As Global Chief Operating Officer, you are responsible for accelerating EFG’s digital transformation. What are your key priorities to bring its digital vision to life?
We are very clear about what we want to achieve through our digital transformation. Our digital strategy is focused on three pillars: Operational resilience, operational excellence and the client experience. Being robust, secure and reliable every day is how we earn the right to partner with our clients. This is why we are concentrating on getting the foundations right and delivering on our augmented Client Relationship Officer (CRO) strategy. Together with the business, we have defined a set of concrete initiatives that match our capacity to deliver. Digital transformation is not about chasing every new trend ‒ it is about making deliberate choices and executing them well.
What role does AI have to play in this process?
I see AI as a multiplier – an engine that speeds up our transformation by streamlining tasks, reducing errors and giving our CROs better insights. It is what helps bring our strategy to life so that clients feel the benefits in every interaction with EFG.
When EFG presented its strategy for 2026 to 2028, it talked about its plan to augment CROs by combining their expertise with state-of-the-art tools and capabilities. What progress have you achieved so far?
When we first talked about the “augmented CRO”, I was very clear that it could not just be a slogan. It had to be about placing real tools in people’s hands. I am particularly proud that we have launched Blackrock’s Aladdin Wealth and CRO Atlas as enhancements to our portfolio and analytics platforms. For clients, this translates into faster, clearer insights and more tailored portfolio proposals. At the same time, we are working behind the scenes to ensure we have the right data, processes and infrastructure to provide our CROs with accurate information and a seamless experience when they sit down with clients. So for me, we are now clearly moving from concept to reality with better tools for our CROs underpinned by stronger foundations.
Part of EFG’s ambition is to deliver an augmented client experience across all channels and interactions. Can you give us some examples of how this will look in practice?
A good client experience is one where you never see the “machinery”. You simply feel that your bank understands you and is one step ahead. Imagine, for example, that something significant happens in the markets overnight. When our clients wake up, they receive one clear message: “Here is what happened. This is what it means for your portfolio. And this is what we suggest you do.” Behind that simple message sits a lot of technology but what the client experiences is clarity, speed and relevance. Ultimately, we measure progress with one simple metric: How much time we give back to people, both our clients and CROs, to focus on what really matters – meaningful conversations, thoughtful decisions and long-term planning.
Do you have any concerns that you might be compromising on the human touch that private clients value so deeply in their relationship with EFG?
No – in fact, I see it as exactly the opposite. Our goal is to remove the mundane elements that get in the way of human relationships. Steve Jobs once said that good design is not about how technology looks, but how it works. The key is for technology to be the invisible partner, so that we can focus on the relationships between our clients and CROs, which are at the heart of what we do. That is why we talk about the “augmented CRO” – we believe that combining technology with human expertise leads to better outcomes than either can deliver alone. And when I look at the role of AI in this context, it is actually very simple: It is there to serve our CROs. We want to free up their time so they can do what only humans can – having face-to-face conversations, building long-term trust and really understanding personal circumstances, emotions and ambitions.
EFG’s vision is to be the private bank of choice for generations of clients. How is EFG preparing to meet the evolving needs of the tech-savvy Next Generation?
When I think about the Next Generation, I don’t just think about the children of our clients. I think about people who are deeply digital, globally connected and much more purpose driven than previous generations. They have grown up in a world where everything is instant, intuitive and mobile. At EFG, we are nurturing a new generation of CROs across key regions and are also developing new, relevant products and services. And on the tech side, we are focused on enhancing the digital client experience, evolving our platforms to offer a truly intuitive, connected and personal omni-channel journey. Innovation is the constant evolution of ideas, not a one-off project.
The rise of AI is triggering some uncertainty within the labour market – with certain industries potentially being more affected than others. How can you convince employees in the world of private banking that these new tools can be used to enhance their capabilities – not replace them?
You don’t convince people with words. You have to let them try things for themselves by providing the tools and opportunities to do something meaningful. For us to keep enhancing the service we offer our clients, our people need to keep growing, developing their skill sets and become confident with AI. That is why our approach is very hands on. We have created an AI Community where colleagues work on real use cases, share experiences and apply what they build in their day-to-day work. It is not top down; it is practical. We are also creating a sandbox − a safe environment where teams can bring real client challenges and experiment with AI to address them. I don’t believe in telling people that “nothing will change” with AI. It will. What I do believe in is making sure that our teams are on the right side of the curve and that AI becomes a way to extend our capabilities and improve the client experience.
What do you see as the main obstacles for private banks when driving the digital transformation of their business?
In my view, the main obstacles are rarely technical. The real challenge is the ability to deal with change. This requires a willingness to go beyond what has already been built. With AI, we have moved from FOMO (the fear of missing out) to FOBO (the fear of being obsolete). That fear can lead organisations to protect the past instead of investing in the future. Experience has taught me to approach transformation like an entrepreneur: Think big, start small, test, learn and scale what works, while being honest about what does not.
Technology is evolving at a remarkable rate. How can banks ensure that their risk management and governance frameworks keep pace with these developments?
Operational resilience is the first pillar of our strategy for a reason; we built it in from the start. That also means working closely with our Risk, Compliance and Legal teams, involving them early, establishing clear guardrails and making sure our governance evolves in step with technology, not behind it.
And how do you personally keep track of the very latest developments in order to lead the digital transformation with confidence?
Technology has always been my passion. I sold computers while I was still in high school, started building websites as the internet was taking off, and I love experimenting with new technologies in my daily life. At the same time, having served as COO of Private Banking at EFG, I know our business and our clients’ needs very well. That combination helps me to quickly see where technology can genuinely add value for our clients. I make a point of reading widely to stay up to date, but what really makes the difference is my network. I regularly exchange ideas with colleagues across EFG, with peers outside the organisation and with our strategic technology partners. Those conversations are where I test ideas, challenge my thinking and keep learning.
Thinking of augmented humans: If you could have one super-power, what would it be and why?
It would be to remember everything I have read and heard over the course of my life – in other words, to have an unlimited and perfectly organised memory. But the real value would be the ability to connect the dots, see patterns and recall the right insights at the right moment – learning from the past and applying those lessons to the present. Since we humans do not possess these abilities, we are trying to recreate them for our CROs by building powerful systems that can structure vast amounts of information and share the right insight at the right time. That is powerful.
And finally, as a father, what advice would you offer your children when they are considering their future direction or choice of career – especially given the way AI is influencing or impacting certain professions?
Well, I have two children and I am encouraging them to become principled thinkers – individuals whose view of the world is based on strong values. AI is great at providing analogies, patterns and existing answers but it does not come up with original thought. – in other words, the creativity, patience and courage to ask “why?” and “what if?” To answer your original question, I would encourage them to choose a path where they can bring something uniquely human: Judgement, empathy, or creativity, and to take responsibility. AI will change many professions but it will not replace people who know how to think, to learn and to build things that matter.