneself a less easy target (00:26:53).
• Building an Independent Professional Identity Adi Soozin reflected on the realization that their family name likely played a role in early career opportunities. Ne Lwin confirmed this practice of large firms targeting NextGen talent (00:32:44). Adi Soozin also highlighted the value of their own industry expertise in assessing deals, even over relying solely on established advisors (00:48:55).
• Critique of Traditional Financial Institutions Ne Lwin and Adi Soozin discussed how large financial firms often push generic products on NextGen clients and may not always prioritize the best outcomes for families. Adi Soozin contrasted the lower returns of large funds with the higher returns achieved by boutique funds with experienced analysts (00:32:44) (00:35:58).
• Shift in Family Office Investment Strategies Ne Lwin noted that families are increasingly moving away from blindly investing in funds, preferring strategic allocations based on their wealth-building origins and areas of expertise (00:36:58). Adi Soozin echoed this, emphasizing the importance of understanding investments and focusing on areas of competence (00:38:06).
• Performance-Driven Mindset of NextGen Adi Soozin and Ne Lwin discussed the performance-driven nature ingrained in them from a young age, stemming from strict upbringings (00:38:49). Adi Soozin expressed the desire to outperform the market and prove their capabilities (00:39:30).
• Challenges and Strategies for Cross-Border Investments Ne Lwin addressed the difficulties of conducting due diligence in emerging markets and the importance of partnering with reputable local firms (00:39:30). They noted a recent trend of increased investment in developed markets due to economic and political instability (00:40:27). Ne Lwin also highlighted the potential for higher returns in emerging markets but stressed the need for caution and the right partnerships (00:44:31).
• Attraction of Emerging Markets Ne Lwin pointed out that countries like Hong Kong and Singapore are attracting family offices with favorable tax structures and lower entry barriers (00:42:43). They also highlighted the significantly lower labor costs in Asia for comparable talent, making it an attractive region for investment despite potential instability (00:43:35).
• Intergenerational Wealth Transfer: A New Approach Ne Lwin described their approach to intergenerational wealth transfer as different from traditional models by actively seeking their own deals and speaking the language of the NextGen, focusing on impact and scalability beyond just returns (00:46:18). They emphasize treating clients’ money with the same care as their own and providing multiple options rather than a single recommendation (00:47:06).
• Importance of Transparency and Technology Ne Lwin believes that investing in technology and unified platforms is crucial for family offices to enhance transparency and communication across generations during wealth transfer (00:49:56). They argue that the next generation will expect and utilize such tools (00:50:58).
• Time Management and Prioritization Ne Lwin shared their strategies for managing time by prioritizing individuals who can significantly contribute to their projects and by focusing on delegation (00:51:52). They also underscored the importance of sufficient sleep and staying informed about market trends and relevant knowledge (00:52:48).
• Leveraging Information and Building a Core Team Adi Soozin described receiving curated market data to avoid emotional distractions and focus on financial decisions (00:54:34). Ne Lwin emphasized the importance of building a trusted international core team of advisors and partners over time (00:55:30).
• Building an Independent Professional Network Adi Soozin explained their strategy of building their own network and client base alongside the family’s, ensuring their professional independence and preventing potential future conflicts over business ownership (00:56:17). They commended Ne Lwin’s efforts in building their own strategic alliances internationally (00:57:18).
• Building Connections and Trust Ne Lwin and Adi Soozin discussed the importance of building connections with good people based on similar stories and backgrounds. Adi Soozin shared their fund’s “dinner test” as a way to ensure they only work with investors they genuinely enjoy spending time with (00:59:13). They both agreed that warm referrals are the best way to make trusted connections (00:59:59).
• Synergies and Collaboration Adi Soozin noted the pleasure of getting to know Ne Lwin and recognized amazing opportunities for them to replicate each other’s successes or collaborate on projects. Ne Lwin reciprocated this sentiment, offering help to Adi Soozin and their audience (00:59:59). They both expressed excitement about their future connections and potential for growth (00:59:59).
• Referral-Based Networks Ne Lwin emphasized that the best connections come through referrals, highlighting the inherent trust in such introductions (00:59:59). Adi Soozin echoed this by stating that their show only features guests who are warm referrals. Ne Lwin expressed gratitude for being part of Adi Soozin’s network (00:59:59).
• Future Meetings and Travel, Ne Lwin mentioned being in the UK. They expressed confidence in seeing each other in person before too long, potentially in Europe. Both speakers concluded the conversation on a positive note, thanking each other and the audience (00:59:59).

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Transcript

This transcription was generated by Gemini & edited by ChatGPT

Adi Soozin: Hello everyone and welcome to another episode of 9×90. Today we have a very special guest—Ne Lwin. For those of you who don’t know him, he’s a Henley-certified, multilingual family office expert with a background in private equity and alternative investments. He advises on complex crossover structuring and multigenerational wealth strategies. He led a £19.6 billion investment pipeline across real estate, tech, media, and logistics, spanning both private and public markets. He also founded a 60-member global strategy network including leaders from JP Morgan, Deloitte, and BlackRock, focused on strategic growth and NextGen capital deployment. Ladies and gentlemen, we have a total titan with us today.

Ne Lwin: Thank you so much, Adi. I’m grateful to be on this podcast and to share what I know—as a NextGen myself—and my experience in the family office space.

Adi Soozin: Good, good.

Adi Soozin: So your global strategy sponsor network spans family offices and institutions.

Ne Lwin: Yes.

Adi Soozin: How do you facilitate collaboration, and what value does that community unlock?

