{"id":19359,"date":"2026-11-07T23:12:19","date_gmt":"2026-11-07T23:12:19","guid":{"rendered":"https:\/\/www.simtrade.fr\/blog_simtrade\/?p=19359"},"modified":"2026-11-07T23:17:30","modified_gmt":"2026-11-07T23:17:30","slug":"experience-investment-research-analyst-intern-regarde-familia-us-single-family-office","status":"publish","type":"post","link":"https:\/\/www.simtrade.fr\/blog_simtrade\/experience-investment-research-analyst-intern-regarde-familia-us-single-family-office\/","title":{"rendered":"My experience as an Investment Research Analyst intern at Regarde Familia, a US single-family office"},"content":{"rendered":"\n\"Aarichsun<\/a>\n\n

In this article, Aarichsun BATLISH<\/a> (Indian Institute of Technology Kanpur, B.Tech in Civil Engineering, 2024-2028) shares his experience as an Investment Research Analyst intern at Regarde Familia, a single-family office based in Miami. During the internship, he researched venture capital funds and emerging technology sectors from the point of view of an investor who allocates capital to funds rather than directly to companies.<\/p>\n\n\n

About the company<\/h2>\n\n

Regarde Familia is a single-family office (SFO) founded in 1980 to manage the wealth of the Empire Electric and Regarde family. It is based in Miami, Florida. A single-family office serves one family only: it has no outside clients and does not raise external capital. Its purpose is to preserve and grow the family’s wealth across generations, and Regarde Familia organizes its mission around four pillars: wealth preservation, education of the next generation, philanthropy and longevity.<\/p>\n\n

Like many family offices of its size, Regarde Familia invests a large part of its capital indirectly, by committing money to private equity and venture capital funds run by specialized managers. Industry databases estimate its assets at around US$500 million, with a focus on buyout, growth and venture capital funds. Buyout funds acquire controlling stakes in mature companies, often financed with debt; growth funds back companies that are already expanding; venture capital funds invest in young start-ups. In this structure, the family office is a limited partner (LP): it does not pick start-ups itself but selects the fund managers who do.<\/p>\n\n

Logo of Regarde Familia.
\n\"Logo
\nSource: the company.<\/p>\n\n

I worked in Regarde Familia (RF) Research, a team that the office was building in 2026 to give it a forward-looking view of the sectors in which it wanted to allocate capital. Analysts were assigned to categories such as artificial intelligence and deep tech, climate and energy, fintech and cybersecurity, and a second track produced research on technology in higher education. The team worked remotely across India and the United States.<\/p>\n\n\n

My professional experience<\/h2>\n\n

I joined the team after a competitive selection process based on a written assignment. Candidates had five days to produce two in-depth research pieces on sectors of their choice, covering both India and the rest of the world, and to go from the sector to the funds making the strongest bets in it, to a clear recommendation on one fund. I chose climate and energy, and artificial intelligence and deep tech. Around 15 people were selected out of several hundred applicants, based on the quality of their research reports and a demanding review of their analysis. I was selected for both the investment research and the higher-education research tracks and worked remotely from April to July 2026.<\/p>\n\n\n

My missions<\/h3>\n\n

Sector and fund research.<\/b> My main task was to build what the team called a “decade-cycle view” of my categories: which technologies are likely to gain market traction over the next ten years, which funds are positioned to benefit, and what the investment landscape could look like by the end of the decade. The approach is easiest to explain with the selection assignment I prepared before joining, which relied only on public information. In climate and energy, I built my thesis around electrification and grid-scale storage and then looked for early-stage funds whose portfolios matched it, in India as well as abroad. Congruent Ventures is a good illustration: an early-stage climate fund whose public portfolio includes Fervo Energy (next-generation geothermal power) and SPAN (smart electrical panels), two companies positioned exactly where electrification creates new demand. In India, funds such as Avaana Capital and Infuse Ventures back companies in electric mobility, distributed solar and energy management. In artificial intelligence, I studied how foundation models are moving into the physical world (robotics, autonomous systems and defense) and looked at funds such as Lux Capital, whose public portfolio spans several layers of that stack, from Hugging Face to Applied Intuition and Anduril. I quickly found that the most useful information was not in news articles but in fund letters, portfolio announcements and founder interviews.<\/p>\n\n

