What can the financial world learn from artists?

When I speak with artists, it sometimes helps me understand things better—a company, an investment, or the needs of a client. Art gives us a different perspective on what we do. It is a space of freedom. Art is something special; it is good for the soul.

A more subjective question: how important is art overall, in your view?

Art is essential. Art is life. When you think of the banks of the 16th or 17th centuries, no one remembers their transactions today. But everyone remembers Leonardo da Vinci, Botticelli or Raphael—the artists supported by bankers. There has always been a close connection between finance and art. And art endures.

«What matters is not only the strategy itself, but the discipline in its execution.»

Mirabaud has supported the Centre Pompidou since 2022, and the partnership was recently extended. Can you already outline how this collaboration will develop going forward? What are your priorities?

When we enter into partnerships, we do so for the long term. It is important to us that institutions such as the Centre Pompidou know they can rely on us.

We started in 2022, and at the end of our three-year partnership the museum was closed for renovation. Many thought: «Now the partnership is over.» But for us it was clear—we would continue, and we have extended it for several more years. We want to be a reliable long-term partner and support the museum’s important work of making art accessible to everyone. At the same time, we do not interfere in artistic decisions. That is not our role. We remain deliberately discreet.

The Centre Pompidou is currently undergoing change, and the same could be said of the Mirabaud Group. Recent figures point to positive development. Are you satisfied?

Yes, I am satisfied with our development. We are growing while investing in our future. I have only recently taken on my role as Senior Managing Partner. I see myself as a link between the history and heritage of the family—which I respect and want to carry forward—and the future. Together with my partners, I want to help write a new chapter in a more than two-hundred-year history.

In writing this new chapter, we must ensure that we are modern, relevant to younger generations, and in step with the times. Technology also plays an important role. We must ensure that we have the right tools to meet the expectations of the next generation.

What does Mirabaud’s current strategy look like in this transformation process?

What matters is not only the strategy itself, but the discipline in its execution. Our strategy is based on three pillars: first, completing the technological transformation of our wealth management business. Second, focusing on our core activities and core markets—particularly Switzerland, Europe, Latin America and the Middle East. Third, accelerating organic growth. We do not rule out a smaller acquisition in the future, but only once we are technologically ready and if it aligns with our values and culture.

«I see myself as a link between the history and the family’s heritage—and the future.»

When do you expect the transformation to be completed?

We hope to introduce our new technology platform at the beginning of next year. But such projects are complex, so I do not want to make firm promises. What matters is not speed, but getting it right. In two or three years, no one will remember exactly when we introduced the system—the key is that it works and allows us to remain flexible and integrate future technologies. We do not want to take any risks with our clients. It will be robust and provide them with additional features.

Where do you see the greatest opportunities during this growth phase?

Primarily in wealth management. We see strong growth potential in our core markets, particularly in light of the largest intergenerational wealth transfer in history.

This creates a compelling set of opportunities—from estate planning and succession advisory to family governance. We also observe growing interest in private assets, as clients seek returns and diversification beyond listed markets.

More broadly, our advantage lies in offering truly holistic, tailor-made advice in situations of high complexity—whether a liquidity event, a cross-border situation or a business succession. At this level of personalization, we see the strongest demand and believe this is where we can grow most significantly.

The private equity market is currently marked by uncertainty. How do you assess the situation?

We continue to believe in private equity. It is an important asset class for diversification and long-term performance. However, it is illiquid and comes with specific risks. Therefore, it is important to offer it to clients with an appropriate risk appetite. At present, we see many opportunities promising liquidity—it almost feels like a «magical world» similar to Alice in Wonderland. But when it comes to private assets, illiquidity is inherent. If this is properly factored in, there are indeed attractive opportunities. Our clients have shown strong interest in the club deals we have presented, as well as in investments in some of the world’s best GPs within our evergreen strategy.

«We continue to believe in private equity.»

Geopolitical tensions in the Middle East have also increased. Are you under greater pressure?

Not at the moment. We have been present in Dubai since 2007 and are among the few international banks with a full banking license in the DIFC, which we obtained in 2010. Our clients and our teams have remained calm. We are currently in a tense situation, so it will take time to assess potential concrete impacts. Mirabaud has weathered more than 50 crises and two world wars since 1819.

Our role in such times is to provide guidance to our clients and remain calm. And, if possible, to turn crises into opportunities. When markets fall sharply, new investment opportunities arise—especially for long-term investors.

Lionel Aeschlimann is Senior Managing Partner of Mirabaud SCA, the group’s holding company. He joined Mirabaud & Cie SA as a member of the executive committee in 2010, a role he held until the end of December 2013, before becoming CEO of Mirabaud Asset Management, a position he held until the end of 2024. Previously, he was a partner at a Swiss law firm, where he headed the banking and finance practice. He is a qualified attorney (Bern and Geneva), holds a postgraduate degree in European law (Seville) and a Master of Laws (LLM) in European law (College of Europe, Bruges).