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? 

We achieved solid growth this year, driven primarily by strong discretionary portfolio management (DPM) revenue as more clients invest in multi-asset mandates, which have delivered robust performance over the past two years. 

We also saw a significant improvement in our cross-income ratio, reflecting both revenue growth and cost discipline. The revenue part was helped by our important (versus market) penetration in DPM, as well as an increase in activity in our advisory business, an offer we have been working on to strengthen further. 

Looking ahead to 2026, our priority is clear: to reinforce our position as a high-end investment house in Asia, driven by the strength of our longstanding heritage and our capabilities through a combination of expertise, innovation, and bespoke client-centric solutions. 

To achieve this, we are focused on strengthening our setup and platform to drive sustainable net new money (NNM) and revenue growth. This includes: 

• Enhancing our investment offering with differentiated strategies across DPM, multi-asset solutions, and thematic opportunities that align with evolving client needs.
• Deepening our digital capabilities to provide seamless, personalised experiences while leveraging AI and advanced analytics to improve decision-making and efficiency.
• Building on our expertise as a pioneer in impact and sustainability investment to meet the growing demand for responsible investing in the region.
• Expanding talent and advisory excellence to ensure clients benefit from global expertise and insights tailored to the Asian market.

Q2: 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?

Artificial Intelligence (AI) is fundamentally transforming the future of the financial and banking industry. At Lombard Odier, it has become a central focus and a strategic pillar of our technology strategy. We continue to invest heavily in three key areas: 

• AI-powered support for client advisors, enabling them to deliver faster, more personalised insights and recommendations.
• Integration of AI into everyday tools, such as Microsoft Copilot, to enhance productivity and streamline workflows.
• Exploration of AI for deeper innovation, leveraging advanced analytics and machine learning to improve decision-making and risk management.

In 2025, we introduced several upgrades to strengthen this foundation. These include the modernisation and integration of our systems with new technologies such as generative AI and smarter automation in compliance and operational workflows. These innovations not only improve efficiency in the back office but also create tangible value for clients through better responsiveness and tailored solutions. 

Our proprietary banking platform, G2, remains at the heart of this transformation. It is fully integrated with our client-facing e-banking interface, My LO, ensuring seamless end-to-end interactions and a unified digital experience. We have recently upgraded the platform (GX) in various areas and will continue to do so in the future. We believe that wealth management is an industry which needs constant technology innovation. 

Looking ahead to 2026 and beyond, our digital priorities will see us becoming more digital-focused for clients and bankers, launching our in-house digital roadmap and deepening the use of AI for predictive analytics and portfolio optimisation to deliver a truly differentiated wealth management experience.

Q3: 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 2026, our priority is to strengthen our talent pipeline across all functions by focusing on three key areas.

Retention
We invest in our people by empowering them with opportunities to learn, lead and thrive. This includes providing them with continuous learning opportunities through our proprietary internal platform, Lombard Odier University, dedicated to upskilling employees. It offers various training sessions and programmes covering a range of professional skills and interests, including management skills, investment and technology. 

Employees can also work in an international environment with opportunities for internal mobility across offices that encourage professional growth and cross-cultural collaboration. 

When our employees feel empowered, supported, valued, and are well-aligned with our company’s vision and mission, it contributes to deeper, more enduring client relationships, drives performance and ultimately, sustainable growth for the business.

We also take a ‘one family’ approach, providing excellent benefits to both our teams and their families. 

Culture and engagement
Maintaining a collaborative yet enjoyable work environment is a key priority for us. We create opportunities for different departments to interact and work together through cross-functional projects and team-building activities. We also introduced a dedicated welfare and recreational team this year to organise wellness initiatives, interest-based activities and company events such as Family Day and our annual year-end party. This provides employees a platform to bond during and outside of work while strengthening our sense of community. 

Strategic hiring
We have recently made a few senior hires across our offices in Asia. Some of these key appointments include Lucien Jeannin, head of strategy and business transformation, Andrea Meierhofer, Southeast Asia market head, and Alfred Low, CEO of Hong Kong and North Asia market head. 

We plan to bring in new hires in strategic markets, particularly for front-office roles, where client demand is strongest. Our goal is to expand the client-facing team by 50% over the next three years. We are also investing in talent for the middle and back offices to streamline processes, enhance efficiency, and improve control, supporting a seamless client experience as we grow the business in the region.