Ne Lwin: So basically, being a second-gen, it was easier to open doors to these networks. My story is—there’s a military and political situation back home, so I had to move to Thailand, and then came to the UK. Once I got here, I started building my network during my MBA. Through the different jobs I had—like SPN, which was funded by the British and Scottish governments, a placement agent, a merchant bank, and as a family office director—I was able to accumulate a strong network.

People were constantly pitching to me on the buy side, and I realized I had to do something with all of this. So I started connecting the dots. My main passion has always been…

Ne Lwin: …I was supposed to take over my family business, and then the family office. I never thought I’d be this involved with other families. I used to think, “Focus on what you know, stick to that.” But moving to the UK and meeting other families, I saw the gap—especially around NextGen support. I’ve lived the experience, plus I’ve got a family office certification, so I can offer advice with empathy.

You’ve heard of the $84 trillion wealth transfer, right? It’s going to those aged 20 to 43. And here’s the thing—8 out of 10 NextGens don’t want to work with their parents’ advisors.

Adi Soozin: Eight out of ten.

Ne Lwin: Yep. They don’t want the 60-year-old advisor. I’m sure you’re the same. We want someone in their 30s or 40s who gets our world and can help with capital deployment strategies. And did you know that 32% of NextGen don’t have financial literacy? I have so many friends—I’m sure you do too, Adi—who call me with questions like…

Adi Soozin: Yeah. No joke—my friends call me and ask, “Hey, what’s happening with the real estate market?” And I’m like, “Which one? Which asset class? Which country?” And they go, “You know, the real estate market…” Like it’s one single thing!

Ne Lwin: Exactly.

Adi Soozin: So I’m like, fine, I’ll start a fund, and you guys can just invest in it. I’ll have a Chief Investment Officer who keeps tabs on everything. Low risk. Let’s go.

Ne Lwin: Yeah.

Adi Soozin: But yes—I totally get it. You’re doing the same thing for your friends, which is great.

Ne Lwin: I see it all the time. One story I told you when we met: this 22-year-old girl in Dubai was charged $500,000 for a pitch deck and a data room.

Adi Soozin: No way.

Ne Lwin: Yes! And it was from one of the big accounting firms too. She’s worth billions, so to her it’s like, “Oh, 500K, no big deal.” But it’s unethical. And my best friend—she’s inheriting a billion-dollar pharmaceutical company in Vietnam—she works as a makeup artist. She’s following her dream.

Adi Soozin: Wow.

Ne Lwin: You just see these gaps. Parents love their kids, but when it’s a first-to-second generation transfer, many of them don’t know what they’re doing.

Adi Soozin: Yeah.

Ne Lwin: You’re fifth-gen.

Adi Soozin: That’s true. In my family, the way they set up the training, apprenticeship, and succession planning was really unconventional—but it worked. That’s why we’re five generations strong. But I did go off and do my own thing for a while—I built a software company, worked with Apple, Porsche, Whole Foods, Target, Disney, and others globally.

Adi Soozin: I had my rebellious “not real estate” phase. But now it’s time to circle back to real estate.

Adi Soozin: I’ve been working with one of my mother’s companies since 2014, mostly as an adviser. But I totally understand your story about the $500K pitch deck. One attorney quoted me $100,000—just to start working with me.

Ne Lwin: Just to start?

Adi Soozin: Just to start.

Ne Lwin: Wow.

Adi Soozin: Then the same attorney quoted my friend $15,000. And I was invited to this closed event—I was told tickets were $180. Then I found out it was free for everyone else. You can’t always use your family name.

Adi Soozin: It’s nice, like we were talking about earlier, to go to places where no one knows who you are. You get to just be normal.

Ne Lwin: Exactly.

Adi Soozin: And then you can choose when to step back into that high-profile, high-pressure role. Where you’re expected to be a fearless leader—even though you’re the youngest person in the room—just because you’ve been attending board meetings with your parents since you were eight or nine.

Adi Soozin: It sounds like we really are doing the same thing for our friends—helping them figure out the ropes and navigate their own succession planning.

Adi Soozin: I’m realizing now why we connected so well. We’re both trying to make this wealth transfer process smoother—me in the U.S., and you across Asia, Europe, and now the U.S. too.

Ne Lwin: That’s so true. Most Asian families are just now transitioning from first to second generation, because Asian wealth was built more recently.

Adi Soozin: Yes.

Ne Lwin: And if I’m not mistaken, around 45% of these families don’t have any transition plan.

Adi Soozin: They have no plan at all.

Ne Lwin: Exactly.

Adi Soozin: I met this one wealth adviser—he was bragging about this strategy he created where the NextGen could drain all the wealth, and the third generation would start with nothing. I was like—why are you proud of that?

Ne Lwin: What?

Adi Soozin: The greatest thing you can teach someone is how to create economic value.

Ne Lwin: Yes.

Adi Soozin: If you love someone, really love them, you teach them how to create value. If you don’t love them, you keep them in the dark. You give them a fish instead of teaching them to fish. But the most loving thing you can do is teach them how to fish.

Ne Lwin: That’s so true. I can’t emphasize that enough. So many of these inheritors actually care—they’re good people. Yes, there are some spoiled ones, but many want to do good. They just don’t know how yet.

Adi Soozin: Yeah. I was talking with someone the other day who said, “My passion is art.” And I said, “Then go buy a bunch of buildings in a downtown area and pay some of the top artists to paint murals on them.”

Adi Soozin: Now you’ve got real estate giving you rental income and you’re funding your passion.

Ne Lwin: That’s amazing.

