On 23 May, Josh will take on a 100km ultra marathon — a challenge that demands grit, discipline and a strong mindset. But for Josh, this isn’t just about distance; it’s about purpose.

In this Q&A, he shares what inspired him to start running, how he’s prepared for one of his biggest tests yet, and why he’s passionate about raising awareness for youth mental health in Jersey in support of our chosen charity, Youthful Minds.

Why is raising awareness for youth mental health so important to you?

Chloë will have her hair shaved off on 24 April and is encouraging colleagues and contacts to make a donation to support the cause over the coming weeks.

Josh, who only started distance running last year, has set himself the challenge of competing in the London to Brighton Ultra Marathon this May, covering 100km in one single run from the capital to the south coast.

The route begins in London and stretches all the way down to Brighton’s iconic seafront, covering a mix of city streets, country lanes, and the beautiful but demanding trails of the South Downs, finishing at Brighton Beach. It’s expected to take anywhere between 12 and 18 hours to complete, depending on conditions and pacing — a full day of endurance, grit, and focus.

The money raised through the challenge will go to the charity Youthful Minds – Crestbridge FOS’ chosen charity again this year – which works to support young people’s mental health in Jersey, providing guidance, understanding, and safe spaces for those who may be struggling.

Crestbridge Fiduciary was proud to be Innovation Sponsor at the 50th Australian Gala & Innovation Awards hosted by the Australian American Chamber of Commerce (AACC) in San Francisco.

Published this week, the list – produced annually by industry title eprivateclient – celebrates the most prominent figures from across the private client landscape in the UK and Crown Dependencies. Featuring senior practitioners who are driving progress and shaping the future of the sector, inclusion is based on the achievements and contribution of key individuals over the past year.

It is the eighth consecutive time Heather has been featured in the list, reinforcing her reputation as a figure of authority in the sector and underlining her leadership of a team that continues to grow and differentiate itself in supporting the increasingly sophisticated needs of global families.

Heather has over 25 years’ experience supporting the needs of UHNW individuals and families and continues to drive Crestbridge FOS’ business’ strategy, shape the firm’s culture and manage a number of key client relationships.

Commenting on her inclusion in the 2026 Most Influential list, Heather said:

For the fifth consecutive year, Crestbridge Fiduciary is delighted to sponsor the 21st Annual International Estate Planning Institute, hosted by STEP New York.

Now in their second year, the People Awards recognise individuals who consistently demonstrate our core values of integrity, professionalism and agility. With nominations submitted by colleagues across the business, the awards reflect peer recognition of those who go above and beyond in their day-to-day roles.

In this interview Heather Tibbo shares perspectives on leadership, culture and collaboration following the recent industry recognition.

Our service-driven culture is at the heart of what we do and is central to how we approach recruitment, training and develop our people. As a privately owned firm, our independence enables an exclusive focus on clients, allowing us to allocate resources, define processes, and refine our technical capabilities specifically to support their needs. This ensures the consistent delivery of service excellence.

A further key differentiator underpinning our high-performance culture is our commitment to resourcing our business based on clients’ specific needs, rather than headcount-to-client ratios. By prioritising client outcomes over financial performance, we are able to preserve and enhance our service-oriented ethos.

What role has collaboration – either internally or with external partners – played in your success?

Collaboration is fundamental to our ability to deliver value, given the relationship-driven nature of our services. Internally, we promote a non-hierarchical structure and cross-disciplinary teamwork, integrating expertise from different functions to provide seamless, holistic support.

Knowledge sharing is culturally embedded, and with open communication channels allow challenges to be addressed collectively and efficiently. Externally, we work with trusted specialists, technology partners, and industry networks to enhance our capabilities, access emerging insights and deliver innovative solutions. These collaborative relationships strengthen our service offering and accelerate problem solving, allowing us to stay ahead of industry developments and changing client expectations.

What are the key challenges you foresee in wealth management over the next five years, and how are you positioning your business to meet them?

Amid rapidly shifting geopolitics and a fast-evolving, AI-driven technology landscape, family office services are undergoing significant change. Our team continuously explores solutions that further improve operational efficiency, including automated reporting, research, and forecasting.

Families’ expectations are also changing. Sustainable and impact investing continues to grow, particularly among next-generation family members focused on long-term legacy. At the same time, family offices face increasing pressure to manage costs and drive efficiency, leading many to outsource functions to providers capable of delivering integrated, end-to-end services.

Cybersecurity also continues to emerge as a critical and increasingly sophisticated threat. Recent high-profile breaches have underscored the substantial disruption and financial consequences associated with cyberattacks, leading an increasing number of industry firms, ourselves included, to strengthen their security infrastructure.

How do you identify and develop future leaders within your organisation?

With ambitious growth plans, evidenced by our investment in strengthening our Executive Leadership Team throughout 2025, career development and succession planning are a critical element of our strategy.

We identify emerging leaders through systematic progress monitoring, collaborative career mapping, and, when appropriate, consolidated client feedback. This leads to a tailored appraisal process incorporating values-based criteria and resulting in a personalised development plan that reflects each colleague’s career aspirations.

Emerging leaders are increasingly given ownership of client relationships or other departmental initiatives, supported by senior mentors providing guidance and accountability. Regular talent reviews ensure transparency of process, while our culture of service and technical excellence empower individuals at all levels to grow, contribute, and prepare for leadership roles.

This article was published on 5 January 2026 in Acclaim magazine – The WealthBriefing CI Awards 2025.

At Crestbridge Family Office Services (FOS), we invest in programmes that will build practical skills, deepen leadership confidence and deliver lasting value for our people in every stage of their professional and personal growth.

Momentum was created with this in mind. We wanted a leadership programme that moved beyond the conventional, one that genuinely aligned with our ambitions for growth, service excellence and a high-performance culture. Working in close partnership with Royston Guest, a globally recognized business growth strategist, consultant, and author, Momentum was designed specifically for Crestbridge FOS, reflecting the priorities of our business and the aspirations of our people.

Over the course of last year, a group of current and future managers explored themes that define effective modern leadership: commercial mindset, personal brand, meaningful communication, influencing with purpose, and the dynamics of high-performing teams.

Guided by Royston and equipped with a comprehensive leadership toolkit, participants have strengthened their strategic thinking, enhanced their ability to influence and communicate, and gained greater clarity in how they lead.

The programme has already prompted new habits, fresh perspectives and a more intentional approach to leadership across the group.