CHF239 billion in assets under management<\/a> as of 30 June 2026.<\/p>\nFor Low, the ownership structure is not a historical curiosity but the foundation of the client proposition. \u201cWe are owned and managed by our Partners, so we are able to take decisions for the next generation rather than the next quarter,\u201d he says. \u201cIn a period of geopolitical uncertainty and volatile markets, clients feel that difference.\u201d<\/p>\n
He believes this model has particular relevance now, as wealthy families increasingly reassess not only their portfolios but also the institutions at the centre of their financial arrangements. In that environment, he sees ownership stability, financial resilience and the ability to take decisions without short-term shareholder pressure as meaningful advantages.<\/p>\n
The proposition is also designed to support relationships that extend beyond one market cycle or one generation. Rather than framing private banking principally around transactions, Low presents Lombard Odier as an investment and advisory partner for families seeking to preserve, manage and eventually transfer substantial wealth.<\/p>\n
Investment Discipline Through DPM<\/p>\n
Discretionary portfolio management is one of the clearest pillars of Lombard Odier’s offering in Asia. Under this model, investment decisions are delegated within an agreed mandate reflecting the client’s objectives, time horizon, liquidity needs and tolerance for risk. The firm’s approach combines strategic asset allocation, tactical investment decisions, ongoing monitoring and institutional risk management.<\/p>\n
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\u201cThe purpose of DPM is not to eliminate volatility \u2013 no one can promise that,\u201d Low explains. \u201cIt is to give clients a structured process that stops them making the wrong decision at the worst moment. The value of that discipline becomes most visible when markets are difficult.\u201d<\/p>\n
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He links this proposition to Lombard Odier’s experience across numerous financial and geopolitical crises over more than two centuries. The strength of the DPM franchise has also received external recognition including Asia’s Best for Discretionary Portfolio Management at the Euromoney Private Banking Awards 2026, Best Discretionary Portfolio Management at the 2026 WealthBriefing Asia Awards for both Asia and Greater China, and Best Pure Play Private Bank \u2013 Discretionary Portfolio Management at the 15th Asian Private Banker Awards for Distinction 2025 in March this year.<\/p>\n
Low nevertheless sees DPM as more than an investment product. \u201cA mandate with clearly documented objectives gives a family continuity,\u201d he says. \u201cWhen responsibility passes from the wealth creator to the next generation, the framework is already in place \u2013 the discipline does not depend on any one individual.\u201d<\/p>\n
From Wealth Creation to Family Continuity<\/p>\n
Low sees client priorities in Greater China evolving. \u201cIn the past, the first conversation was almost always about returns \u2013 where is the next opportunity,\u201d he reflects. \u201cThose questions have not gone away, but today families are just as likely to ask about succession, legacy and whether the next generation is ready. That is a significant shift.\u201d<\/p>\n
This changes the role expected of a private bank. Portfolio management remains essential, but families may also require support around governance, communication, ownership transition and the preparation of younger family members. Lombard Odier draws on its own history as a partnership that has transferred leadership across successive generations \u2013 a credible basis, Low believes, for discussing long-term stewardship with entrepreneurial families, although each family’s circumstances and internal dynamics remain different.<\/p>\n
The next generation is a particular focus. Lombard Odier already brings younger clients together through educational and networking programmes, and is developing more personalised formats that can introduce individual family members to investment frameworks, portfolio construction and the responsibilities associated with managing substantial capital.<\/p>\n
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\u201cSuccession is not only a legal exercise,\u201d says Low. \u201cYou can have the best structures in place, but the real question is whether the future decision-makers understand the assets they will inherit, whether the family can communicate, and whether the next generation is prepared to take responsibility. That is where we spend a lot of our time.\u201d<\/p>\n
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Selective Growth in North Asia<\/p>\n
Low joined Lombard Odier in September 2025 as Chief Executive Officer of Hong Kong and Head of North Asia Markets. He previously led North Asia markets and strategic partnerships at Indosuez Wealth Management, following senior Greater China and private banking roles at HSBC, Credit Suisse, UBS and Citi.<\/p>\n
The North Asia team is continuing to expand, but Low places more emphasis on the quality and suitability of new bankers than on headline recruitment targets. \u201cI am not chasing a number,\u201d he says. \u201cI am looking for experienced bankers whose clients trust them, and who can adapt to a more institutional, asset allocationmodel. The two qualities I value most are resilience and curiosity \u2013 and curiosity matters because it signals the humility to keep learning.\u201d<\/p>\n
Relationship continuity is an additional strength. The median tenure of the banking team is more than ten years, while most bankers have over 20 years of private banking experience. Low sees that stability as valuable in a business where clients expect advisers to understand complex personal, financial and family circumstances over long periods.<\/p>\n
Technology Supporting the Adviser<\/p>\n