Adi Soozin: Instead of saying, “Go buy expensive art, sit on it, and party until you die of liver failure,” teach them how to make their passions sustainable. Buy buildings, create gallery spaces in the lobbies. How many times have you walked into a luxury office building and seen art everywhere? The owner made money and supported artists.

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Ne Lwin: Oh.
Adi Soozin: Yeah.
Ne Lwin: Yeah. Yeah. It’s so true. It’s very intriguing—you see all these people and their journeys. We could go on and on about it. During COVID, there’s a family I know through a network—they own seven five-star hotels in the U.S.—and during COVID, all the older members of the family passed away. And now their 26-year-old son has inherited everything.
Adi Soozin: Oh my God.
Ne Lwin: This kid’s going to be targeted like crazy.
Adi Soozin: That’s bad. Anytime one of the elders in my family is sick, we go dark. We go silent. We don’t tell anyone, because vultures want to come in and rip any assets they can. So, we immediately go into succession planning, get everything buttoned up, and protect all the assets. When you see assets lost by a family, it’s typically one of the advisers who sat quietly on the sidelines, serving the older generation, just waiting to steal it from the next one.

Adi Soozin: That’s a really common one. So… wow. How’s your friend doing?
Ne Lwin: It’s not my friend directly—it’s someone in one of the groups I’m a part of. So, it’s more like my friend’s friend. But I don’t know. I’m really worried. I want to help, but I don’t want to come across as too eager. You know? Because I don’t need anything from this kid. I don’t even know him personally. But we were all on a Zoom call and talking about how we could help. At the end of the day, it comes down to how strong his trust and the structure around him are.
Adi Soozin: Just be his friend.
Ne Lwin: Yeah.
Adi Soozin: Just be his friend.

Ne Lwin: Yeah.
Adi Soozin: I had an international smear campaign against me last year. Some people thought they could take my black book, ruin my reputation, and use that to elevate themselves. But all they did was help me realize who all the dumb, unsuccessful, fake friends were. They freed me of that. What was left was all the ultra-successful, highly intelligent, powerful family office patriarchs. They helped me figure out who the best people were to keep in the room.

Ne Lwin: Yeah.
Adi Soozin: And then, after that, I started telling people—because I get asked all the time, “What’s the most valuable asset?”—and I say: loyal friendship.
Ne Lwin: Yeah.
Adi Soozin: It’s not time. You can buy time by outsourcing. But you can’t buy loyal friendship.

Adi Soozin: That’s the one thing you cannot buy. It’s the one asset that gets you through hard times.
Ne Lwin: Yeah. One of my mentors once asked me, “Do you see success in your own eyes or in the eyes of others?” I didn’t even blink—I said, “In the eyes of others.” Because great leaders see success in the eyes of others. I always wanted my friends to succeed more than me. I knew I was equipped to do decently well in life, but I wanted to see them win.

Adi Soozin: Yeah.
Ne Lwin: And that’s when my mentor said I’d be very, very successful. And you talk about your mentors like Paul Hutchinson—I’ve had some incredible mentors too. They’ve given me these one-liners that really stuck with me. Like: “A great leader sees through the eyes of others,” or “The best relationships fit like a glove—you just know from the start.”

Ne Lwin: Another one—when I was born, I had a hole in my heart. My mom had two miscarriages before me. And I would get sick every two or three years for no reason. One of my mentors, when I was interning about ten years ago, said, “You have something special that I didn’t realize until I was in my 50s.” He owns about 30 public and private schools back home. He spent most of his life chasing money and didn’t slow down until his first health scare. That was his moment of reflection.

Ne Lwin: For me, every few years I’d get sick for no reason. I don’t have any diseases—I’m fully healthy—but my immune system is weak. I’d end up in the hospital for two or three days, and then I’d recover. But each time, I’d reflect. I thought I was going to die.
Adi Soozin: Yeah.
Ne Lwin: And I’d realize, “Okay, I’m okay. I know what’s important. I know my purpose.” It took him until his late 50s. I figured it out in my early 20s. Now I’m in my 30s and every day I know what I need to do, who I need to call, and what’s most important to me. That clarity—that alignment of priorities—that’s everything.
Adi Soozin: Yeah, absolutely. So let’s circle back to your family office. You shared your family’s first franchise with me before the episode, and I think it’s so cool. You need to share it again.
Ne Lwin: Yeah. So, we started with Shiseido.

Adi Soozin: Why are you laughing? It’s awesome.
Ne Lwin: It’s awesome.
Adi Soozin: I love that.
Ne Lwin: Yeah, that’s why I told you I’m not going to age—we started with Shiseido!
Adi Soozin: Yes! We were joking that neither of us will age. I have Russian genes—we don’t age until we’re like 50 or 60, and then suddenly we age three decades in a year. And you have the Asian genes—also no aging!
Ne Lwin: Plus, my mom would hand me skin cream for a pimple and be like, “Put this on!” So my skincare was on point from a very young age.
Adi Soozin: Oh yeah.
Ne Lwin: I had to be, because I was representing a brand.

Adi Soozin: Yeah.
Ne Lwin: So we started with Shiseido, then moved into logistics, retail, and obviously real estate. That’s how my family grew their wealth. My uncle also built franchises—Sony, LG—you name it. He grew his empire, and our family grew ours. It was amazing to see them go from $1 million to $10 million to $100 million. I’m second gen, and it’s just like… wow.

