An Italian family built its trusts, governance, and family constitution around stewarding a business, focused on control, representation, and preserving the company across generations. Then, unexpectedly, the business is sold, leaving the trust with €10 billion in cash. Overnight, the family shifts from custodians of a company to stewards of liquid wealth. With governance designed to protect a business rather than manage capital, and with considerations such as Italy’s forced heirship rules and potential offshore structuring, the family must rethink everything: purpose, investment, philanthropy, and whether to build a family office. Starting from a blank sheet of paper, what should the next structure look like?