Thomas, can you highlight some key milestones in your career that have led to your current role?

In a way, my entire career of over nearly 30 years has led to this role, which is undoubtedly one of the high points to date. 

In my twenties, I joined UBS Asset Management as a business economist, before going back to college at the University of Zurich to study for a Ph.D. in Banking and Finance. I then went on to gain extensive international experience in various sales and management roles across derivatives, structured products, and equity desks at global banks in New York, London, and Sydney, which were instrumental in shaping my career. 

In my final roles at UBS over the last seven years, I was Head of Ultra High Net Worth and Global Family Office Switzerland and then Head Global Financial Intermediaries, managing the UBS partnerships with some of its most important clients. That convinced me more than ever that banking is about relationships. Our job is to make our clients successful.

Could you share a pivotal moment or experience that shaped your approach to leadership and decision-making?

During the 2008 global financial crisis I was managing equity derivative sales at an international bank at its local branch in Switzerland, while also serving as Deputy Country Head for the local investment bank. We were close to the centre of the storm. If nothing else, I was taught the invaluable lesson of keeping your head at a chaotic time – a skill that proved essential for navigating through unprecedented market volatility, making swift yet informed decisions, and maintaining the confidence of both clients and colleagues.

What are the strengths of Julius Baer’s Intermediaries & Family Offices business and what opportunities do you see?

We want to be the partner of choice for our clients and have had success in achieving that goal. I join a team that is growing steadily, with net new money inflows. We have also been progressing towards our strategic objectives, scaling up the business, further strengthening our position in key strategic markets. We remain relentless in our pursuit of excellence, prioritising exceptional service quality and strong client relationships by providing the right coverage, the right products, and the right technology.

With private wealth increasing and independent advice valued more than ever, our clients are prospering. We are committed to enabling their ongoing success. There’s a great opportunity to redefine standards of excellence in the financial intermediary and family office space. We do this so our clients think of Julius Baer as a valued extension of their business – and ultimately their valued partner for growth.

Having worked for different global banks, what would you say defines Julius Baer’s unique culture?

Julius Baer’s motto is “big enough to matter, small enough to care”. We are big enough to be taken seriously in financial markets but small enough to give our clients a highly personal service. That means we must have a culture that’s adaptable, agile, and innovative.

Speaking personally, in the few months I have been here I have appreciated the personal atmosphere. Being part of a medium-sized firm of nearly 7,500 people fosters a sense of belonging and camaraderie that’s not possible in a much larger bank. Our teams are collaborative and cohesive, both within our own department and with others. We are very good at leveraging collective expertise to drive meaningful change and progress toward our shared goals.

As Julius Baer grows how will it remain innovative and adaptable?

The larger you grow, the harder it is to keep a culture of innovation. Julius Baer recognises this challenge and is taking steps to prioritise Group-wide innovation, consolidating our innovation initiatives under the lead of our proprietary innovation lab ‘Launchpad’ in Singapore. We are also continuing to train people in advanced working methods to deliver innovation faster and with a clear focus on client needs.

Our intermediary and family office clients have benefited from our innovation: for example through the enhancements to our digital connectivity platforms. You can expect more to come. 

Looking ahead, what are the key challenges and opportunities for your clients?

It’s a defining time. The combination of regulatory changes and greater complexity increases costs and lowers profitability. You need to have efficient operations and to keep costs under control. 

How will we navigate this time? In principle, by strengthening the trusted relationships we have with our clients, keeping a sharp focus on their needs and those of their clients. In this way, we will help them tailor their services for a complex digital world. 

You can probably tell that I am excited by my new role. Our clients can expect to hear more about our specific plans in the months to come.