The modern fiduciary firm: 4 levers for modernisation in 2026–2027

Last updated: 12 June 2026

The essentials in 3 points:

• Modernising a fiduciary firm is less about technology than organisation: processes, client positioning, service model.
• Four levers, ranked by impact: standardise processes, choose a platform rather than software, rethink client relationships, prepare for what comes next (succession or integration).
• The first lever, standardisation, underpins all the others. Without it, every technology investment remains superficial.

I ran a fiduciary firm for several years before founding Sequence. When discussing the modern fiduciary firm and digitalisation, I find that the conversation almost always drifts towards tools: which software to adopt, which AI to test, which client portal to install. That is not the right starting point. A tool transforms nothing if the organisation adopting it is not ready. What I share here are four practical, tested levers, ranked by their real impact on the profitability and long-term viability of a fiduciary firm in French-speaking Switzerland.

This is not a manifesto. It is a framework for leaders who, like me, want to develop their practice without breaking everything.

Why modernisation is no longer optional in 2026

The word ‘modernisation’ has become a little tiresome, I admit. But the reality of the Swiss fiduciary market in 2026 makes the status quo costly, not just technologically, but structurally.

Three pressures are converging:

• Pressure on margins. Pure data-entry engagements, which formed the revenue base of many fiduciary firms, are being squeezed. SME clients compare, negotiate, and some bring the work in-house using self-service platforms. The hourly rate for manual data entry no longer reflects the value perceived by the client.
• Demographic pressure. According to the Federal Statistical Office (FSO), a significant proportion of fiduciary firm leaders in French-speaking Switzerland are approaching retirement age. Generational renewal is not keeping pace. Young fiduciary graduates want to work with modern tools, not spend their days on repetitive data entry.
• Regulatory pressure. The FTA is accelerating digitalisation: AGOV, VAT return pro, Swissdec submissions. Every obligation digitalised on the government side requires an adjustment on the fiduciary side. A firm managing these flows manually falls increasingly behind operationally.

None of these pressures is new. What is new is their simultaneous convergence. And the answer is not ‘buy some software’. It is to rethink the model.

Lever 1: standardise before automating

This is the lever that makes all the others possible. And it is often the one that gets overlooked.

In most fiduciary firms I know, each employee has developed their own working habits. The chart of accounts varies from one engagement to another. The closing process is not documented. The management of supporting documents depends on the personal relationship with the client. This works, until an employee leaves, a client's contact person changes, or a tool needs replacing.

Standardising means:

1. Mapping existing processes. Not in PowerPoint, but by observing what each employee actually does. How many variations exist for the same type of engagement?
2. Defining a target process for each type of engagement. Quarterly closing, VAT returns, payroll, year-end closing: each process should have a standard workflow, with clear steps and assigned responsibilities.
3. Harmonising charts of accounts. A base template for each sector, adaptable but not reinvented for every client. This is a prerequisite for any form of automation or consolidated reporting.
4. Documenting exceptions. Some engagements require specific treatment. That is fine. But the exception must be identified as such, not confused with the norm.

This work is not spectacular. It does not generate a press release. But it determines whether your future technology investment will produce results or simply noise.

I have seen fiduciary firms invest CHF 80'000 in a platform, then return to their spreadsheets three months later because their processes were not ready for the tool. Technology amplifies what exists. If what exists is disorder, it amplifies disorder.

Are you considering these questions for your fiduciary firm?

I regularly discuss these topics with fiduciary firm leaders in French-speaking Switzerland, in complete confidence.

A confidential conversation with Blas

Lever 2: choose a platform rather than software

The difference is fundamental. Accounting software handles data entry and produces financial statements. A financial platform connects accounting to bank feeds, payroll, VAT, supporting documents, and potentially artificial intelligence that handles repetitive tasks.

What I observe in fiduciary firms that have made this choice:

• Less rekeying. Data flows between modules without manual copying and pasting. Bank statements feed into accounting. Accounting feeds into VAT returns. Payroll feeds into social security contributions.
• Greater visibility for clients. Clients access their data in real time, not once a quarter. This changes the dynamics of the relationship (I return to this in lever 3).
• A foundation for AI. AI agents used in fiduciary firms only work with structured, centralised data. If your data is scattered across six tools, no AI agent will be able to extract value from it.

