What are your priorities for the next 12 months?
Under the impetus of the Ebene family group, which operates in the tech sector, KeeSystem has embarked on an in-depth transformation of its business model and strategic positioning. Over the next twelve months, this new phase of development will be structured around three priorities. The first is operational excellence, with the strengthening of R&D teams, business experts and general management to accelerate innovation cycles.
The second is customer proximity. We have rethought the way in which we interact with our customers, to improve our responsiveness and provide a better response to the challenges faced by wealth management professionals.
Finally, we are developing our platform towards greater modularity, interoperability and embedded intelligence. This 360-degree transformation has a clear objective. We want to make KeeSystem a benchmark player capable of accompanying the structural transformations in wealth management, and possibly even in other sectors.
Why has KeeSystem chosen to entrust its management to a banker rather than a pure tech player?
This choice is above all strategic. The wealthtech market is no longer just about technology. The challenges are now as much regulatory and operational as they are business-related. Entrusting the management of KeeSystem to someone with a banking background reflects a real desire to bring technology closer to the realities on the ground.
This hybrid vision, at the crossroads of finance and tech, enables us to anticipate customer needs more accurately and to transform technological tools into genuine performance drivers. Today, the difference is no longer made solely on the quality of the technology, but on the ability to align it with the uses and constraints of financial institutions.
How would you define KeeSystem's medium-term strategy today?Our strategy is based on both specialisation and openness. We want to strengthen our expertise in our traditional markets, in particular wealth management, family offices and, more broadly, wealth management players, while opening up our platform to a wider ecosystem.
This development is based on interoperability and modularity. Our ambition is to offer a composable platform, capable of adapting rapidly to our customers' regulatory, technological and business changes. The aim is no longer to impose a single tool, but to build a solution tailored to each organisation.
There's a lot of talk about agility in the world of wealthtechs. What about at KeeSystem?
The term agility is often overused. At KeeSystem, we approach it in a very concrete and operational way. This agility is first and foremost reflected internally, through close interaction between the business, project and R&D teams. It is also embodied in our relationship with customers, by putting our experts directly in touch with their day-to-day issues. We favour direct exchanges between business experts and customers, without multiplying the number of intermediaries. This way of organising things avoids any distortion of needs, speeds up decision-making and improves the relevance of the solutions proposed.
How is KeeSystem integrating AI into its solutions?
We prefer to adopt a pragmatic and clear-sighted approach. Intelligence is first and foremost human before it is artificial. AI should be seen as a tool to augment, not replace.
In practical terms, it is already integrated into our design and development processes. This is the case, for example, with programming assistance, workflow optimisation and improving the user experience.
Mastering prompts is also becoming a key skill within our teams, in a context where uses are evolving at a considerable speed. However, we remain guided by one essential principle: power is only of value if it is mastered.
How do you see PMSs evolving over the next few years?
PMSs are set for a profound transformation. They will find themselves exposed to a number of structuring trends, including the explosion of data, the strengthening of regulatory requirements and the growing integration of artificial intelligence.
These platforms will become more open, more modular and, above all, more intelligent. Their role will also evolve. They will no longer be just management tools, but true decision-making centres capable of anticipating, analysing and recommending.
What new products or functions are you working on?
Our approach remains the same. Our starting point is the concrete problems encountered by our customers. We are currently concentrating our efforts on strengthening our modular approach to provide greater flexibility. We are also working to improve connectivity and interoperability between systems, while developing new bricks dedicated to compliance and automation.
The aim is to enable our customers to easily connect their ecosystem while reducing operational complexity.
Has the time come for KeeSystem to diversify its business model?
We have already begun this diversification. We are now going to accelerate it in a controlled way, by gradually expanding the markets we address, enriching our offering with complementary services and developing strategic partnerships. Creating sustainable value for our customers remains our priority. So diversification is not an end in itself, but the natural consequence of the way the company is evolving.