Ne Lwin: But I always felt like there was a bit of unfairness. In Asia, the son gets treated like crap so he works hard and builds everything. When I was 12 or 13, my sisters were getting $7,000–$8,000 bags. I was getting $100 a week. I was like, “What is this scam?!” But they wanted to attract very eligible suitors, right?
Adi Soozin: Yeah.
Ne Lwin: It was all learning. The different dynamics. And they shipped me off when I was nine years old, so I grew up alone. I saw my family four or five times a year for holidays. I was raised by maids.

Ne Lwin: I always tell them, “I raised myself. You didn’t raise me.”
Adi Soozin: Oh my God.
Ne Lwin: They were workaholics, building their empire. And when I don’t listen to them, it’s so funny—I tell them, “I only listen to people richer than you, because I want to be richer than you!” I’m good with comebacks. I love them to death. My parents are everything to me. I wouldn’t be here without them. But still—your parents are probably just as stubborn, right?
Adi Soozin: Oh my gosh. Okay—one of my advisors made a comment about my profile photo. It’s been the same for like a decade. That one comment turned into a two-day debate among godfathers, advisors, everyone from the older generation. One of them—he’s the top M&A attorney in the country—said, “Adi, now that you’re moving into this next step in your career, you need a different profile picture.”

Adi Soozin: That’s all he said. And suddenly there was a full-blown analysis of my entire online presence. I was like, “You have no idea what Pandora’s box you just opened.” It was insane.
Ne Lwin: Oh, it’s so true.
Adi Soozin: Yeah.
Ne Lwin: And we both have something else in common—we were child models.
Adi Soozin: Yes! That’s what I was thinking about when you mentioned your mom giving you skincare tips.
Ne Lwin: Yeah.
Adi Soozin: We had to wear different designer outfits and attend a black-tie event at our house every single night in December—up until Christmas Eve. Each night, we’d have local or international leaders come over. Full-blown black tie. We had to go downstairs in perfect little outfits, shake hands, and ask everyone how they were doing.

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Adi Soozin: We were greeting foreign diplomats at the age of seven, eight, nine, ten years old. We’d have to make polite conversation, circle the room once to say hello to everyone. Then we’d go upstairs, hang out for a bit, and toward the end of the evening, we’d come back down to say goodbye to everyone.

Ne Lwin: I love that.

Adi Soozin: Yeah, and take all the pictures for the PR.

Ne Lwin: Oh yeah. I remember one gathering—maybe it was a birthday or something—and I was around eleven or twelve. There was a whole room of celebrities, and my dad handed me a book and told me to get the signature of every celebrity in the room. So there I was, walking up to random celebrities at these tables like, “Can I have your signature?”

Adi Soozin: No way. That’s really cute. Very cute.

Ne Lwin: But like, I wouldn’t be able to do that at my age now. I’d be too self-conscious. But I was twelve back then.

Adi Soozin: Yeah.

Ne Lwin: Yeah. But still—those memories. We could go on and on about this.

Adi Soozin: Yeah. The one I’ve gotten used to now is when people walk up and ask, “Can we have a picture?” and I’m like, “Selfie—move on.” My friends tease me because I’ll be in the middle of a conversation, someone comes up, asks for a photo, I smile, pose, take the selfie, and go right back to talking. They’re like, “You do that way too fluidly.” And I’m like, “I’ve been doing this for decades. Just smile, meet and greet, move on.”

Adi Soozin: But yeah—it’s weird. People outside this bubble don’t understand the pressure that comes with every fashion choice, every PR decision. Because you’re not just representing yourself. You’re representing an entire family. And people analyze everything you do as a reflection of that family. There are haters and enemies who want to take your family down, so they look to our generation for an easy target.

Ne Lwin: Yes. My father used to say, “Don’t cry. Don’t show vulnerability.” And I get it more and more now. I used to think vulnerability was a strength to connect with people—but sometimes you can’t be vulnerable around the wrong people. I love talking about this because we understand that change is made at the top. If you want to make a real impact, it has to be at the top.

Ne Lwin: I feel bad saying this, but I don’t want to just go volunteer and clean up the ocean. I’d rather be in a position of power where I can make large-scale changes that benefit a lot of people. But the climb is everything. The older we get, the more power we gain—and it’s so important not to lose the kindness. I always say I want to be kind and powerful. But I don’t want to lose that kindness on the way up. It’s what keeps me grounded.

Adi Soozin: Yeah. And it’s hard. It’s hard not to have your heart hardened after being stabbed in the back so many times.

Ne Lwin: I know. And it happens again and again. One of the best things I’ve learned this year is how to recognize the archetype of the person who will screw you over. They usually have a similar pattern—they’re a little narcissistic…

Adi Soozin: Yeah.

Ne Lwin: They’ll tell you everything you want to hear. “Oh, the returns are amazing, you’ll do great things.” They sell you a dream—and then they…

Adi Soozin: Yeah. The easiest way I filter those people out? One in six people either has narcissistic personality disorder (NPD) or borderline personality disorder (BPD). And the easiest test is this: if they can’t be wrong or can’t admit they don’t know something, huge red flag.

Adi Soozin: Like, earlier before we started recording, you said, “I don’t know about this topic, so don’t ask me about it,” and I said, “Same here.” In two seconds, we proved we don’t have NPD. Now, someone with NPD could never say that. They’d rather lie or make things up than admit imperfection.

Ne Lwin: Yeah.

Adi Soozin: They’ll lie, spin stories, even try to make you feel bad—just to avoid appearing imperfect. So now, if I identify someone like that in a leadership position, I keep my distance.

Ne Lwin: That’s great. Whatever tools and techniques we can equip ourselves with, the better.