Figure 1. How I approached sector and fund research.
\n\"Sector
\nSource: the author.<\/p>\n\n

Understanding how fund managers are evaluated.<\/b> When a manager presents a new fund, an LP has to decide whether past returns came from a repeatable process or from a few lucky deals. During the internship, I learned the kind of questions allocators ask before committing capital: how gross and net returns were generated, how position sizes were decided, how much of the reported value has already been returned in cash, and how the manager’s edge translates into better entry prices. These questions are standard across the industry and many of them appear in the public due diligence questionnaire of the Institutional Limited Partners Association (ILPA).<\/p>\n

Deal screening.<\/b> I also took part in the early screening of investment opportunities. This meant preparing a founder call: requesting the company’s materials in advance, building a questionnaire and a conversation flow mapped to its pitch deck, and then summarizing the discussion in a preliminary investment memo. Such a memo follows a standard investment committee structure: an executive summary, the business model, the market and competition, the fundraising terms, key strengths and risks, and the points that would require due diligence before any decision. I learned to ask two or three questions per slide, to keep the most important question for the end, and not to discuss ticket sizes (the amount the investor would put in) before the investor has decided whether it is interested. I also joined calls where founders pitched their business to the team. Our questions always came back to the fundamentals: the financial projections and the assumptions behind them, what IRR (internal rate of return, the annual return implied by the timing and size of all the cash flows) and investment multiple (total value returned per dollar invested) an investor could expect under those assumptions, and whether the business could sustain itself over the long term given its historical run rate (current revenue extrapolated over a full year). Details of the opportunities I worked on are confidential, but the exercise taught me how an investor turns a one-hour conversation into a decision document.<\/p>\n\n

Research for the higher-education track.<\/b> On the higher-education track, I contributed to a series of buyer’s guides that help universities select technology solutions: what problem the solution addresses, which data it relies on, how to evaluate vendors objectively, and which questions to ask before signing a contract. Each guide went through several rounds of feedback on content, grammar and formatting before publication.<\/p>\n\n\n

Required skills and knowledge<\/h3>\n\n

On the technical side, the work required reading fund documents (presentations, track records and portfolio pages), mastering the vocabulary of private markets (commitments (the amounts investors promise to a fund), capital calls (when the fund draws on these commitments), IRR, MOIC (multiple on invested capital) and DPI (distributions to paid-in capital), all explained below), and finding reliable information quickly in free sources such as Crunchbase, Tracxn, fund websites and letters, SEC EDGAR filings (the public database of company filings of the US Securities and Exchange Commission) and industry reports. It also required structured writing: an investment committee reads the conclusion first, so every note had to open with a clear view and then present the evidence.<\/p>\n\n

On the personal side, the most important skill was autonomy. The team was remote and spread across time zones, so I had to manage my own priorities, follow up proactively and take the initiative when an opportunity appeared. Clear written communication over Microsoft Teams and email mattered even more than it would in an office.<\/p>\n\n\n

What I learned<\/h3>\n\n

This internship was something very new to me. Working with a US-based family office was an interesting and unique experience, and at the beginning I was not familiar with much of the terminology: commitments, capital calls, carried interest (the share of profits paid to the fund manager), DPI (distributions to paid-in multiple), TVPI (total value to paid-in capital) and many other terms that the team used every day. I learned them by doing the work, asking questions and reading as much as I could.<\/p>\n\n

First, I learned that investing through funds is a different job from investing in companies. A family office does not only ask “Is this start-up good?” but also “Will this manager keep finding good start-ups, and is the fund structured in my interest?”<\/p>\n\n

Second, I learned to stress the fundamentals. When founders pitched their business, the discussion was never about the story alone: we asked for their financial projections, tested them with IRR and multiples, and compared them with the historical run rate to judge whether the business could last. Working on live opportunities showed me how much a careful background check and a few precise questions can change an investment view.<\/p>\n\n

Third, I learned from the people around me. I worked alongside experienced and knowledgeable colleagues, reviewing opportunities together and sharing research and analysis on each company. I also had great mentors who guided me, gave me detailed feedback and inspired me to raise the quality of my work.<\/p>\n\n

