Risk
management.

For a business, risk management is not the stack of policies collected over the years. It is a map: the risks the company and the person leading it actually run — interest rates, currency, credit, key people, liability, continuity — and, for each one, whether to retain it, reduce it or transfer it. In most companies, cover was bought one piece at a time, proposed by someone with a policy to place; nobody ever set it against the real risks. My work starts from the map, not from the products.

I start from what already exists. I read the contracts in place — policies, guarantees, hedges on rates and currency — and set them against the real exposures: floating-rate debt, cash flows in foreign currency, dependence on a key person, the personal guarantees that tie the family's wealth to the company's. For each risk, a written decision: retain, reduce or transfer. Where cover is needed, I define limits, excesses and exclusions first; only then is the market asked for a price. I take no commission from insurers or brokers: my judgement does not depend on a policy being signed.

The risk map and the coherence of the plan are my responsibility. Regulated activities stay with those licensed to carry them out: policy placement with brokers and intermediaries, deeds with notaries and lawyers, the tax picture with the accountant — I coordinate them, I do not replace them. And when business risk touches the other dimensions of your wealth — the family, property, the generational transfer — I involve the professionals of the network and the reading widens to the direction of the Family Office. At that table I am the only one who earns the same whether the policy is signed or not: which is why I can also tell you when cover is not needed.