Adi Soozin: Exactly. You don’t want to go to war with them. They’ll obsessively try to destroy your reputation. What you want is respectful distance. The moment someone with NPD or BPD feels like they have control over you, they will try to ruin you. They get a high from devaluing people. So I never give them that power.

Adi Soozin: I don’t give them ownership in anything. I don’t let them on my projects. Like I told you before the call—this one man in his 60s kept saying, “You’ll get this, you’ll get that,” if I joined his venture. I said, “Great, send me the contract.” Of course, no contract ever came. Because a contract would’ve made us equals. He couldn’t even write one. So I walked away. “Thanks for your time, I’m too busy, maybe in a few months.” And by then, they’ve already moved on to a new target.

Adi Soozin: They’re not out to get you. They’re out to get anyone. Think of it like those teenage burglars who walk through neighborhoods trying every car door to see which is unlocked. They’re not after your car specifically—they’re after a car. You just make sure it’s not yours.

Ne Lwin: Yeah. I get it. Thank you for the advice. It’s always helpful. I’m navigating all kinds of circles. I always say I’m good at cultural competence—I’ve lived in seven countries, rebuilt my life and relationships again and again. I open up easily, so I think my friends are extra protective. I want to build real relationships wherever I go, but I’m learning how to guard myself.

Ne Lwin: You never really know, right? Because if you want to make change, you have to be public to an extent.

Adi Soozin: Yeah. I had to dismiss someone a few weeks ago. He was like, “We’re going to be friends, we’re going to work together all summer.” But he was pushing too hard to be in my inner circle. And I told him, “I’m not in a place right now where I can have anything less than very loyal, very protective friends. You’ve made it clear you can’t offer that, so let’s keep it surface level.”

Adi Soozin: Because the reality is—when I walk into a room, half the people are trying to stab me in the back, half the people want to pitch me something, and maybe four people are actually in my corner.

Ne Lwin: Yeah.

Adi Soozin: I have to go in, represent my family, give a speech, shake hands, and leave. And I can’t have someone beside me who’s just there for the party, following whoever’s pouring the most vodka.

Ne Lwin: Yes, yes. We talked about this—some people have used my name to get into events.

Adi Soozin: Oh my God.

Ne Lwin: I met you in a group setting five months ago—I don’t know you like that.

Adi Soozin: I had someone do the same. He went around telling people I was his best friend at this invite-only event in Palm Beach. Then he started trying to ruin my reputation. My friends saw it—they were like, “He name-dropped you to get in and now he’s trying to discredit you?”

Adi Soozin: That’s disgusting. He got blackballed. As of last week, he’s banned from most of the most powerful circles in the country. And he thinks it’s because of a few minor slip-ups. No—it’s because he disrespected people from the wrong families.

Ne Lwin: Yeah.

Adi Soozin: And we don’t do that. We don’t climb on each other’s backs socially. We don’t treat each other like a rung on a ladder. Because often, the person you’re trying to climb over? They probably own the entire building. And here you are, thinking you’re smart for climbing a ladder. Honey, they built the ladder. They own the 80,000-square-foot building you’re trying to sneak into. You just tried to burn the wrong person.

Ne Lwin: Yeah.

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Adi Soozin: Yeah.

Ne Lwin: Yeah. It’s intriguing to hear these stories, but you just have to make sure it doesn’t happen to your friends. I care about my friends so much. I didn’t really grow up with family—just friends. Like I said, at nine years old, I was shipped off to Singapore. I went to a Canadian international school—hence the accent. It’s kind of Canadian-ish, right?

Adi Soozin: Yeah, I was wondering. I was shocked that you didn’t have a British accent when we met.

Ne Lwin: Yeah, they sent me when I was nine to a Canadian international school in Singapore—not in Canada.

Adi Soozin: That’s… Gian Louis?

Ne Lwin: What?

Adi Soozin: You know—Gian?

Ne Lwin: No, no.

Adi Soozin: From—

Ne Lwin: I met Gian Louis at a different event. I actually had dinner with him the day before I met you.

Adi Soozin: No! He’s so funny. We met at an event and he immediately adopted me. I was like, “Okay, cool. Been adopted.”

Ne Lwin: I know.

Adi Soozin: Yeah, it’s funny.

Ne Lwin: I’m really excited about what’s going to happen with this world, especially around the wealth transfer and the new generation of wealth. You and I—we both speak on panels, at all these conferences. It’s about sharing who we are and what we can do. And all the big firms—Goldman, BlackRock—they all know we’re valuable.

Adi Soozin: Yeah.

Ne Lwin: You know, the private allocation is increasing. A few years ago, hedge fund allocation from families was maybe 10%. Now, it’s closer to half.

Adi Soozin: You always know these statistics that I don’t! I’m dying to know where you get this data from because I just keep my head down.

Ne Lwin: Let me send you all the reports from Goldman Sachs and others. They release annual family office reports. They interview around 350–400 families and publish statistics. That’s why the wealth always circles back to these firms—they’re producing very valuable market reports.

Adi Soozin: Yeah.

Ne Lwin: But at the same time, they do a lot of unethical things. They run these NextGen programs where they push their vanilla products. And for people like us—NextGen—we get six-figure offers right out of college, because they know who we are.

Adi Soozin: Yeah, yeah.

Ne Lwin: It’s even part of the interview questions at places like PwC. I filled those out for fun years ago—questions like, “Does your family own a mid-sized company?” or “Do they own a small business?”

Adi Soozin: I never even realized that.

Ne Lwin: You should check them out. Go fill one out on PwC or Deloitte. They’ll ask you those same questions.

