Peter Raskin, CEO, Bergos:

«Mindset, priorities, and dynamics of entrepreneurial action»: Bergos CEO Raskin. (Image: Courtesy)

A good private bank understands that managing wealth is ultimately about people—with responsibilities, worries, and complex life circumstances—not just about assets.

This requires exceptional advisors who are not only technically skilled and well-educated but also empathetic and attentive. That understanding must extend all the way to executive leadership and ownership.

Entrepreneurial Roots

We are an entrepreneurially driven bank ourselves, which is why we understand the mindset, priorities, and dynamics of entrepreneurial action—especially in challenging times. Our clients value this deeply.

At the same time, a private bank today needs agility and foresight. Those too rigidly stuck in structures, silos, or outdated processes lose sight of what truly matters.

Rethinking Processes

We must constantly question our own processes—not just adapt, but anticipate developments proactively, ideally before clients even express their expectations.

The much-discussed generational shift is not a simple transition from “old” to “young.” We see a far more complex mix of expectations, communication styles, and approaches to financial advice.

Understanding these nuances—and building bridges between them—is, for us, a core element of truly outstanding private banking.

Next up: the statement by Hubert Keller, Senior Managing Partner, Lombard Odier.