Q1: How did the business perform in 2025, and what drove its growth over the past year? How has the cost-income ratio trended this year, and what were the key factors influencing it? Looking ahead, what are your main priorities and strategic plans for 2026?

2025 has been a fruitful year for E.SUN Private Banking. Through October, our client base grew nearly 50%, AUM increased by more than 45%, profit contribution rose to nearly 90%, and fee income more than doubled. Beyond the numbers, these results reflect our client-centric approach and our ability to deliver consistent value even amid market turbulence.

Three key drivers powered this momentum. First, we’ve continuously enhanced our products and services, including dedicated market insights exclusively for private banking clients. We’ve also streamlined processes through AI and digital technology applications, improving efficiency and client experience. 

Second, collaboration defines E.SUN’s culture. By strengthening partnerships across our corporate and retail banking divisions, including a more efficient referral system, we’ve created powerful synergies that elevate client service. 

Third, Taiwan’s Asian Asset Management Centre (AAMC) represents a watershed moment for the industry, launching what we believe will be a golden decade for wealth management. AAMC has introduced multiple new business opportunities, from private equity to enhanced asset financing, opening new avenues of value creation for our clients.

For 2026, two strategic priorities guide our path forward:

1. As one of the first movers on AAMC’s launch day, we’re deepening our product capabilities and family office services. Our partnerships with leading global asset managers give clients access to premier investment opportunities, complemented by integrated expertise in legal, tax, and immigration planning for truly comprehensive wealth solutions.
2. Cross-border integration: We’re actively building an offshore private banking platform that connects Taiwan, Hong Kong, and Singapore through what we call our “3P” strategy. People: seasoned professionals with 20+ years in offshore private banking, organised to reflect each market’s unique dynamics. Product: over 80,000 investment options through international partnerships, plus comprehensive insurance solutions. Platform: significant resources invested in world-class infrastructure with robust AML, KYC, and Source of Wealth protocols.

Q2: Looking at the investment outlook for 2026, which markets and asset classes are you prioritising for client portfolios to capture opportunities while managing risks? How are clients currently allocating their portfolios, and what trends are you seeing in DPM adoption and investment behaviour?

For asset allocation, we recommend a diversified approach, prioritising the United States, Europe, and emerging Asian countries geographically. Sector-wise, we favour technology, financials, and utilities. In fixed income, we prefer investment-grade bonds, focusing on short-to-medium duration. 

Additionally, it is advisable to incorporate some alternative assets. Due to their lower correlation with traditional equity and bond markets, they can provide an alternative source of return and portfolio resilience during periods of high inflation or market volatility.

In the DPM space, we are observing three key trends:

1. Digitalisation and AI impact. While not a direct investment activity, client acceptance of smart automation and AI-assisted investment advice is increasing. Asset managers are leveraging AI to enhance client service, optimise portfolio management processes, and deliver faster, more precise data and reports.
2. Strategic shift towards yield. Amid persistent inflationary pressures, the client demand for yield remains strong. This is driving increased interest in asset classes like Private Credit and Direct Lending, as they typically offer higher returns than publicly traded fixed income.
3. Rise of customised models. Asset management firms are increasingly focused on creating customised models for large institutional clients (such as broker-dealers and enterprise-level RIAs). This involves designing personalised portfolios tailored to specific tax objectives, ESG preferences, or unique risk constraints.

Q3: With artificial intelligence increasingly shaping the wealth industry, how has the firm leveraged technology and AI to transform processes and enhance value for both clients and the back office? What key technology upgrades were introduced in 2025, and what are your digital priorities for 2026 and beyond?

E.SUN has adopted a dual-track strategy to drive AI transformation in wealth management. Internally, we’ve implemented advanced AI tools to empower our teams, streamline workflows, and enhance both productivity and service quality. Externally, we’ve developed intelligent digital solutions such as our proprietary “Investment i-Chat,” which combines generative AI with E.SUN’s research insights and curated product recommendations to deliver 24/7 intelligent wealth advisory services to clients.

Throughout 2025, we integrated cutting-edge AI across diverse scenarios to transform how we work and serve clients. Major initiatives included launching an enterprise-grade AI platform, implementing intelligent research tools, and introducing generative AI advisory capabilities. We’ve also leveraged AI to curate investment research reports, create AI-generated podcasts, and deploy AI virtual hosts to deliver market insights in more engaging formats. These enhancements have not only improved internal efficiency by embedding AI into daily operations but also enabled clients to access more personalised, real-time investment guidance whenever they need it.

Looking ahead to 2026 and beyond, we’re deepening our dual-track transformation to stay at the forefront of industry innovation. On the client-facing side, we’re developing multi-agent systems to make our self-directed investment platform more intuitive, personalised, and comprehensive, empowering clients with smarter tools for their financial decisions. Internally, we’re launching “AI Coach,” an intelligent tool that enables relationship managers (RMs) to refine their skills through interactive AI simulations, enhancing their ability to engage with wealth management clients and deliver exceptional service in increasingly complex scenarios. By maintaining this dual focus on client value and team capabilities, we’re building the foundation for sustained competitive advantage as the wealth management landscape continues to evolve.

Q4: The private banking industry saw a plethora of leadership and structural changes in 2025. Looking into 2026, what are your key priorities for attracting and retaining talent across the front, middle, and back office? Are there plans for new hires in key markets?

In 2024, E.SUN established its offshore private banking headquarters in Singapore, creating a platform connecting Taiwan, Hong Kong, and Singapore. In 2026, E.SUN plans to expand talent recruitment and team growth in these key markets to support the rapid development of cross-border private banking and wealth management services.

E.SUN follows a “cultivate talent first, then run the business” philosophy, with most RMs developed internally. We integrate diverse talents from corporate banking and investment advisory to form our private banking team with diversified capabilities. Through systematic training, including courses by Singapore’s WMI instructors and family office experts, RMs deepen their expertise in private banking, wealth management, tax planning, inheritance, and investment to ensure high professional and service standards.

To build an international offshore private banking platform, E.SUN recruits experienced private banking experts with over 20 years in the field. These experts elevate the team’s capabilities and mentor the next generation. We also seek local talent in different countries to balance global standards with local insights.

In addition, E.SUN has a passion for music and the arts. Although a financial institution, our philosophy is to not only cultivate employees’ financial expertise but also nurture bankers with cultural and artistic sophistication. We highly encourage employees to participate in cultural activities and organise many art events for our high net worth clients. Uniquely, E.SUN RMs themselves often serve as docents, explaining artworks to clients, showcasing our staff’s distinctive charm and professionalism.

In 2026, E.SUN will combine talent strategies, market opportunities, and culture. Through focused recruitment, supportive policies, internal development, and a warm, diverse environment, we aim to attract and retain leading private banking professionals.