Adi Soozin: Oh my God. Okay, that makes sense now. I got the job managing the Apple sales channel in Italy, and everyone was like, “How’d you land that?” I just said, “I don’t know. I did some cool projects for Apple, Porsche, Target, Disney.” I never considered that my last name might’ve influenced anything.

Ne Lwin: Exactly.

Adi Soozin: I didn’t even think about that. I always thought I got that job totally on my own.

Ne Lwin: It’s in the interview questions.

Adi Soozin: It went completely over my head.

Ne Lwin: We just don’t think about it—we’re clicking through options, trying to get to the end.

Adi Soozin: Oh my God, that’s hysterical. I had no idea.

Ne Lwin: But these firms are smart for a reason. The Big Four, the big three—they’re there because they know how to play the game.

Adi Soozin: Now I’m questioning everything. I have godfathers who are CEOs of banks, constantly giving me advice and helping with deals. Why do they really love taking my calls?

Ne Lwin: Right?

Adi Soozin: But back to the vanilla deals… Anton and I went to an investor event recently. You inspired me with your happy hour, so I did one focused entirely on commercial real estate.

Ne Lwin: Oh nice.

Adi Soozin: I made it invite-only and curated. I verified that every attendee was an actual decision-maker in real estate. One of the big complaints I heard was, “I hate being pitched branding services when I came for actual real estate insights.”

Ne Lwin: Yeah.

Adi Soozin: So, this one guy asked me, “What can your real estate fund get me that this one can’t?” He pulled up his returns—4.3% cash per year. I said, “That’s atrocious. We’re giving our investors 8%.” He asked how. I said, “I’m guessing they’re holding multifamily.” He said, “How’d you know?” I said, “Because multifamily is dragging down everyone’s portfolio right now.” Then he looked at me—like, “You’re a young blonde. How do you know this?”

Ne Lwin: Wow.

Adi Soozin: I told him, “I’ve been attending board meetings, city planning meetings, and tracking real estate economics in the U.S. for almost 30 years.” He was like, “Oh.” I said, “Yeah, my family’s been investing in real estate since the early 1900s.” Then he asked for our fund portfolio.

Later I asked Anton, “How is a company that big only getting 4.3% cash flow?” He said, “Because they have 20-year-olds just out of college analyzing deals.”

Ne Lwin: Yeah.

Adi Soozin: The person analyzing deals for my fund is 49. He’s been doing this for 24 years. What takes those 20-year-olds weeks, he does in 1–2 days. I showed him a deal someone told me would take 3 months to underwrite. He said, “I can plug that into my model and have the basics in 3 days.”

Ne Lwin: I get it. I understand the fund space. Families are moving away from funds unless there’s a strategic reason. You get it—real estate is your thing.

Adi Soozin: Yeah.

Ne Lwin: With the families I work with, 80% of their allocation is in the sector where they built their wealth. If they made their money in real estate, that’s where the bulk stays. Maybe 15–20% goes into diversification—sometimes not even that.

Adi Soozin: That’s exactly what I do. People ask, “What do you think about investing in biotech in Indonesia?” I say, “Max 5%.” I don’t understand it and wouldn’t touch it.

Ne Lwin: Yeah.

Adi Soozin: A lot of funds today just do the bare minimum. They don’t care about family honor or legacy. They’re comfortable. They’ve got the house, the car, the vacations—why try harder? They’re not obsessed with proving they can outperform.

Ne Lwin: Yeah.

Adi Soozin: I think it comes from how strict our parents were. Mine were super strict with me—not with my brother. So it’s baked into me to be performance-driven. Do I need to outperform the market? No. Do I want to? Yes.

Ne Lwin: Yeah.

Adi Soozin: I want to walk into a room full of gray-haired guys and say, “By the way, my real estate portfolio doubled yours this year.” I love that.

Ne Lwin: It’s really good.

Adi Soozin: So, let’s get back to this—what frameworks or decision-making models do you use when advising clients on cross-border investments, especially in unfamiliar markets?

Ne Lwin: In emerging markets, it’s hard to do due diligence. Like you mentioned with biotech in Indonesia—how do you even do proper diligence on that? It’s easier in first-world countries like the UK, China, Japan. But other countries? It’s much harder.

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Ne Lwin: So it’s about finding the right balance. That’s why, when people enter those markets, they tend to go in with the big firms or with a trusted local partner who will do the due diligence for them. If you look at the trends—like the first wave of VC in India—everyone got burned. Now we’re in the second wave, and people say it’s better. I think it is, but you’re never really sure, right? Still, India has over a billion people. There are a lot of VC funds there promising 25–30% IRR, which sounds great. But when you’re entering those spaces, you need the right partner who will do proper due diligence.

If you look at this year’s statistics, there’s been about a 3–4% increase in deployment into developed markets like the U.S. I think it’s because families are preparing for succession. With AI growing rapidly, things feel unstable right now—so it’s better to sit, watch, and think carefully about where you’re deploying capital.

Adi Soozin: Yeah.

Ne Lwin: Yearly statistics show family offices are currently doing about 11–12% IRR, even though they aim for 20%. That gap is because NextGen is starting to take over—they want better returns, and they want to be involved in impact. But the reality is they’re still doing 11%. So it’s about figuring out when you’re deploying, who you’re partnering with, and whether you’ve worked with them long-term. Do you have expertise in the market you’re going into?

You’re in real estate, so you know—there are similarities across regions. Even if the market is different, you can understand enough to get a foothold. So, if you’re going to deploy in UK real estate, for example, you’d already have a base level of knowledge.

Ne Lwin: You’d have at least some foundation before jumping in. So yeah—do what you know when you’re looking at emerging markets.

