作者：紀碩鳴
2026年1月，阿爾卑斯山寒風中的達沃斯世界經濟論壇，美國總統唐納·特朗普（Donald Trump）親臨發表了特別演講，強調其「美國優先」政策、話題帶出格陵蘭、歐洲安全與美國戰略利益; 同一場合，加拿大總理馬克·卡尼（Mark Carney）震撼全場的特別演說，將經濟學家的嚴謹與政治領袖的決斷結合，直言：我們正處於一個全球秩序的「斷裂期」，而非愚蠢的「轉型期」。 兩個大國領䄂的演講，道出了全球權力結構正在發生微妙位移的場景。
作為專業人士，來自美國紐約的亞洲女性韓穎（Shirley Hon）受彭博社邀請參加達沃斯世界經濟論壇，她穿梭於不同會議之間，見證了這場世紀峰會的精彩。 對她而言，各類演講傳遞的意義不在於措辭本身，而在於一個信號：地緣戰略如何重新進入經濟議程的核心，韓穎明白，當安全議題與貿易議題重新交織，資本的路徑就會改變。 而她的工作，正是提前理解這種路徑。
韓穎是紐約 Globoconsult 家辦顧問服務企業創始人，這位深耕家辦領域十餘年的女性，如今已成為連接亞洲家族與華爾街、歐美頂層資源的核心橋梁，在達沃斯的舞臺，她見到了不少業界領軍人物，和剛卸任的谷歌前CEO Eric Schmidt見面，他談的不是人工智能的概念，而是數據中心的電力需求與未來能源瓶頸； 見美國貿易代表團隊成員，他們則反復提到「節奏」這個詞，言下之意即關稅不會一次性攤牌，而會通過階段性談判推進。 「資本市場真正關心的是時間表，而不是口號。」 韓穎寫下自己的分析。
讓她心裏起波瀾的是，在多場論壇與閉門會議上，她發現印度代表團極為活躍，而亞洲另一端的身影卻並不多見，這讓韓穎有些失落。 她意識到，很多亞洲家族正在全球化配置資產，卻很少參與全球化話語。 韓穎明白，作為主要服務亞洲家辦的咨詢企業， 「我好像一直在做一件事——主動走進世界更大的系統。」
回到紐約，韓穎（Shirley Hon）又登上紐約哈佛俱樂部的演講臺，向哈佛校友、美國頂級家族主理人分享亞洲家族辦公室的治理與跨境發展。 「如果要問，為什麽今天的我會站在紐約這樣一個全球交匯的舞臺上，我常常說，過去的三十年，其實都在為這一刻做準備。 」韓穎的語氣平靜卻堅定。
Globoconsult，做亞洲家族的「全球護航者」
韓穎的故事，或許就是預設的劇本、既定的軌跡：從 14 歲獨自遠赴澳洲的勇敢選擇，到加拿大爭取大學錄取的執著，從世界銀行、聯合國的國際視野，到香港家辦的深耕歷練，最終在紐約華爾街開啟屬於自己的創業篇章 —— 這是一位亞洲女性，憑借勇氣、韌性與智慧，在全球金融頂層舞臺，寫下的成長與創業傳奇。
在經歷了國際商業及家辦業數十年的錘練，韓穎不想再按照別人的劇本」演戲」，」我要打造屬於自己的舞臺，做真正符合自己信仰與價值觀的事業。 」
前些年，當包括花旗、匯豐等多家國際大銀行向她伸出橄欖枝，許以高薪高位時，韓穎果斷選擇創業，創立 Globoconsult—— 一家專註服務亞洲家族辦公室的獨立顧問機構。
她的創業邏輯，顛覆了行業傳統：不賣產品，不依附任何金融機構，只站在家族客戶的立場，提供獨立、客觀、全維度的顧問服務。
「市場上絕大多數家辦服務方，本質是『賣產品』—— 銀行推理財、保險公司推保險、私行推資管計劃，他們的利益與客戶並不完全一致。 而 Globoconsult 收取固定顧問費，利益與客戶完全綁定，只為客戶的利益代言。 」韓穎說，這是她創業的核心初心。
經過多年探索與實踐，Globoconsult 形成了三大核心優勢，成為亞洲家族跨境發展的「 首選夥伴」包括：
1，全維度跨境規劃，解決「信息差」與「信任痛點」。 亞洲家族進軍美國、歐美市場，最大的痛點是「不了解規則、信息不對稱、難以建立信任」。 Globoconsult 為客戶提供家族跨境搬遷、稅務籌劃、資產整合、架構設計、信托設立、家族治理等全鏈條顧問服務 —— 從「一本明白賬」開始，幫助家族梳理全球資產，優化配置，規避風險，製定長期傳承方案。
很多亞洲家族的資產分散在全球，房產、存款、投資各在一處，權屬混亂，沒有整體規劃。 Globoconsult首先幫客戶」理清家底」，再設計最適合的架構，推薦頂級第三方服務方（律師、會計師、信托公司），並指導客戶管理這些服務方，避免被牽著鼻子走。
2，頂層資源連接，搭建「政商學」專家庫。 韓穎憑借在華爾街、達沃斯、美國頂層圈子的積累，搭建了覆蓋美國前政要、 外交協會資深人士、軍方高層、頂級經濟學家、行業權威的專家庫。 這些專家不僅能為客戶提供地緣政治、經濟趨勢、投資方向的頂層判斷，更能成為家族的「私人智囊」，提供外界無法獲取的核心信息與中肯建議。
她說，「我們曾在 1 月份就預測到伊朗地緣沖突與原油市場危機，提前為客戶發出風險提示； 我們能連接美國頂層資源，幫助亞洲家族快速融入當地社會，獲取真實、有效的投資與發展信息 —— 這是普通私行、 金融機構無法做到的。 」