Finally, I learned how much a junior analyst’s contribution depends on initiative. In a remote team, the people who learn the most are those who propose ideas, create their own work and communicate it clearly.<\/p>\n\n\n

Financial concepts related to my professional experience<\/h2>\n\n

I present below three financial concepts related to my professional experience: the limited partner and general partner structure, the performance measures of private funds, and the selection of fund managers.<\/p>\n\n\n

Limited partners (LPs) and general partners (GPs)<\/h3>\n\n

Private equity and venture capital funds are usually organized as limited partnerships. The general partner (GP), or an affiliated management entity, is responsible for managing the fund: it raises the fund, selects and manages the investments, and earns a management fee (often around 2% of commitments per year) and a share of the profits called carried interest (often 20% above a minimum return). The limited partners (LPs), such as pension funds, endowments and family offices, provide most of the capital. An LP typically contributes its committed capital progressively through capital calls: it makes a commitment, which the GP draws through capital calls during the first years of the fund as it finds deals. Cash flows back as distributions when portfolio companies are sold or listed, typically after five to ten years. This commitment structure matters for investors: Gourier, Phalippou and Westerfield (2024) show that the obligation to meet capital calls on demand substantially affects an LP’s optimal portfolio and welfare, and that investors require a premium for bearing this commitment risk. My work at Regarde Familia sat on the LP side of this relationship.<\/p>\n\n\n

Measuring the performance of a private fund: IRR, TVPI and DPI<\/h3>\n\n

Because cash goes in and comes out at different dates, a private fund cannot be judged with a simple return. Three measures are standard.<\/p>\n\n

The internal rate of return (IRR)<\/b> is the discount rate that sets the net present value of all the LP’s cash flows to zero. It takes timing into account, but it can be flattered by returning cash early.<\/p>\n\n

The total value to paid-in multiple (TVPI)<\/b>, close to the multiple on invested capital (MOIC) reported by many managers, equals distributions plus the remaining value of the portfolio, divided by the capital paid in. It shows how much value has been created per dollar invested, whether realized or not.<\/p>\n\n

The distributions to paid-in multiple (DPI)<\/b> equals distributions divided by the capital paid in. It only counts cash actually returned, which is why LPs watch it closely: a high TVPI combined with a low DPI means that most of the value is still on paper.<\/p>\n\n

Figure 2 shows an illustrative example that I built. An LP commits 100 million dollars to a fund. The GP calls 85 million over the first four years and returns 190 million between years 6 and 9. The net IRR is 15.9% and the final TVPI is 2.24x. The cumulative cash flow falls to minus 85 million before turning positive in year 8: this is the “J-curve” that every private-market investor has to finance. At the end of year 6, if the remaining portfolio were valued at 95 million, the fund would show a TVPI of 1.47x but a DPI of only 0.35x. All the calculations behind Figure 2 are in the Excel file below, which also shows how DPI, RVPI and TVPI change each year.<\/p>\n\n

Figure 2. Cash flows of an illustrative fund commitment and the J-curve.
\n\"J-curve
\nSource: computation by the author (illustrative figures), Excel file below (sheets ‘Parameters’, ‘Computations’ and ‘Figure J-curve’).<\/p>\n\n

This is why an allocator’s questions focus on how returns are split between realized and unrealized value, and between a few outlier deals and the rest of the portfolio.<\/p>\n\n

\"Download<\/a><\/p>\n\n\n

Manager selection and the persistence of returns<\/h3>\n\n

For an LP, the most important decision is which manager to back, and academic research explains why. Kaplan and Schoar (2005) documented persistence in private equity fund performance in their sample: GPs whose previous funds outperformed tend to outperform again, which is unusual in asset management. Harris, Jenkinson and Kaplan (2014) found that buyout funds have, on average, outperformed public markets, with large differences between managers. In venture capital, returns are concentrated in a small number of very large successes, so the gap between top and average funds is wide. Gompers, Gornall, Kaplan and Strebulaev (2020) surveyed venture capitalists and found that the quality of the management team is the factor they rank first when selecting deals. In my work, this translated into one simple rule: look for evidence that a manager’s process, not luck, produced the past results, through portfolio construction, sector conviction and access to the best founders.<\/p>\n\n\n