Adi Soozin: Yeah. Yeah. Okay. That makes sense.

Ne Lwin: Yeah.

Adi Soozin: I think it’s really great to hear your perspective, especially since you’ve lived in seven countries. It’s helpful to understand how you’re spotting opportunities in emerging markets—there’s a lot of growth potential there.

Ne Lwin: Oh, definitely. If you look at tax structures and incentives—like in Hong Kong—I read that about 146 family offices recently started operations there. I don’t remember the exact number, but I can send you the article.

Ne Lwin: They’re being based in Hong Kong, and I was like, “What’s going on?” I’ve never lived there, but clearly something is attracting them. Same with Singapore—you can start a family office with $20 million, which isn’t much in this space. That structure is designed to attract inward investment. Each country has its own method of drawing in family offices and capital. Families from the West are now fighting over access to Hong Kong and Singapore because there’s so much opportunity in Asia.

Just one stat: for the same level of education and skill, maybe minus native English proficiency, you can hire a professional in Asia for one-quarter the cost. A software developer who costs $100 here might cost $20 or $30 there.

Ne Lwin: That’s because education is becoming global. With the internet, people are getting more access to learning. They may not have perfect English, but labor costs in Asia are unbeatable. You’re getting the same level of talent at a fraction of the cost.

Adi Soozin: Mhm.

Ne Lwin: That’s why there’s so much interest in emerging markets. But there’s also instability—corruption, government policy—you can’t control that. The opportunity is real, but you have to go in the right way, with the right people.

Adi Soozin: Yeah. You hit the nail on the head. I’ve seen friends look at investing in emerging markets and then lose everything they put in—because the money ends up in the wrong hands.

Ne Lwin: Exactly. That’s why banks push their safer, more “vanilla” investment products. It’s boring, but it’s safer.

Adi Soozin: Right. And I’ve had people say, “Oh, I can get better returns in XYZ country.” And I’m like, “Are you confident you’ll even get your money back, let alone those returns?” That’s one of the reasons people love U.S. real estate. Even if the returns aren’t as high as in emerging markets, the government regulates everything so well. It’s—

Ne Lwin: Like the UK.

Adi Soozin: Yeah. It’s a safe bet.

Ne Lwin: Yeah.

Adi Soozin: So, I think we’ve already answered this, but as a second-generation advisor, how are you approaching intergenerational wealth transfer differently from the traditional model? You’re out there sourcing your own deals instead of relying on the safe, pre-packaged ones from banks.

Ne Lwin: Yes, exactly. That’s number one. And I also have lived experience. I speak the same language as NextGen. I know what kind of impact they want to make. So, when I approach it, it’s not just about returns—it’s about the impact and scalability of the project.

Ne Lwin: And yeah, I treat it with care. Someone once told me that it’s hard to explain big concepts like charisma or love. You say, “Be charismatic,” but what does that mean? It could mean standing up straight, speaking with pitch, smiling when you enter a room. “Love” might mean taking out the trash, cooking a meal, saying “I love you.” I look at advising the same way. I have high EQ, and I’m a great communicator because I treat it as if it’s my money when I speak to NextGen and family offices.

Adi Soozin: It’s not even just your money—it’s your credibility.

Ne Lwin: Yes. Yes.

Adi Soozin: People think, “Oh, it’s someone else’s money.” But your name is attached to that money. Your credibility is on the line—and you can’t buy trust, honor, or reputation. When you manage someone else’s money, you’re risking something that can’t be replaced.

Ne Lwin: Completely agree.

Adi Soozin: Yeah.

Ne Lwin: That’s why I tell clients, “I may not know everything, but I know the right people to ask.” I never give just one option—I provide a few. I’ll share which one I prefer, but I let them choose. That’s how I advise—because it’s never one-size-fits-all.

Adi Soozin: There’s real strength in being able to spot good deals. I have friends who pitch me real estate deals just to see my non-verbal reactions before they decide if the deal’s legit.

Ne Lwin: Yes.

Adi Soozin: Like last week, someone pitched me a debt fund. They were saying it was perfect for my investors. So I told them, “Okay, pitch it to my godfather. He’s the CEO of a bank and used to run international banking regions.” During the pitch, I didn’t even watch the presenter—I watched my godfather’s face. That told me everything I needed to know. So there’s real value in being able to spot a good deal just from experience.

Ne Lwin: Yeah.

Adi Soozin: Great.

Ne Lwin: It’s amazing when you come across something special. After seeing so many deals, when you spot a good one, you get excited. It’s like treasure hunting.

Adi Soozin: It really is. So, looking ahead to succession—what crucial mindset or operational shifts do family offices need to make to thrive beyond the founder generation?

Ne Lwin: I think many family offices are already doing this—but investing in technology and foundational platforms is key. It improves transparency and communication between generations.

Adi Soozin: Yeah.

Ne Lwin: If you have a good tech base, things become a lot clearer. Every family should have that infrastructure in place now.

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Ne Lwin: The next generation of talent is going to be using this stuff. You should invest in it so there’s clarity in what you want to do—and in what they want to do. There are so many tools to help us now. It’s about actually using them. People who don’t are going to fall behind. That’s just the truth.

Adi Soozin: Yeah. When I first started getting involved in my parents’ businesses, people would ask, “What do you do?” And I’d say, “Well, I get on a plane, fly to wherever my parents tell me, meet with people to look at a building or whatever… and usually figure out what our involvement is halfway through the meeting.” Someone once said, “Oh, you were involved in the acquisition and redevelopment of that building?” and I was like, “Yep.” And they asked, “So what’s happening with it now?”