3，深耕家族治理，超越「財富」回歸「家族」。 在紐約哈佛俱樂部的演講中，韓穎分享了無數真實案例：娃哈哈、澳門何氏等亞洲頂級家族，面臨一代傳二代、二代傳三代的治理難題； 美國威斯康星州Sargento家族，三代傳承中因股權、接班引發家族矛盾，兄弟分家對立等。
「富不過三代，核心不是財富保不住，而是家族治理缺失、情感紐帶斷裂、規則體系不完善。 」韓穎強調，Globoconsult 的服務，超越了傳統資產管理，深入家族治理核心 —— 幫助家族製定家族憲章、明確投票權、規範信托運營、解決繼承與婚姻風險、傳承家族文化與精神，真正實現「財富與家族同步傳承」。
14 歲的選擇，奠定「敢闖敢爭」的人生底色
一切的起點，始於 14 歲那個「有點極端」的決定。 當年，韓穎隨父母來到香港，很快察覺到環境的同化效應，擔心被同齡人的價值觀束縛。 沒有猶豫，她果斷向父母提出：獨自前往澳大利亞墨爾本求學。 14 歲，孤身一人，環境陌生，語言不通，這對絕大多數少年而言難以想象，卻成為韓穎人生第一堂「獨立課」。
初到墨爾本，她就給自己立下目標：進入當地最好的女子學校 ——Methodist Ladies』 College。 沒有中介引薦，沒有人陪同，她拿著地圖，一路詢問找到學校，直接走進校長辦公室。 用著並不流利、甚至有些結巴的英語，真誠地表達自己的求學渴望。
校長 Ms. Storelli 被這位東方少女的勇氣打動，面試後親自為她戴上校徽。 「那一刻，我第一次真正體會到：勇氣，可以改變命運。 」韓穎說，從此她心中篤定一個信念：只要敢想敢試，就沒有什麽不可能。 這份少年時養成的膽識與魄力，成為她日後穿越無數困境、不斷突破邊界的核心力量。
命運的考驗接踵而來。 隨家人移民加拿大溫哥華後，韓穎的目標鎖定頂級學府 UBC（英屬哥倫比亞大學），卻因澳洲與加拿大學分體系不同，遭遇錄取拒絕。 曾在墨爾本拿下接近滿分成績、手握雙學位錄取通知的她，面臨在加拿大「無大學可讀」的困境。
面遇困境，韓穎選擇「爭取到底」。 她執筆寫下一封正式申訴信，遞交 UBC 招生委員會，清晰闡述：「若因我是新移民、因我在另一個國家接受教育就拒絕我，這本身就是不公平，甚至是歧視。 」
這封有理有據的申訴信，讓學校專門為她召開特別招生評審會議 —— 她最終被破格錄取。 這次經歷，讓韓穎深刻領悟到西方社會的核心邏輯：有規則可循，懂規則、用規則，就能進入體系，甚至改變結果。 這份對規則的理解與運用，日後成為她在國際商務、家辦領域縱橫捭闔的關鍵能力。
從世界銀行到聯合國，煉就「連接者」的核心能力
大學畢業後，韓穎更具勇氣還增添她追㝷」廣闊世界」的底氣。
因緣機遇她走進華盛頓世界銀行。 兩個月的實習，她做著整理材料、協調會議的基礎工作，卻主動突破崗位邊界，毛遂自薦走進世界銀行交易場面試，只為爭取留下的機會。 這段短暫的經歷，沒有給她帶來耀眼的職位，卻打開了前所未有的視野：「世界很大，我不應該停留在任何一個地方。 」
緊接著，她來到歐洲 —— 這片培養她「服務精神」與「從 0 到 1」能力的土地。 早在高中畢業時，韓穎最向往的就是瑞士頂級酒店管理學院 EHL，從小她就熱愛服務他人，追求把事情做到極致。 在瑞士盧加諾大學攻讀研究生期間，她師從著名經濟學家 Rico Maggi 教授，入學僅一周就主動找到教授：「我有能力，我可以幫您做事。 」
憑著這股主動與執著，她不僅成為教授助教，更站上講臺，為學弟學妹講授經濟學課程。 更為重要的是，她從零到一搭建了學校首個國際學生課程體系—— 這段「把不可能變成可能」的經歷，讓她徹底掌握了「從無到有」的創業思維， 也讓她享受這類突破與創造的過程。
走出象牙塔，韓穎加入聯合國全球契約組織，負責搭建中國區平臺，擔任對外聯絡事務負責人。 上任第一周，她就登上央視國際頻道，進行全英文直播訪談，當時正值巴菲特訪華推動慈善理念，而「企業社會責任（CSR）」在當時的中國尚屬新興概念。
她的任務，是在中國頂級央企（中鋼集團、國家電網、中國石油、中國石化、國家開發銀行等）與跨國企業（巴斯夫、西門子、歐姆龍等）之間，搭建企業社會責任對話平臺。 沒有現成資源，她就「一個一個去敲門」，憑著專業與執著，半年後成功在北京舉辦首屆論壇。
這段經歷，讓韓穎清晰定位了自己的終身角色：Bridge Builder（連接者）—— 連接不同國家、不同領域、不同資源，搭建溝通橋梁，解決信息不對稱，創造價值共生。 這份定位，成為她日後深耕家辦領域、創業 Globoconsult 的核心邏輯。
從香港到紐約，走進資本與家族的核心
2010 年代初，韓穎應邀加入香港一家頂級家族辦公室，擔任 Chief of Staff，正式開啟長達十餘年的家辦職業生涯。 這裏，是她真正走進投資、產業、跨國資源整合核心的舞臺。
