You took over the helm of EFG Private Bank Ltd. more than two years ago. Can you tell us about your priorities for the business at the time and what has since been achieved?
My first priority was to reaccelerate the growth of our UK franchise despite a very challenging market backdrop. This is why we focused on sharpening our client offering, enhancing collaboration across teams and ensuring we put clients firmly at the centre of everything we do. Two years on, I am proud that we have significantly strengthened our growth momentum in this important market. And when we were named “Best Private Bank – UK” at the prestigious Global Private Banking Awards 2025, that was a very proud moment for our entire team.
London is a highly competitive private banking market – what differentiates EFG from other private banks in London and beyond?
Ever since our business was founded, we have taken an entrepreneurial approach to private banking. It starts with the mindset of our leadership team and runs through to all of the teams across the bank. In recent years, we have also invested significantly in content and thought leadership, and those investments are now reflected by the quality of the conversations we are having with clients and their advisers. Our international footprint is another differentiator. EFG has been in the UK for 36 years and is now one of the top-five international private banks here, with real scale and a meaningful presence. Our clients are global citizens. Around 60% of them are non-residents – one of the highest proportions of any private bank in the UK. This gives us a unique perspective and means that we are well positioned compared to competitors who are more exposed to purely domestic headwinds.
How do you foster strong performance while preserving that spirit?
We encourage our teams to think like entrepreneurs to identify opportunities, to act quickly and to collaborate across desks and regions. The close collaboration among our five business heads is emblematic of this and has directly translated into better outcomes for clients. Our commercial excellence is helping us to deepen our share of wallet with multi-banked clients and to win new business. In short, we strive to balance entrepreneurial thinking with prudent and purposeful client centric execution.
Let’s now turn to the UK and to London as a financial centre. They have undergone significant changes in recent years, particularly in the wake of Brexit. How has London’s role as a global financial centre evolved?
A lot of attention has focused on the resulting tax and regulatory changes but I believe there is much more to London than its tax regime. It still offers a deep pool of financial talent, best-in-class investor protection and a very robust legal system that provides peace of mind in uncertain times. It is also home to some of the world’s best schools and universities. For all these reasons, it continues to attract international families and professionals. London therefore remains one of the world’s leading global financial centres and an attractive booking location.
So you are confident that London can retain a leading position in private banking?
London’s strength lies in its connectivity. Even when clients relocate, they often retain their financial and personal ties to London. While we have seen some clients move their tax residency from the UK to other locations, what is striking is that their connectivity to London often remains intact: Many retain assets and own real estate here, where the tax regime allows. Private banks with strong cross-border capabilities are particularly well positioned to serve their needs. This is why we are expanding our coverage of international markets where London plays a pivotal bridging role.
Can you give us an example of that?
In response to growing client demand, we have launched a dedicated Asia Pacific Private Banking Desk in London that focuses on Asian clients with connectivity to the UK. We also very recently hired a new team that will provide coverage for the Sub-Saharan African market from our London office. These new initiatives have allowed us to strengthen UK connectivity with high-growth markets, supporting our growth ambitions for 2026 and beyond.
What can you tell us about how the priorities of UHNWI and HNWI clients in the UK have changed in the current uncertain economic environment?
UHNWI and HNWI clients in London have become even more focused on resilient, long-term strategies. Many of the family offices and UHNW individuals we work with have some of the highest levels of financial sophistication globally. They are looking for partners who can provide depth of insight rather than just products. We are seeing a heightened level of interest in diversification and in access to differentiated opportunities such as private markets. These clients are placing an emphasis on solutions that can withstand volatility while preserving and growing wealth over generations.
To what extent are themes such as intergenerational planning or sustainability shaping conversations with clients?
Intergenerational planning is an increasingly prominent topic in our dialogue with clients – especially in the UK, where many large families and family offices are establishing foundations and formal structures for Next Gen engagement. This aligns closely with our own partnership with The King’s Trust, for example, which seeks to help young people to succeed in life and realise their ambitions. This engagement is one example of how we bring our commitment to future generations to life in our own organisation. It is also a relevant platform when talking to clients about Next Gen engagement and purpose-driven wealth.
Are you seeing a greater focus on purpose among Next Gen wealth holders?
Yes, the Next Generation are often more focused on purpose, impact and professionalised governance. They want to understand not only how their wealth is managed but also the role it plays in society. We see significant interest in philanthropy among Next Gen clients, with many wanting to find out more about setting up foundations or similar vehicles. They are keen to “give back” in a structured and thoughtful way.
Looking at 2026 and beyond, what are your main priorities for the UK business?
One of our key priorities is to continue growing our asset base in the UK. We aim to do this first and foremost by optimising commercial excellence with our existing team of long-serving and highly experienced CROs. At the same time, we will selectively hire new CROs with complementary networks. We believe that as wealth becomes more international and client needs grow more complex, our ability to combine the UK’s strengths with EFG’s global platform will place us in a very good position to gain market share.
If you had to summarise your vision for EFG in the UK in one sentence, what would it be?
To become the adviser of choice for globally connected clients who see London as a key hub in their financial lives, while accelerating our growth rate to twice the market average.
You can look back on an impressive career in private banking. What originally attracted you to this industry and what motivates you most in your role today?
I was drawn to private banking because it is one of the few areas in financial services where the client is truly at the heart of everything. I have always been a “client person” and this industry allows me to build trusted relationships with individuals and families, to understand what matters to them and their long-term aspirations, and to help them navigate complex financial decisions. What continues to drive me today is the constant intellectual stimulation I gain at work. I am fortunate to be challenged every day by some of the smartest people – both internally and externally. That dynamic, combined with the privilege of being a trusted adviser to clients, is incredibly motivating.
This interview was published in the spring 2026 edition of EFG’s InTalks magazine.