At the head of Telomere Capital, Dominique de Riaz defends an entrepreneurial and technological vision of independent asset management. Between the rise of data, the sophistication of CRM tools and changing client expectations, he looks at the new ways in which independent asset managers can differentiate themselves in an increasingly competitive environment.
How would you define Telomere's positioning in the world of independent asset managers?
Telomere is positioned as an independent company with high added value. We are somewhere between the institutional rigour of the big private banks and the agility of an entrepreneurial structure. What sets us apart is our deeply personalised approach, our direct relationship with our customers and our ability to build tailor-made solutions without having to offer in-house products. We don't aim to be the biggest. We prefer to be very demanding about the quality of our work.
What stage of development is Télomère at today?
We are now in a phase of controlled maturity. After several years of construction and consolidation, we now have a solid platform, both in terms of people and operations. Thanks to this, we have succeeded in building for the long term. Our development is now part of a natural growth dynamic, driven by the quality of our work, the loyalty of our customers and a steady flow of referrals. We are now focusing our efforts on optimising our structure, enhancing our services and increasingly integrating new technological tools.
What role do your custodian banks play in your value proposition?
They are key partners in our model. They ensure the security of assets, the execution of transactions and the regulatory framework. But beyond this operational aspect, they also strengthen customer confidence. Working with recognised institutions provides an additional guarantee of solidity and transparency. Our role is precisely to orchestrate this architecture in complete independence, in the exclusive interest of our customers.
In practice, what are the main benefits of the CRM that you have put in place, over and above simple customer follow-up?
For us, CRM has become a genuine customer relations management tool. It's no longer just a question of centralising information, but of structuring our collective intelligence. It improves team coordination, the traceability of interactions and, above all, our ability to anticipate customer needs. Today, this is an essential lever for maintaining high standards.
How is the integration of tools such as Microsoft Dynamics 365 or Power BI transforming your business model in concrete terms?
We are now able to offer highly personalised reporting, both internally and for our customers, with a much higher level of readability and interactivity. Microsoft Dynamics 365 structures and centralises the data, while Power BI enables us to use it and display it dynamically and visually. This has enabled us to develop models that are truly differentiating, more accessible and more engaging for our customers. It's a long-term project, involving significant investment, the benefits of which we can now clearly see.
How do you choose between specialisation and a global approach to wealth management?
We clearly favour a global approach, because today's wealth management challenges are profoundly multidimensional. Taxation, structuring, asset allocation, family governance and inheritance are now intimately linked. They therefore require an overall vision. This approach does not mean diluting expertise. On the contrary, it is based on the mobilisation of cutting-edge expertise activated in a targeted way according to the specific needs of each client. Our role is above all to orchestrate this expertise.
How does mastery of data constitute a competitive advantage for independent asset managers today?
Data makes it possible to structure, objectify and professionalise processes that have historically been highly dependent on the individual. It improves the quality of monitoring, the consistency of decisions and the ability to manage over time. For independent managers, this is an important lever for increasing professionalism without losing agility.
How do you use this data to improve the personalisation of your customer service?
We use it to gain a better understanding of our customers' behaviour, expectations and life cycles. This enables us to adapt our communications, anticipate certain needs and offer more relevant solutions. Personalisation is no longer based solely on intuition, but on a structured and continuous understanding of data.
Do you see a model emerging where data becomes more strategic than allocation itself?
I don't think that data is replacing allocation, which remains at the heart of the business. On the other hand, it is becoming an essential complement to improve the relevance of decisions and the monitoring and adaptation of strategies over time. We are gradually moving from a purely financial approach to a more global approach to asset management.
What is your vision for Télomère over the next five years?
Our ambition is to pursue controlled growth in assets under management, while remaining true to our high standards of quality. We also want to gradually enhance our range of services and explore opportunities for international expansion. However, this growth will have to remain in line with our DNA, which can be summed up in three words: independence, proximity and excellence.
Will technology become an even stronger differentiating factor than performance?
Performance obviously remains a key element, but it is tending to become standardised in a highly competitive world. Technology, on the other hand, is becoming a major differentiating factor, as it enhances the customer experience, service quality and delivery capacity. Players capable of combining performance, service quality and technological mastery will soon have a decisive advantage.