在香港家辦的歲月裏，她參與石油天然氣、新媒體、體育、科技投資等多領域業務，其中最濃墨重彩的一筆，是 2017 年在深圳創建中國首支職業女子冰球俱樂部，並擔任總經理。
當時的深圳，沒有職業冰球場館，沒有冰球文化，一切從零開始。 她帶領團隊，將籃球館改造為專業冰球館，對接深圳文體局，招募國際教練與球員，搭建運營體系、參與聯賽競技。 這段「白手起家」的歷程異常艱辛，卻讓她再次驗證：自己最擅長的，就是把「沒有的東西做出來」。 如今，這支球隊依舊是全國聯賽與國際賽事的冠軍之師，成為她職業生涯中獨特的標簽。
十餘年的家辦深耕，讓韓穎看透了行業的本質：真正的家族辦公室，從不只是資產管理、財富保全，而是涵蓋家族治理、文化傳承、二代培養、跨境規劃、情感紐帶的「全維度服務」。 市場上多數機構將家辦狹隘理解為賣保險、做私行、配置資產，卻忽略了家族最核心的需求 —— 如何在財富傳承中，解決家族成員矛盾、完善治理機製、實現文化與精神的延續。
這份深刻的行業洞察，加上多年跨國、跨領域的歷練，讓韓穎萌生了一個清晰的念頭：為亞洲家族打造真正以客戶利益為核心的獨立顧問服務，搭建連接亞洲與華爾街、歐美頂層資源的橋梁。
而實現這一夢想的舞臺，她鎖定了紐約華爾街—— 全球金融資源、頂層人脈、專業服務的交匯點。
2022 年初，一個機會降臨：一家東南亞頂級家族辦公室落戶華爾街，向韓穎發出邀請。 這正是她夢寐以求的「敲門磚」—— 從小向往華爾街，渴望站在全球金融頂峰的願望，終於實現。
在這家華爾街家辦的三年，是韓穎「快速叠代、全面積累」的黃金期。 她從首席幕僚做起，深入學習美國資本市場規則，參與上市公司收購、董秘工作、美國證監會合規管理、跨境投資與稅務規劃…… 沒有周末，沒有休閑，她把所有時間用於「補課」，快速掌握華爾街的運行邏輯、美國家辦的運作模式、第三方服務機構的管理方法。
更為重要的是，她憑借專業、真誠與獨特的亞洲女性視角，快速融入紐約頂級家辦圈。 從最初的「學習者」，到後來的「分享者」，她逐步建立起覆蓋美國東岸絕大多數頂級家辦、頂級律師事務所、會計師事務所、政商資源的人脈網絡。
在紐約，她深刻感受到：這座城市是精英的聚集地，更是「價值交換、信用為王」的舞臺。 作為華人面孔，不必自卑，反而擁有獨特的優勢 ——真實、專業、守信，就是最好的名片。 憑借多年累積的信譽與能力，她在華爾街站穩了腳跟，終於也迎來了職業生涯的第三次轉折：創業，寫自己的劇本，演自己的戲。
從 14 歲獨闖墨爾本，到如今在華爾街創業立業； 從國際組織的「連接者」，到亞洲家族的「護航者」，韓穎的人生，始終貫穿著「勇氣」與「真誠」。 她從不迷信「規劃」，而是相信「選擇、爭取、堅持」； 她從不追求「虛名」，而是堅守「信用、專業、價值」； 她從不局限於「小我」，而是致力於「連接東西、共生共贏」。
如今，Globoconsult 的業務已全面展開，越來越多亞洲家族慕名而來，尋求跨境發展與家族傳承的專業支持。 韓穎也依舊活躍在全球頂級舞臺：達沃斯世界經濟論壇上，她呼籲亞洲聲音被更多人聽見； 紐約各大頂級論壇上，她分享家辦智慧與全球視野； 她還通過個人公眾號、社交平臺，記錄歷程、分享幹貨，成為行業內獨樹一幟的「原創分享者」。
【附：英文翻譯】
Shirley Hon: Conversations at Davos, Building a Family Office Dream on Wall Street
By Ji Shuoming
In January 2026, amid the bitter alpine winds of the World Economic Forum in Davos, U.S. President Donald Trump delivered a special address — reaffirming his “America First” policy and touching on Greenland, European security, and American strategic interests. At the same forum, Canadian Prime Minister Mark Carney delivered a speech that stunned the audience, fusing an economist’s precision with a statesman’s resolve. He spoke plainly: we are living through a “rupture” in the global order — not some tidy “transition.” The words of these two leaders laid bare a subtle but unmistakable shift in the architecture of global power.
