EUDAICA was founded by partners who had spent two decades inside private banks — and concluded that the most consequential families deserved an independent counsel, free of product mandates and unhurried by quarterly cycles.
The firm advises a deliberately small number of households. Each engagement begins with a long conversation and is measured, ultimately, across generations.
No proprietary products. No retrocessions. Our incentives sit on the same side of the table as yours.
Decisions are made on evidence, not narrative. Every recommendation is structured and explained.
A small client base, a private posture, and the habit of restraint in everything that surrounds the work.
A close-knit team across Geneva, Paris and London — every client relationship is held personally, and every word below is their own.
When I left private banking after twenty years, I did so with a conviction that had become impossible to ignore: the families who carry the most responsibility were being served the least honestly. EUDAICA was my answer. We built a house with no proprietary products to sell and no quarterly targets to chase — only the long, patient work of stewarding capital across generations.
In our first years we have earned the trust of a deliberately small circle of households and grown their wealth through two of the most volatile cycles in living memory. The achievement I am proudest of is not a number, but the fact that not one family has left us. What we aim for now is harder and quieter: I want EUDAICA to outlast its founders — an institution a grandchild can inherit with the same confidence their grandparent placed in us. My signature here is a personal undertaking that the independence we promised on the first day will never be negotiated away.
My work is the part of the firm that meets the market head-on. For three decades I have built portfolios designed to compound quietly rather than impress quickly — and the discipline has paid for itself. Through the drawdowns of recent years, our clients' capital did not merely survive; it advanced, because we refused the fashionable positions that punished less patient investors.
I do not chase narratives. Every allocation is stress-tested against the scenarios that keep prudent people awake, and sized so no single conviction can threaten a family's foundation. That has already produced returns our clients can live on and pass on. What I am building toward is a research practice deep enough to see further than the market's attention span — to read the structural shifts in digital and traditional assets a decade before they become consensus. As private capital moves on-chain, the opportunity ahead is the largest of my career, and we intend to meet it with the same restraint that carried us here: ambitious in analysis, conservative in risk.
I hold the relationships that hold the firm together. My responsibility is the human architecture of wealth — the conversations across generations that no spreadsheet can capture, the cross-border estates that must be made coherent, the quiet succession of one steward to the next. Trained between Paris and Geneva in private law and family governance, I have spent fifteen years helping families translate fortune into continuity.
The achievement I value most is invisible from the outside: estates that pass without rupture, siblings who remain a family after the wealth is divided, structures elegant enough to endure changes in law and life alike. We have already guided several houses through generational transitions that might otherwise have fractured them. What we aim for is to make that craft the signature of the firm — to be the counsel families call not only for returns, but for the harder questions of meaning, purpose and inheritance. My signature is my promise that behind every structure there is a person who knows your name, your children's names, and what you are truly trying to protect.
I am responsible for the parts of the firm our clients should never have to think about. In an era when wealth increasingly lives on-chain, the difference between security and catastrophe is engineering — and that is my discipline. I designed and maintain the custody architecture, the controls and the monitoring that let EUDAICA hold digital and traditional assets with institutional rigour.
We have processed and safeguarded substantial client capital without a single breach, a single lost key, or a single hour of doubt about where value sits. That record is the standard I measure myself against, and one I intend never to break. What I am building toward is infrastructure that scales without ever lowering it: custody, reporting and verification a client can audit in real time and a regulator can trust on sight. As the firm grows, the systems must grow ahead of it — quietly, redundantly, a step beyond the threats they are built to withstand. The best technology in this work is the kind you never notice, because it never fails.