Partnering with COOs of Private Banks to Simplify Complexity, Fast-Track Results, and Ensure Cost Transparency
The 16 COO Friction Factors...
...and where we can help
1. Everyone's Problem, No One’s Responsibility
Challenges span across functions, yet few are willing—or able—to claim ownership and drive them to resolution.
2. Disconnected Teams, Fragmented Efforts
Internal silos and unclear responsibilities lead to stalled progress and duplicated work
3. Too Many Interfaces, Not Enough Accountability
With multiple stakeholders and no clear ownership, momentum is lost and decisions delayed.
4. Thin Resources, Heavy Expectations
Teams are stretched, and critical projects stall due to lack of capacity and expertise
5. Endless Lead Times, Missed Opportunities
Long development cycles mean your business can’t move at the speed of change.
6. No One-Stop Partner
From strategy to execution, clients are left juggling multiple vendors—none owning the full picture
7. Slow, Siloed Solutions
Existing service providers operate in isolation—delivering piecemeal results at the cost of time and coordination
8. Architecture Without Execution
Vision remains theoretical without the hands-on, cross-functional expertise to make it real.
Thomas Bosshard
Turning Vision into Execution Across Wealth Management Functions
Thomas has been an seasoned entrepreneur in the fintech and wealthtech landscape since 2008, consistently solving for the structural inefficiencies that stall progress in large financial institutions.
From 2010 to 2022, he served as CEO of Adviscent, a firm he founded to eliminate the disjointed workflows and accountability gaps plaguing Chief Investment Office (CIO) and Research units. Under his leadership, Adviscent delivered scalable, digital solutions that not only connected fragmented teams but empowered them with tools to take ownership and drive initiatives across silos—end to end.
His work directly addressed the problem of “Everyone’s Problem, No One’s Responsibility” by equipping CIOs and product teams with a single source of truth and execution.
Since 2021, Thomas has brought this same focus on coordination and delivery to his role as a board member of Auxilium Wealth, a platform provider reshaping how wealth planning is delivered. Auxilium addresses the need for a one-stop partner in the space—bridging strategy, platform design, and client engagement execution.
Throughout his career, Thomas has established a proven track record of aligning stakeholders and accelerating timelines in environments where resources are thin but expectations are high. He has led successful collaborations with major banks such as UBS, Credit Suisse, Julius Baer, LGT, and VP Bank, ensuring that cross-functional teams were mobilized toward common goals.
His ability to penetrate complex institutional structures is matched by his international execution, notably the expansion of Adviscent into Singapore, and the orchestration of global partnerships with top-tier technology providers including Avaloq, Temenos, FNZ, and Aladdin Wealth.
At a time when slow, siloed solutions and architectural visions too often fail to materialize, Thomas stands out as a practitioner who not only defines the blueprint—but drives its realization.
His expertise sits at the intersection of vision, integration, and execution—exactly where today’s financial institutions need leadership to overcome fragmentation and seize opportunity at pace.
9. External Support That Falls Short
Agency partners lack depth, while consultants often lack executional grit—leaving gaps in both vision and delivery.
10. Hard to Start, Even Harder to Coordinate
Defining the problem takes time, mobilizing internal teams is draining, and transferring knowledge across departments is a constant uphill battle.
11. Overwhelming Complexity, Scattered Expertise
Delivering enterprise-wide architecture feels too massive to tackle, especially when expertise is fragmented and rarely aligned.
12. Budget Barriers and Political Hurdles
Transversal challenges often require cross-unit buy-in, triggering delays and internal resistance.
13. Innovation Delayed by Decision Paralysis
With unclear next steps and too many competing voices, promising ideas stall before gaining traction
14. Quality Doubts Undermine Commitment
Stakeholders hesitate to invest when outcomes are uncertain and past experiences haven’t justified the spend.
15. Strategic Vision Lost in Execution Gaps
Strong plans falter when tactical capabilities or coordination are missing—leaving transformation efforts unfinished.
16. Front-to-Back Disconnects Weaken Impact
Valuable insights from the front office are diluted—or lost entirely—by the time they reach delivery teams, reducing relevance and effectiveness.
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