Farid Consulting

Luis Farid serves as the principal and decision-maker. His background includes serving as Director of Colombia's SENA, the national workforce-training agency, and holding leadership roles at entities such as the Colombo-Venezuelan Chamber of Commerce. Investment and advisory decisions are concentrated at the principal level, consistent with a single-family office structure where the ultimate authority rests with the wealth creator.

It is both, by design. Farid Consulting operates as the Farid family's investment platform while simultaneously offering strategic advisory services to external clients. This hybrid structure — common among Latin American merchant families — means the advisory practice and the principal-investing function are not walled off from one another, creating a deal-flow engine that feeds both lines of business.

The office concentrates on Colombia and the Andean region. Luis Farid's professional network is deeply rooted in Colombia's public and private sectors, and the investment strategy reflects that embeddedness. The office does not appear to pursue opportunities outside Latin America with any systematic intent.

The office invests proprietary family capital. Advisory engagements provide a separate revenue stream, but the investment function is not structured as a third-party fund manager. This aligns with the single-family-office model, where external capital is not a feature of the investment program.

The office does not publicly disclose its assets under management or total deployment. Based on its single-principal structure and lean operational footprint, the platform likely manages tens of millions of dollars rather than a billion-plus pool. This places it in the segment of first-generation family offices where the founder remains the central investment decision-maker.

His tenure leading Colombia's SENA — a large state agency responsible for technical education and labor-market intermediation — built a regulatory literacy and institutional network that are not replicable by purely private-sector investors. That translates into a willingness to engage in deals with government-touch dynamics, particularly in workforce development, education, and sectors where public procurement or licensing defines the competitive landscape.

No publicly disclosed foundation or donor-advised fund is linked to Farid Consulting. Philanthropic activity, if it exists, would likely flow through the principal's personal giving rather than a separate institutional entity. This is not uncommon among first-generation family offices that have not yet formalized their charitable architecture.