For family offices managing substantial property portfolios across multiple jurisdictions, loan-to-value is no longer a simple underwriting metric. In 2025, LTV has become a strategic balance sheet tool—used to manage liquidity, preserve flexibility, and protect long-term wealth rather than maximise borrowing capacity.

Many ultra-high-net-worth families hold prime residential and commercial property across the UK, Europe, and global financial centres. These assets are often unencumbered or lightly leveraged, reflecting a long-standing preference for capital preservation and control. However, holding large volumes of dormant equity increasingly carries an opportunity cost.

As a result, family offices are rethinking how leverage is applied—not at the individual asset level, but across the portfolio as a whole. Optimising loan-to-value across jurisdictions allows liquidity to be released where lender appetite is strongest, while maintaining conservative risk exposure overall.

Willow Private Finance works closely with family offices, private banks, and specialist lenders to design portfolio-level lending strategies that align with wider investment, tax, and succession planning objectives.

This guide explains how sophisticated family offices optimise LTV across multi-jurisdiction property portfolios in 2025, how lenders assess these structures, and where expert structuring delivers the greatest advantage.

Why Loan-to-Value Means Something Different for Family Offices

In conventional residential lending, LTV is a blunt instrument. It determines pricing, product access, and risk classification on a property-by-property basis. For family offices, this approach is often inappropriate.

Ultra-high-net-worth borrowers are rarely constrained by affordability. Instead, the focus shifts to balance sheet resilience, liquidity management, and optionality. A single property leveraged at 60% LTV may be perfectly acceptable within a portfolio that is only 20–30% leveraged overall.

Family offices therefore view LTV as a portfolio metric rather than an individual constraint. The objective is to achieve efficient capital deployment without introducing refinancing risk, forced sales, or undue lender influence.

This mindset is fundamental to how private banks and specialist lenders assess family office borrowing in 2025.

Portfolio-Level LTV Versus Asset-Level LTV

One of the most important distinctions in family office lending is the difference between asset-level and portfolio-level leverage.

Asset-level LTV considers each property independently. This approach can be restrictive, particularly where certain assets are illiquid, heritage-listed, or located in jurisdictions with conservative lending practices.

Portfolio-level LTV, by contrast, allows stronger assets to support weaker ones. Prime, liquid properties in markets such as London, Paris, or Monaco can underpin borrowing that releases capital across the wider estate.

Lenders are increasingly comfortable with this approach when portfolios are well diversified, professionally managed, and conservatively leveraged in aggregate. In many cases, family offices deliberately over-secure facilities to achieve better pricing and structural flexibility rather than higher headline leverage.

Jurisdictional Differences in LTV Appetite

Optimising loan-to-value across borders requires a clear understanding of how lender appetite varies by jurisdiction.

In the UK, private banks typically offer the greatest flexibility. Prime residential assets may support LTVs of 40–60%, depending on location, valuation confidence, and borrower profile. However, valuation scrutiny has increased, particularly for trophy assets and super-prime pricing.

France generally supports lower LTVs, often capped at 30–50%, but benefits from strong lender security. Assets held through foreign entities may attract more conservative terms unless structured carefully.

Monaco operates at the lower end of the LTV spectrum, with leverage frequently capped at 30–40%. However, facilities are often embedded within broader private banking relationships, offering flexibility on repayment terms and pricing.

Optimising LTV across a portfolio often means borrowing more heavily where lender appetite is strongest, while keeping other assets lightly leveraged or unencumbered.

Why Conservative LTV Is a Strategic Choice

Family offices rarely push leverage to maximum limits. Conservative LTV is not a sign of caution—it is a deliberate strategic choice.

Lower leverage reduces refinancing risk, particularly in volatile rate environments. It also preserves optionality, allowing assets to be refinanced, sold, or transferred without lender interference.

In addition, conservative LTV enhances lender confidence. Facilities structured at 30–40% portfolio leverage are viewed as significantly lower risk, often resulting in better pricing, fewer covenants, and greater flexibility on terms.

This approach aligns closely with the growing use of property debt as a balance sheet tool rather than a funding necessity, as explored in
Why Family Offices Are Using Property Debt as a Balance Sheet Tool in 2025.