Among the professionals in attendance was Shirley Hon — an Asian woman based in New York City — who had been invited by Bloomberg to the World Economic Forum. She moved between sessions, witnessing this landmark summit firsthand. For her, the significance of the speeches lay not in the rhetoric itself, but in the signal they sent: geostrategy is once again moving to the center of the economic agenda. Shirley understood that when security and trade policy become intertwined again, capital flows change. And her work is precisely about anticipating that shift.
Shirley is the founder of Globoconsult, a New York-based family office advisory firm. A woman who has spent more than a decade immersed in the family office space, she has become a key bridge connecting Asian families with Wall Street and the top-tier networks of the U.S. and Europe. At Davos, she met a number of industry leaders. Her conversation with former Google CEO Eric Schmidt was not about artificial intelligence as a concept — it was about the electricity demands of data centers and the looming energy bottlenecks of the future. She also met with members of the U.S. trade representative’s team, who repeatedly invoked the word “pace” — signaling that tariffs would not be played all at once, but rather advanced through phased negotiations. “What capital markets really care about is the timeline, not the slogan,” Shirley wrote in her analysis.
What truly moved her was a pattern she noticed across multiple forums and closed-door meetings: the Indian delegation was extraordinarily active, while voices from elsewhere in Asia were notably scarce. It left her with a quiet sense of loss. She came to realize that many Asian families are allocating assets globally while rarely engaging in the global conversation. As the founder of an advisory firm that primarily serves Asian family offices, she reflected: “I feel like I’ve always been doing one thing — proactively stepping into the world’s larger systems.”