Adi Soozin: And I was like, “It was sold 15 or 20 years ago. Why would I know what’s going on with a building we haven’t owned in decades?” But yeah, I see what you mean—absolutely. So, what are some tools and tactics you use to manage your time, your team, and your family office endeavors?

Ne Lwin: I always focus on the people I need to prioritize—those who move the needle versus those who don’t. Like, who should I call that will actually create progress? We’re in management positions. We delegate, but there are also tasks—like contracts—we have to handle ourselves. It’s about managing how we allocate time to others.

Adi Soozin: Okay.

Ne Lwin: And for me, I know who’s going to move the needle on each specific project, fund, or allocation I’m working on. That’s number one: the people. And also—get enough sleep.

Adi Soozin: Oh my gosh.

Ne Lwin: Seriously. I try to fix my sleep schedule, then mess it up again, then fix it. It’s a constant cycle. But good sleep, plus a strong intake of updated market knowledge—that’s crucial. We’re in the weeds doing deals and learning through execution, but it’s important to step back and look at what’s happening globally.

Ne Lwin: I try not to follow everything happening in my country—I just can’t do anything about it. So I focus on gaining knowledge in areas I can use, like psychology. For example, something silly but helpful: if you hug someone you love for 20 seconds, it can reset your anger. You might still fight again later—but it’s those little tricks. I love psychology, so I invest time in learning new things.

Ne Lwin: I follow the 80/20 rule—80% of my focus is on my core work, but 20% goes to learning from other markets. That 20% is what drives disruptive growth.

Adi Soozin: Yeah.

Ne Lwin: Yeah.

Adi Soozin: Absolutely. I have someone who scrapes all the news sources every day and sends me a summary with market data—stripped of the emotional noise. No political drama, no tragedy coverage—just financial data. It helps me focus on decision-making without emotional distraction.

Ne Lwin: Wow.

Adi Soozin: Yeah. He filters everything else out because getting emotional in the middle of the workday, especially when I need to make smart financial decisions, doesn’t help. He just sends me the raw data, and that’s it. I can connect you with him afterward if you want to be on his list—though he only covers U.S. markets.

Ne Lwin: Oh, that’s fine. We help each other. It’s like building blocks. You’re fifth generation, right? I really believe that you end up working with the same seven or eight people over and over again. So, you make that core team strong.

Ne Lwin: For me—I’m turning 30 next month, oh my God—it’s about building that core team, not just within my family, but internationally. People I regularly work with and trust. It’s about enjoying the journey while building something meaningful.

Adi Soozin: Yeah. I was just talking with a friend, and she asked, “How are you building your blackbook?” And I told her, I use my family’s contacts, but I also build out my own. That way, if someone in my family tries to take over a business from me, they can’t. Because half the contacts that make the business run—clients, investors, strategic partners—are mine.

Adi Soozin: So if I take over a business, I’m not just inheriting it—I’m rebuilding it. If 50% of our deal flow comes from people I brought in, then a cousin or sibling can’t just show up and say, “This is a family business. We all deserve a share.” No—you didn’t build this version of the company.

Adi Soozin: What you’re doing—traveling country to country, building your own strategic alliances—that’s brilliant. That’s exactly what’s required to become the next-generation leader. People who don’t do that—who just run the family business without expanding it—end up in legal battles with siblings or cousins 20 years later. And that’s what destroys family empires.

Adi Soozin: You’re doing the hard work now so you won’t face that. And it’s paying off.

Ne Lwin: I appreciate that so much. And you’ve done it, too. I think we’re what—nine or ten years apart? You’ve built your family, your fund, your career—you’re setting up your succession. I love watching other people’s journeys. Life has phases, and you learn from each one. It’s a privilege to write your own story and shape your own impact in the world. I’m grateful to have you in my network—as a friend first.

Adi Soozin: Yeah.

Ne Lwin: And from that, we can build. Surrounding yourself with good people gets harder as you get older. Everyone’s pitching something, and it’s hard to know who to trust. But when you have similar stories and backgrounds, it’s easier.

Ne Lwin: We were both child models.

Adi Soozin: Yeah.

Ne Lwin: Yeah.

Adi Soozin: The rule I had for our fund—because it’s invite-only—was simple. Some people asked, “Why can’t I invest?” And I’d say, “You didn’t pass the dinner test.”

Ne Lwin: Yeah.

Adi Soozin: And they’d ask, “What’s the dinner test?” I’d say, “You were a nightmare to have dinner with. I wouldn’t want to do it once a month.” If I wouldn’t fly to another country to meet you for lunch, or attend an art gallery together, then I definitely don’t want to manage your money.

Ne Lwin: Yeah.

Adi Soozin: That kind of dynamic would drain productivity. I’d spend the whole month dreading our next meeting. But it’s definitely been a pleasure getting to know you and your work. I see a lot of ways we can replicate or collaborate—mutual opportunities.

Ne Lwin: Definitely. And anything you or your audience need help with—let me know. I’m sure a lot of people reach out to you, like they do to me. But when it’s someone you care about, you help them. The best connections are made through referrals.

Adi Soozin: Warm referrals.

Ne Lwin: Yeah, exactly.

Adi Soozin: Like this show.

Ne Lwin: Referrals.

Adi Soozin: You only get on this show through a warm referral.

Ne Lwin: Yeah, and I’m really grateful to be part of your network and your journey. In five or ten years, we’ll have another conversation and look back—“What was that all about?”

Adi Soozin: Oh, I’m sure we’ll see each other before then. I’m sure of it.

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