Windmill Group

Windmill Group

Founded in 1970 and based in Somers, New York, Windmill Group is a longstanding provider of wealth management and investment advisory services to individuals and high-net-worth clients. The firm operates as a small, private practice, offering financial planning, investment management, and portfolio construction under one roof. Its location in northern Westchester County suggests a client base rooted in the affluent suburbs north of New York City, an area dense with family capital and private business owners. Windmill Group's service model revolves around direct advisory relationships rather than institutional asset management or pooled fund vehicles. The firm manages portfolios on a discretionary basis for its clients, with a focus on traditional public-market allocations. Investment management and financial planning are the core of its offering, structured as personalized mandates. Given the firm's structure and tenure, its deployment likely spans equities, fixed income, and mutual funds, with possible exposure to alternative investments through third-party managers. Its geographic footprint is concentrated in the New York metropolitan area, serving a local and regional client base. The firm's scale is modest. With no publicly disclosed AUM or professional headcount, Windmill Group appears to operate as a lean advisory practice. It maintains a limited public presence, with a basic web domain and no LinkedIn company page, consistent with a firm that grows through long-term client referrals rather than active marketing. There are no known satellite offices, adjacent venture arms, philanthropic foundations, or co-investment clubs associated with the Windmill Group name. No verifiable operational events from the last 24 months are publicly documented. Windmill Group's structural difference lies in its endurance and opacity. Operating for over 50 years without public fanfare, the firm exemplifies a class of wealth managers that function almost entirely through personal networks. Its lack of a digital footprint is itself a differentiator — the practice does not court institutional allocators, does not report to databases, and does not seek media coverage. This posture is consistent with a firm that manages multigenerational family relationships under a trusted-advisor model, where discretion and continuity outweigh scale or brand recognition.