Edipresse Group (Lamunière Family Office)

Edipresse Group (Lamunière Family Office)

The Lamunière family’s office traces back to the 1907 founding of a publishing business that would become Switzerland’s most durable family media holding. Pierre Lamunière chaired the group through its modern expansion and led the International Federation of Periodical Press from 2007 to 2009. His sons now run the principal corporate entities: Sébastien Lamunière serves as CEO of Edipresse Group, while Michel Lamunière chairs Tatler Asia Group, the luxury magazine group carved out of the original media portfolio. Family wealth originates from a multi-generational newspaper and magazine empire before its pivot toward digital media, real estate, and diversified principal investing. The office operates across three pillars: media interests, digital ventures, and real estate. On the media side, Tatler Asia Group remains the most visible heir to the publishing legacy, operating luxury lifestyle titles across the region. Real estate assets include the Edipresse Group headquarters on Avenue de la Gare, the Tour Edipresse in Lausanne, and the Square du Stand residential property in Geneva. The office complements these operating and real-asset holdings with direct investments and fund commitments in private equity, structured for long-duration capital with no disclosed external LPs. The geographic footprint concentrates in Switzerland and Asia, reflecting the family’s historical publishing markets and current media operations. The office manages an estimated $515 million in assets, though the family does not publish a formal AUM figure. Board-level relationships extend beyond the family: André Kudelski of the Kudelski Group and Claude Smadja, former managing director of the World Economic Forum, both serve on the board of Edipresse Group. The family also maintains the Fondation Edipresse, a Swiss-registered philanthropic entity, alongside a private art and book collection. The firm’s Swiss corporate base and cross-continental board appointments indicate a governance model that balances family leadership with external industrial directors. The family’s willingness to operate Tatler Asia Group as a separately branded, regionally distinct entity — rather than absorbing it into a uniform holding company — marks the office’s structural differentiator. Most European family offices that divest a legacy publishing business do so via an outright sale; the Lamunières retained the asset but geographically carved it out, placing it under the second generation’s direct operating control while the Swiss parent remains the anchor for real-estate and investment activities.