Back in New York, Shirley took the stage at the Harvard Club of New York City, where she spoke to Harvard alumni and principals of prominent American family offices about governance and cross-border development for Asian family offices. “If you ask why I’m standing today on a global stage like New York, I often say that the past thirty years have been one long preparation for this moment.” Her tone was calm, but unmistakably resolute.
Globoconsult: The “Global Navigator” for Asian Families
Shirley’s story reads almost like a script written in advance — a path laid out long before she could see it. From the bold decision at 14 to leave home and study in Australia on her own, to the tenacious fight for a university spot in Canada; from the international perspective gained at the World Bank and United Nations, to years of deep immersion in family office work in Hong Kong — and finally, the launch of her own venture on Wall Street in New York. It is the story of an Asian woman who, through courage, resilience, and intelligence, carved out her own legend of growth and entrepreneurship at the very top of global finance.
After decades of experience in international business and family office work, Shirley had no interest in playing a role scripted by someone else. “I want to build my own stage and do work that truly reflects my own beliefs and values.”
When multiple major international banks — including Citibank and HSBC — came calling with high-paying leadership positions, Shirley turned them all down and chose instead to start her own company: Globoconsult, an independent advisory firm focused exclusively on serving Asian family offices.
Her founding philosophy challenges industry convention. Globoconsult doesn’t sell products. It is not affiliated with any financial institution. It stands entirely on the client’s side — offering independent, objective, comprehensive advisory services.
“The vast majority of family office service providers in the market are, at their core, product sellers — banks push wealth management products, insurance companies push policies, private banks push asset management plans. Their interests are not fully aligned with the client’s. Globoconsult charges a fixed advisory fee and is fully aligned with the client’s interests. We advocate only for the client.” That, Shirley says, is the founding principle at the heart of her firm.
Over years of exploration and practice, Globoconsult has developed three core competitive strengths, making it the “first-choice partner” for Asian families pursuing cross-border development:
1.Comprehensive Cross-Border Planning — Bridging the Information Gap and the Trust Gap
For Asian families entering the U.S. and European markets, the biggest pain points are not knowing the rules, facing information asymmetry, and struggling to build trust. Globoconsult provides end-to-end advisory services across family relocation, tax planning, asset consolidation, structural design, trust formation, and family governance — starting with a clear, honest assessment of the full picture, helping families map their global assets, optimize allocations, manage risk, and build long-term succession strategies.
Many Asian families hold assets scattered across the globe — real estate here, deposits there, investments elsewhere — with overlapping ownership and no coherent overall plan. Globoconsult’s first step is to help clients “get a clear picture of what they actually have,” then design the most suitable structure, recommend top-tier third-party service providers (attorneys, accountants, trust companies), and coach clients on how to manage those providers — so they’re never led by the nose.
2.Access to Elite Networks — Building a Brain Trust Spanning Business, Government, and Academia
Drawing on her connections built across Wall Street, Davos, and America’s top-tier circles, Shirley has assembled a network of experts that includes former U.S. government officials, senior figures from the Council on Foreign Relations, senior military leaders, top economists, and leading industry authorities. These experts can offer clients high-level, forward-looking perspective on geopolitics, economic trends, and investment direction — and serve as a family’s “private brain trust,” providing core insights and candid counsel unavailable through ordinary channels.
“We correctly anticipated the Iran geopolitical conflict and the crude oil market crisis back in January, and issued early risk alerts to our clients. We can connect Asian families to top-tier American networks, helping them integrate quickly, and access real, actionable investment and business intelligence — something a typical private bank or financial institution simply cannot do.”
3.Deep Family Governance — Going Beyond “Wealth” to Focus on the “Family”
In her address at the Harvard Club, Shirley drew on a wide range of real-world cases: iconic Asian family enterprises like Wahaha and the Ho family of Macau grappling with the challenges of transitioning wealth from first generation to second, and second to third; the Sargento family of Wisconsin facing internal divisions over equity and succession that splintered brothers into opposing camps across three generations.
”‘Wealth doesn’t survive three generations’ — the real issue isn’t that the money runs out. It’s the absence of family governance, the breakdown of emotional bonds, and the lack of a clear rules-based system.” Globoconsult’s work, Shirley emphasizes, goes well beyond traditional asset management. It reaches into the core of family governance — helping families draft family charters, clarify voting rights, regulate trust operations, address inheritance and marital risk, and carry forward the family’s culture and values. The goal is the true co-transmission of wealth and family.
