KAIROS acts as a private office in Madrid for principals whose diary, assets and obligations sit in more than one country. The job is straightforward to describe and hard to do well: take complexity off the principal's desk, protect the hours that matter, and keep decisions moving when circumstances change.
What a private office solves that separate suppliers cannot
Most senior teams end up with one firm for flights, another for property, another for events, and an assistant left to stitch the three together. Each supplier does its part competently, yet nobody owns the seam between them — and that is where time is lost. A private office exists to own those seams: one brief, one accountable lead, one record of what was agreed.
We do not bill for activity. We work against outcomes the principal recognises: a transaction that closes on time, a week abroad that holds together, a board meeting that is not derailed by a cancelled slot.
The four service layers we run
- Off-market property. Private sourcing, verification and structured execution for prime assets that never reach a listing portal. Detail on our off-market acquisition service in Madrid.
- Private aviation. Charter designed around the mission rather than the aircraft, with FBO handling, ground transfers and a contingency route agreed before departure.
- Corporate hospitality. Settings built for relationships that need to move forward — see how we approach corporate hospitality and executive events in Madrid.
- Cross-border coordination. Madrid is the base; the operator network reaches across Europe, the United Kingdom and the Gulf under a single control model.
How a mandate runs, phase by phase
Every mandate follows the same four phases. The pace varies with complexity; the sequence does not.
| Phase | Focus | Indicative timing | What you receive |
|---|---|---|---|
| 1 · Diagnosis | Objectives, constraints and the level of risk you are willing to carry. | Days 1–3 | Priority map and a written statement of scope. |
| 2 · Operating design | Playbooks per layer, named owners and contingency protocols. | Days 4–10 | Operating plan with milestones and escalation routes. |
| 3 · Execution | Property, aviation and hospitality run under one control layer. | Continuous | Single point of contact and a traceable decision log. |
| 4 · Review | Results assessed, priorities re-set for the next cycle. | Quarterly | Written review against the agreed indicators. |
Where the service earns its keep
International executive teams
We ring-fence the diary windows that matter across travel, negotiation and stakeholder meetings.
Wealth held across jurisdictions
Acquisition, mobility and day-to-day execution are handled as one workflow rather than three.
M&A, roadshows and funding rounds
Travel and hospitality are sequenced so principals can concentrate on the conversation and the close.
Operations that need a fallback
Alternatives are already agreed when a route, a slot or a supplier fails at short notice.
What we deliberately do not do
- We do not give legal, tax or investment advice. We work alongside your advisers and hold the execution, never their remit.
- We do not own aircraft, vehicles or property. Independence is what lets us recommend the right operator rather than our own inventory.
- We do not take on volume mandates. The model depends on a small number of relationships, each with room to breathe.
- We do not promise access we cannot evidence. Where a request is outside our reach we say so at the first reply.
The indicators we report against
- Protected time. Hours returned to the principal for decisions only they can take.
- Speed of execution. Elapsed time from an approved request to a completed action.
- Critical incidents. Disruptions resolved without a business milestone slipping.
- Delivery quality. Share of operations completed on scope, on schedule and on budget.
Working with us before a mandate
Not every conversation should begin with a mandate. If you would rather assess our judgement first, request one of the private briefings we publish for principals and family offices, or read the KAIROS Journal for how we think about execution risk. Both routes give you something to judge us on before anything is signed.