The Role of Ownership Structures in LTV Optimisation

Loan-to-value optimisation cannot be separated from ownership structure. Properties held personally, through companies, trusts, or family investment vehicles each introduce different considerations.

Misalignment between ownership and security is one of the most common reasons family office lending strategies fail. Lenders must be able to take enforceable security without triggering adverse tax, legal, or governance consequences.

Trust-held assets, in particular, require careful structuring. While they can support lending, the approach to LTV is often more conservative and must align with trustee obligations and long-term succession planning. This is examined in detail in Trusts and Property Finance in 2025.

Optimising LTV therefore requires a holistic view of ownership, control, and long-term intent—not simply asset value.

Liquidity Outside Property and Its Impact on LTV

Lenders do not assess LTV in isolation. Liquidity outside property plays a significant role in underwriting decisions.

Family offices with substantial cash reserves, liquid investment portfolios, or diversified income streams are often able to achieve more flexible LTV structures. These buffers materially reduce lender risk and can support higher asset-level leverage without increasing portfolio risk.

Conversely, portfolios that are heavily property-weighted may attract more conservative LTV caps, even where asset values are substantial.

This reinforces the importance of presenting a complete balance sheet narrative to lenders, rather than focusing solely on property values.

Common Mistakes in LTV Structuring

Despite experience and scale, family offices still encounter avoidable issues when structuring leverage.

A common mistake is optimising LTV on a single transaction without considering future refinancing or succession events. What appears efficient today may create constraints later.

Another issue is fragmented borrowing across jurisdictions with no overarching strategy. This can lead to inconsistent covenants, misaligned maturities, and unnecessary complexity.

Finally, over-reliance on one banking relationship can limit flexibility. While relationship banking is valuable, concentration risk should be actively managed.

Hypothetical Scenario : Portfolio-Level LTV in Practice

Consider a family office holding £80 million of unencumbered property across the UK and France.

Rather than applying leverage evenly, the family office raises borrowing at 45% LTV against UK assets, where lender appetite is strongest, while keeping French properties largely unencumbered.

The resulting portfolio-level LTV remains below 30%, preserving balance sheet resilience while releasing significant liquidity for reinvestment.

The structure allows future refinancing, asset sales, or succession planning without lender disruption—demonstrating how intelligent LTV optimisation supports long-term strategy rather than short-term funding.

Outlook for 2025 and Beyond

As interest rate volatility, regulatory divergence, and intergenerational wealth transfer continue to shape the landscape, LTV optimisation will become even more strategic.

Family offices that treat leverage as a portfolio tool rather than a transaction outcome will retain greater flexibility and control. Lenders will increasingly differentiate not by headline LTV, but by the quality of governance, structuring, and advisory support.

Those who plan holistically will be best positioned to deploy capital efficiently while protecting long-term wealth.

How Willow Private Finance Can Help

Willow Private Finance specialises in advising family offices and UHNW clients on complex, multi-jurisdiction property finance.

We work independently across the whole market, partnering with private banks and specialist lenders to design portfolio-level lending strategies that optimise loan-to-value without compromising control, confidentiality, or long-term objectives.

Our expertise lies in structuring—not just sourcing finance—ensuring leverage supports your wider balance sheet, investment strategy, and succession planning.

Frequently Asked Questions

Q1: What is an optimal portfolio-level LTV for family offices in 2025?
A: Many family offices target 20–40% portfolio-level LTV to balance liquidity and long-term flexibility.

Q2: Can higher LTV be applied to certain assets within a portfolio?
A: Yes. Strong, liquid assets can often support higher LTV, provided overall portfolio leverage remains conservative.

Q3: Do lenders prefer unencumbered assets?
A: Unencumbered assets significantly improve lender appetite and pricing flexibility, particularly at portfolio level.

Q4: Does LTV impact succession planning?
A: Yes. Conservative leverage reduces complexity when transferring assets or restructuring ownership.



Q5: Can trusts support portfolio-level LTV strategies?
A: Yes, but structures must align with trustee obligations and lender requirements.

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