A Decision at 14 — The Foundation of a “Bold and Tenacious” Life
Every thread of Shirley’s story traces back to one decision that, by her own description, was “a bit extreme” — made at 14 years old.
Her family had relocated to Hong Kong, and Shirley quickly sensed the homogenizing pull of the environment. She was afraid of having her values and worldview shaped by the crowd around her. Without hesitation, she went to her parents with a proposal: let her go to Melbourne, Australia — alone — to study. At 14, by herself, in an unfamiliar place, with almost no English — it was something most teenagers couldn’t begin to imagine. For Shirley, it became her first real lesson in self-reliance.
From the moment she arrived in Melbourne, she set her sights on getting into one of the city’s top girls’ schools: Methodist Ladies’ College. She had no agent, no escort. Armed with a map, she asked her way to the school and walked directly into the principal’s office — and in English that was halting, sometimes stumbling, she spoke sincerely about her desire to learn.
Principal Ms. Storelli was moved by the courage of this young girl from the East. After the interview, she personally pinned the school badge on Shirley’s lapel. “That was the first time I truly felt it: courage can change your destiny.” From that moment, she carried a conviction with her: if you dare to imagine and dare to try, nothing is impossible. The boldness she built as a teenager became the force that would carry her through countless future obstacles and across ever-expanding horizons.
The trials kept coming. After her family immigrated to Vancouver, Canada, Shirley set her sights on UBC — the University of British Columbia — only to be rejected because her Australian credits didn’t transfer under Canada’s academic system. The same student who had nearly topped her class in Melbourne, who held acceptance letters from dual-degree programs, suddenly found herself in Canada with no university willing to take her.
Facing that wall, Shirley chose to fight back. She wrote a formal letter of appeal to UBC’s admissions committee, making a clear and reasoned case: “If you reject me simply because I am a new immigrant — because I received my education in another country — that is unjust. That is, in fact, discrimination.”
That letter was so compelling that the university convened a special admissions review specifically on her behalf — and she was admitted as an exception. The experience gave Shirley a deep insight into the underlying logic of Western institutions: there are rules, and if you understand them and know how to use them, you can work within the system — and sometimes change its outcomes. That fluency in navigating rules would become one of her defining strengths throughout her career in international business and family office advisory.
From the World Bank to the United Nations — Forging the Skills of a “Connector”
After graduating from college, Shirley’s boldness had only grown — along with her hunger to find a bigger world.
An opportunity brought her to the World Bank in Washington, D.C. Two months of internship work — sorting materials, coordinating meetings. But she wasn’t content to stay within those lines. She put herself forward for an interview on the World Bank’s trading floor, chasing any chance to stay longer. The stint didn’t lead to a title, but it opened something far more valuable: “The world is enormous. I shouldn’t stay put in any one place.”
From there, she headed to Europe — the continent where she developed her instinct for service and her ability to build things from nothing. Since high school, one of her greatest aspirations had been EHL, the renowned Swiss hospitality management school. She had always loved serving people and had always pushed to do things at the highest level. During her graduate studies at the Università della Svizzera italiana in Lugano, she found her way to the office of noted economist Professor Rico Maggi within her first week of classes. Her opening line: “I have the ability to help. Let me work with you.”
That initiative paid off. She became his research assistant — and eventually stood at the front of the lecture hall, teaching economics to younger students. More significantly, she late built the first international student curriculum for HTW Chur entirely from scratch. That experience of turning nothing into something gave her a complete command of an entrepreneurial mindset — and a genuine love of that kind of breakthrough and creation.
Leaving academia, Shirley joined the United Nations Global Compact and was tasked with building its China platform, serving as head of external relations. In her first week on the job, she appeared on CCTV International for a live, full-English interview — at a moment when Warren Buffett’s visit to China was drawing attention to the concept of philanthropy, and corporate social responsibility (CSR) was still a relatively new idea in China.
Her mission was to create a dialogue platform around CSR connecting China’s top state-owned enterprises — SINOSTEEL, State Grid, CNPC, Sinopec, China Development Bank — with multinational corporations like BASF, Siemens, and Omron. With no existing infrastructure, she went door to door, building relationship by relationship. Within six months, she had organized the inaugural forum in Beijing.