Technology is another important part of the strategy, with artificial intelligence (AI) being integrated across the organisation and into the information available to advisers.<\/p>\n
\u201cThere is a difference between adopting AI tools and using them to achieve real transformation,\u201d Low argues. \u201cOur objective is that technology makes the adviser faster, better informed and more personal \u2013 able to reach clients through the channels they prefer. It will not replace the banker. Complex family decisions and difficult markets will always require judgement, context and reassurance.\u201d<\/p>\n
In Low’s assessment, the future model will combine stronger digital capabilities with highly personalised human advice. Technology will change how information is produced and delivered, but trusted relationships will remain central to high-end private banking.<\/p>\n
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Key Priorities<\/p>\n
Adding the Right Talent<\/p>\n
Lombard Odier intends to continue expanding its North Asia team selectively. Low is prioritising experienced bankers with strong client relationships, resilience, curiosity and the ability to operate within a long-term advisory model.<\/p>\n
Strengthening Wealth Planning<\/p>\n
The firm plans to bring wealth planning and next-generation preparation further to the forefront. This includes helping families improve communication, prepare future decision-makers and develop a more structured approach to intergenerational wealth.<\/p>\n
Translating Technology Into Client Value<\/p>\n
Low wants the firm’s investment in AI and digital capabilities to produce practical improvements in adviser productivity, personalisation and the delivery of information to clients.<\/p>\n
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Into the Future<\/p>\n
Looking five to ten years ahead, Low expects AI to reshape the mechanics of private banking without removing the need for experienced advisers. Technology should automate more administrative work, improve access to information and support increasingly personalised analysis. At the same time, clients will have greater access to investment research and digital advice independently of their banks.<\/p>\n
\u201cClients will arrive better informed than ever before,\u201d Low predicts. \u201cThat raises the bar for the relationship manager. Bankers will have to demonstrate value through judgement, experience and a real understanding of the family \u2013 not through access to information, because everyone will have that.\u201d<\/p>\n
Low believes advisers who combine trusted relationships with the effective use of technology will remain highly valuable. The human element will be particularly important when clients are navigating market stress, succession or difficult family decisions.<\/p>\n
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Getting Personal With Alfred Low<\/p>\n
Born and educated in Singapore, Low graduated from Nanyang Technological University with a Bachelor of Business Studies (Honours). He began his career at Singapore’s Ministry of Trade and Industry before moving into private banking.<\/p>\n
Education has remained important throughout his career. Low has lectured at Nanyang Business School across two separate periods and sees teaching as a practical way to share his experience and contribute to the development of younger professionals.<\/p>\n
Outside work, he values time with his wife and son and has taken up pickleball since moving to Hong Kong. He has also been struck by the city’s pace, resilience and proximity to mountains and open spaces beyond its commercial centre.<\/p>\n","protected":false},"excerpt":{"rendered":"\u200b\u200b\u200b\u200b\u200b\u200b\u200bAs Asian private wealth becomes more international and multi-generational, families are looking beyond near-term investment performance when selecting…\n","protected":false},"author":2,"featured_media":903915,"comment_status":"","ping_status":"","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[14],"tags":[173438,173442,173450,173446,173437,173441,173449,173445,173439,173443,173451,173447,173436,173440,173448,173444,45,49,48,15954,133,131,132,9210],"class_list":["post-903914","post","type-post","status-publish","format-standard","has-post-thumbnail","category-personal-finance","tag-asia-private-banking","tag-asia-private-banking-news","tag-asia-private-banking-online-training","tag-asia-private-banking-training","tag-asia-wealth-management","tag-asia-wealth-management-news","tag-asia-wealth-management-online-training","tag-asia-wealth-management-training","tag-asian-private-banking","tag-asian-private-banking-news","tag-asian-private-banking-online-training","tag-asian-private-banking-training","tag-asian-wealth-management","tag-asian-wealth-management-news","tag-asian-wealth-management-online-training","tag-asian-wealth-management-training","tag-business","tag-ca","tag-canada","tag-e-learning","tag-finance","tag-personal-finance","tag-personalfinance","tag-training"],"_links":{"self":[{"href":"https:\/\/www.newsbeep.com\/ca\/wp-json\/wp\/v2\/posts\/903914","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.newsbeep.com\/ca\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.newsbeep.com\/ca\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.newsbeep.com\/ca\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/www.newsbeep.com\/ca\/wp-json\/wp\/v2\/comments?post=903914"}],"version-history":[{"count":0,"href":"https:\/\/www.newsbeep.com\/ca\/wp-json\/wp\/v2\/posts\/903914\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.newsbeep.com\/ca\/wp-json\/wp\/v2\/media\/903915"}],"wp:attachment":[{"href":"https:\/\/www.newsbeep.com\/ca\/wp-json\/wp\/v2\/media?parent=903914"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.newsbeep.com\/ca\/wp-json\/wp\/v2\/categories?post=903914"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.newsbeep.com\/ca\/wp-json\/wp\/v2\/tags?post=903914"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}