Why should I be interested in this post?<\/h2>\n\n

If you are interested in private equity or venture capital, most of what you read describes the job of the fund manager. This post describes the other side of the table: the investor who chooses the fund managers. Family offices, endowments and pension funds hire analysts to do exactly this work, and the skills involved (building sector theses, assessing funds and measuring performance) are equally valuable if you later want to join a fund. The post also shows that a student can gain meaningful exposure to private markets through a remote internship, provided that the selection work is strong and that you take the initiative once you join.<\/p>\n\n\n

Related posts on the SimTrade blog<\/h2>\n\n

Professional experiences <\/h3>\n\n

   \u25b6 All posts about Professional experiences<\/a><\/p>\n\n

   \u25b6 Adam MERALLI BALLOU My internship experience in Investor Relation at Eurazeo<\/a><\/p>\n\n

   \u25b6 Jules HERNANDEZ My internship experience in a Multi-Family Office<\/a><\/p>\n\n

   \u25b6 Dante MARRAMIERO My Experience as an Investment Intern at Eurazeo<\/a><\/p>\n\n

   \u25b6 Alberto BORGIA My Experience as a Wealth Management Intern at Nextam Partners<\/a><\/p>\n\n\n\n

Private Equity <\/h3>\n\n\n

   \u25b6 Lilian BALLOIS Discovering Private Equity: Behind the Scenes of Fund Strategies<\/a><\/p>\n\n

   \u25b6 Adam MERALLI BALLOU The Private Equity Secondary Market: from liquidity mechanism to structural pillar<\/a><\/p>\n\n

   \u25b6 Matisse FOY Key participants in the Private Equity ecosystem<\/a><\/p>\n\n

   \u25b6 Dante MARRAMIERO Structured Debt in Private Equity: Rated Feeder Funds and Collateral Fund Obligations<\/a><\/p>\n\n

   \u25b6 Ian DI MUZIO Leverage in LBOs: How Debt Creates and Destroys Value in Private Equity Transactions<\/a><\/p>\n\n\n

Financial techniques<\/h3>\n\n

   \u25b6 All posts about Financial techniques <\/a><\/p>\n\n

   \u25b6 Rapha\u00ebl ROERO DE CORTANZE The Internal Rate of Return<\/a><\/p>\n\n\n\n\n

Useful resources<\/h2>\n\n

Academic research<\/h3>\n\n

Gompers, P. A., Gornall, W., Kaplan, S. N., Strebulaev, I. A. (2020). How do venture capitalists make decisions? Journal of Financial Economics<\/i>, 135(1), 169-190.<\/p>\n\n

Gourier, E., Phalippou, L., Westerfield, M. M. (2024). Capital Commitment. Journal of Finance<\/i>, 79(5), 3407-3457.<\/p>\n\n

Harris, R. S., Jenkinson, T., Kaplan, S. N. (2014). Private Equity Performance: What Do We Know? Journal of Finance<\/i>, 69(5), 1851-1882.<\/p>\n\n

Kaplan, S. N., Schoar, A. (2005). Private Equity Performance: Returns, Persistence, and Capital Flows, Journal of Finance<\/i>, 60(4), 1791-1823.<\/p>\n\n\n

Business resources<\/h3>\n\n

Regarde Familia<\/a><\/p>\n\n

Institutional Limited Partners Association (ILPA), Performance Template Guidance (2025)<\/a><\/p>\n\n

Institutional Limited Partners Association (ILPA), Due Diligence Questionnaire<\/a><\/p>\n\n

Congruent Ventures, Fund III announcement<\/a><\/p>\n\n\n

About the author<\/h2>\n\n

The article was written in November 2026 by Aarichsun BATLISH<\/a> (Indian Institute of Technology Kanpur, B.Tech in Civil Engineering, 2024-2028).<\/p>\n\n

Aarichsun is interested in quantitative finance, financial economics and private markets. After his studies at IIT Kanpur, he plans to pursue a master’s degree, and possibly a PhD, in quantitative finance.<\/p>\n\n

   \u25b6 Discover all posts by Aarichsun BATLISH<\/a>.<\/p>\n","protected":false},"excerpt":{"rendered":"

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