How important is conversation in your role as manager of EFG’s largest business region?
For me, conversations are a vital means of connecting with other people. Conversations with clients and other stakeholders give us a direct understanding of their individual views and expectations, for example, while conversations with colleagues foster effective collaboration and spark new ideas. When I became a manager, I quickly realised that to succeed in this industry, you need deep financial expertise – but the importance of soft skills is not to be underestimated. In fact, if you don’t combine your technical knowhow with qualities such as compassion or empathy, you will never be able to reach the next level of success as an individual or an organisation. At the end of the day, banking is a people business.
EFG has a global presence reaching from Europe to Asia Pacific and from the Americas to the Middle East. How do you make sure that you can speak to clients across these different regions in a language they understand?
In line with our commitment to being global while maintaining local expertise, we have a presence in over 40 locations worldwide. Our people have in-depth knowledge of the local markets but also a direct insight into the respective cultures in the countries where we operate. In fact, employees from 70 different nationalities work for EFG. The diversity of our workforce is important because it not only strengthens creativity and innovation but also gives us a deeper understanding of the backgrounds, interests and expectations of our stakeholders, ensuring that we speak their language in every sense of the term.
How can a private bank ensure that it stays relevant in today’s fast-changing and increasingly digitalised world? How does EFG anticipate the future needs and preferences of clients?
The operating environment for banks is certainly evolving rapidly. Looking at the future of our industry, it is already clear that private banking and technology will become even more closely interconnected as many people, especially members of the next generation, seek new and more flexible ways of managing their finances. We also believe that dialogue about future financial trends with thought leaders, industry groups and academics can provide valuable insights for our business.
How important is it for EFG to be active beyond banking – e. g. as a patron of the arts? Which values do you share with partners such as the Peggy Guggenheim Collection in Venice or the EFG London Jazz Festival?
We believe that the arts express values that give meaning to our lives and help us to understand the world around us. From contemporary and modern art to jazz, for example, the arts provide a platform to bring people together. Arts are an essential part of our culture and give us a deeper understanding of our emotions. When we appreciate art in its many different forms, this also makes us more open to new ideas and experiences. That is why we decided to partner with institutions such as the inspiring Peggy Guggenheim Collection and the EFG London Jazz Festival.
You engage in dialogue with a variety of stakeholder groups. You also represent EFG in industry associations, including the Ticino Banking Association (ABT). How has the perception of the banking industry changed in recent years?
Despite the various challenges experienced by our industry in recent years, Switzerland continues to be recognised globally as a leading financial centre and a haven of stability and solidity. The industry has proven resilient in the face of increasing competition from emerging international financial centres in Asia and the Middle East. In short, I am convinced that Switzerland’s unique blend of qualities, but also its willingness to embrace new trends, will ensure that it can retain its world-leading position as a financial hub.
What is the single most important lesson you have learned during your career to date?
To stay focused on your strategic objectives and to learn from any failures or defeats in order to become stronger and move forward.
If you could have a conversation with your younger self, what advice would you give him?
I would tell myself to stay curious and to never lose my sense of ambition. That is the advice that I offer my four daughters today.
If you could pick one person from the past or present to have a conversation with over dinner, who would it be – and why?
It would be Napoleon Bonaparte. I would love to hear him talk about the Battle of Austerlitz in 1805. Thanks to the precise execution of an audacious but ingenious battle plan, the French army achieved a landslide victory against the Austrian and Russian armies. I would ask him about the tactical decisions he took to win the battle despite France being at a significant disadvantage in terms of its number of troops and artillery. This was undoubtedly one of Napoleon’s greatest victories and it can teach us a lot about inspirational leadership.