Mirabaud Group’s Technology Overhaul: Building a Platform That Serves People, Not Just Processes
Private banks have historically built their own technology stacks, customising systems over time to reflect the specific demands of their client base. That model served its purpose. But as technology moves faster and client expectations shift particularly among younger generations accustomed to seamless digital experiences in every other area of their financial lives, the limitations of proprietary infrastructure become harder to ignore.
To anticipate these future developments, Mirabaud made a deliberate choice a few years ago: move to a specialist external provider capable of evolving with the market rather than trying to build that capability in-house. This translates into a group-wide migration to Temenos, complemented by Wealth Dynamics for client relationship management and a broader push toward cloud infrastructure, covering all of the Group’s banking activities across its full international network.
Two Concrete Changes for Clients
Émilie Serrurier-Hoël, CEO of Mirabaud & Cie (Europe) SA, has been clear that the investment serves two distinct purposes. The first is operational: a more capable platform means more efficient processes, fewer manual workflows, and a better quality of service for clients. The second is accessibility, particularly the evolution of e-banking tools that make it simpler for clients to view and interact with their portfolio information, a shift that matters most to the next generation of account holders.
Both objectives connect directly to the Mirabaud Group’s wider positioning. The Bank’s value proposition rests on the quality of the relationship between adviser and client, the accessibility of senior people, the depth of specialist support, the continuity of a long-term partnership. Technology that reduces administrative friction and puts better information in front of both parties directly reinforces that model rather than competing with it.
AI and the Road Ahead for Mirabaud
The Temenos migration is a foundation, not an endpoint. The Mirabaud Group has flagged continued investment in artificial intelligence as a priority for the coming years, with applications aimed at improving both the quality of analysis available to advisers and the efficiency of compliance processes. Regulatory obligations across multiple jurisdictions, fiscal reporting requirements and anti-money laundering frameworks demand sustained investment from any institution operating at the Group’s current scale, and AI represents one of the more promising tools for managing that complexity without diverting resources from client-facing work.
Technology as a Differentiator for Mid-Sized Institutions
Larger institutions often assume technology investment is their natural advantage. Recent research suggests otherwise. A 2026 analysis of Swiss private bank brand identity found that half of the top-performing institutions in terms of client perception were smaller banks and that digital capabilities had become a threshold condition rather than a differentiating factor. What distinguishes institutions now is how technology is deployed in service of a clear identity, not how much is spent on it.
That framing sits well with how Mirabaud describes its own investment. The Bank is not pursuing technological transformation as a competitive statement. It is building the infrastructure needed to keep its advisory model viable and consistent across a growing network and to ensure that when clients’ children eventually become clients themselves, the experience they encounter is one that meets them where they are.