That chapter of her life crystallized a role she would carry for the rest of her career: Bridge Builder — connecting different countries, different industries, different resources; building channels of communication; resolving information asymmetry; creating mutual value. It became the core logic behind everything she would later do in the family office world, and ultimately behind the founding of Globoconsult.
From Hong Kong to New York — Into the Heart of Capital and Family
In the early 2010s, Shirley was brought on as Chief of Staff at one of Hong Kong’s leading family offices, launching what would become more than a decade of professional work in the field. It was here that she stepped fully into the world of investment, industry, and the integration of cross-border resources.
During her years at the Hong Kong family office, she worked across oil and gas, new media, sports, and technology investment. The most distinctive chapter of that period came in 2017, when she founded China’s first professional women’s ice hockey club in Shenzhen — and served as its General Manager.
At the time, Shenzhen had no professional ice rink, no hockey culture, and nothing to build on. She led a team that converted a basketball arena into a proper ice facility, partnered with the Shenzhen Cultural and Sports Bureau, recruited international coaches and players, built out operations, and entered the competitive league circuit. It was grueling, built entirely from the ground up — and it confirmed, once again, what she did best: creating something out of nothing. Today, that team remains a champion in national league play and in international competition — a singular marker in her professional biography.
More than a decade in the family office world gave Shirley a clear-eyed view of what the industry actually is. A real family office is never just asset management and wealth preservation — it encompasses family governance, cultural legacy, next-generation development, cross-border planning, and the emotional bonds that hold a family together. Most firms in the market define family offices narrowly: sell insurance, run private banking, allocate assets. They overlook what families need most — how to navigate the tensions between family members through the wealth transfer process, how to build sound governance, how to carry forward a family’s culture and spirit across generations.
That depth of industry insight — combined with years of experience across borders and industries — crystallized a clear vision: to build truly independent advisory services for Asian families, where the client’s interests come first, and to create a bridge connecting Asia with Wall Street and the top-tier networks of the U.S. and Europe.
The stage she chose to make that vision real was Wall Street in New York — the intersection of global financial resources, elite relationships, and world-class professional services.
In early 2022, the opportunity arrived: a leading Southeast Asian family office was establishing its presence on Wall Street and reached out to Shirley with an invitation. It was the door she had been waiting for — a chance to stand, finally, at the peak of global finance she had dreamed of reaching since childhood.
The three years that followed were a period of rapid growth and full-spectrum immersion. Starting as Chief of Staff, she dove deep into the rules of the U.S. capital markets — participating in public company acquisitions, corporate secretary work, SEC compliance management, and cross-border investment and tax planning. No weekends, no downtime. She devoted every hour to learning — quickly absorbing the operating logic of Wall Street, the mechanics of American family offices, and the best practices for managing third-party service providers.
More importantly, through professionalism, authenticity, and the distinctive perspective she brought as an Asian woman, she steadily built her way into New York’s top-tier family office community. From someone learning the ropes, she became someone sharing knowledge. Over time, she built a network spanning the great majority of leading family offices, top law firms, and accounting firms along the East Coast — along with access to business, government, and policy circles.
In New York, she came to feel deeply what this city truly is: a gathering place for the elite, a stage where value is exchanged and reputation is everything. As a Chinese face in that world, there is no need for self-doubt — there is, in fact, a distinctive advantage. Being genuine, professional, and trustworthy is the best calling card there is. On the strength of those qualities, built over many years, she found her footing on Wall Street — and eventually reached the third major turning point of her career: starting her own company. Writing her own script. Performing her own role.
From a 14-year-old striking out alone for Melbourne, to building a business on Wall Street; from a “connector” in international organizations, to a “navigator” for Asian families — courage and authenticity have been the constants running through every chapter of Shirley Hon’s life. She has never put much faith in elaborate plans; she believes in making choices, fighting for what matters, and staying the course. She has never chased hollow prestige; she has held to trust, expertise, and value. She has never been content to think small; she has always worked toward connecting East and West, and building something where everyone wins.
Today, Globoconsult is fully in operation. More and more Asian families are seeking out the firm for professional support on cross-border expansion and family succession planning. Shirley remains active on the world’s most prominent stages: at the World Economic Forum in Davos, she calls for Asian voices to be heard more widely; at New York’s leading forums, she shares insights on family office strategy and global perspective; and through her personal public account and social platforms, she documents her journey and shares substantive, practical knowledge — standing out as an original and distinctive voice in the industry.