Choosing a platform is not a trivial matter. It is a commitment spanning several years. A few criteria I recommend assessing:

• Swiss functional coverage. Swissdec, SME charts of accounts, Swiss VAT, occupational pensions (BVG): a platform designed for the Swiss market incorporates these specific requirements natively, not as modules added afterwards.
• Data openness. Can you export your data easily? Do you own your historical data? A platform that locks in your data is a risk, not a partner.
• The pricing model. Per engagement, per user, per feature? Pricing transparency is an indicator of maturity.

Lever 3: rethink client relationships, from an annual file to ongoing business management

This may be the most transformative lever, and the most underestimated.

The traditional fiduciary model is based on an annual cycle: the client brings in their documents after year-end, the firm produces the financial statements, files the returns, and sends the invoice. This cycle creates a transactional relationship. The client sees the firm as an administrative service provider, not an adviser.

The model towards which the most profitable fiduciary firms are moving is ongoing business management:

• Continuously updated accounting (monthly, or even weekly), thanks to automated feeds from banks and invoicing platforms.
• A dashboard shared with the client, accessible in real time: turnover, cash flow, expenses, VAT due.
• Regular advisory meetings, short but frequent, focused on decisions to be made rather than past accounts.

This model transforms the client's perception. The fiduciary firm is no longer a compulsory annual cost; it is a management partner. And a management partner is paid better than a data-entry provider.

The move to ongoing business management obviously requires levers 1 and 2 to be in place. Without standardised processes and an integrated platform, offering ongoing business management means making promises you cannot keep.

Lever 4: prepare for what comes next, succession, merger, integration

This fourth lever is not a subject people readily discuss. But it often determines the relevance of the first three.

If you run a fiduciary firm and are considering handing over your business within the next five to ten years, every modernisation decision should take that perspective into account. A standardised fiduciary firm, equipped with a modern platform and a client base receiving ongoing business management support, is structurally worth more than a firm whose value rests on the founder's address book.

I have observed several business transfer scenarios in French-speaking Switzerland. The fiduciary firms that secure the best terms share a few characteristics:

• Their processes are documented and transferable. A buyer can integrate the team and engagements without spending two years understanding ‘how things work here’.
• Their client base is retained through the service, not just the personal relationship. A change of leadership does not trigger an exodus of clients.
• Their data is structured and accessible. The accounting history of engagements is usable, not locked away in local files.

If you want to understand the current value of your fiduciary firm, these criteria provide a good starting point for the valuation.

Modernisation is not just an investment for today. It is preparation for the day you choose to hand over the reins.

Where to start in practice

If I had to offer one piece of advice to a fiduciary firm leader reading this article: start with lever 1. Take two weeks to map your processes as they really are, not as you think they are. Identify variations, duplication, and grey areas. Then define a standard.

This work is thankless, but it is the foundation for everything else. Once your processes are clear, the choice of platform becomes obvious. The transition to ongoing business management becomes possible. And the value of your fiduciary firm, whether you want to develop it or hand it over, increases tangibly.

Modernising a fiduciary firm does not happen in a quarter. It is an 18 to 24-month journey, with clear milestones and incremental results. What matters is starting with the right lever.

Do you run a fiduciary firm in French-speaking Switzerland, and do these reflections resonate with your situation?

I regularly discuss these topics with fellow professionals. Without obligation, in complete discretion.

A confidential conversation with Blas

Frequently asked questions

What budget should you allow to modernise a fiduciary firm of 5 to 15 people?

The budget depends heavily on the starting point. Standardising processes (lever 1) mainly costs internal time: allow 40 to 80 hours of work spread over a few weeks. A platform (lever 2) generally costs between CHF 15'000 and CHF 60'000 per year, depending on team size and functional scope. The return is measured in freed-up capacity and better client retention, not just direct savings.

Should you modernise your fiduciary firm before handing it over, or leave that to the buyer?

Modernising before the transfer increases the firm's value and broadens the pool of potential buyers. A buyer who inherits standardised processes and an integrated platform perceives less risk, which translates into a higher valuation. Conversely, a firm that has not been modernised requires a transformation effort after acquisition, which the buyer will factor into negotiations as a cost.

How long does it take to move from the annual model to ongoing business management?

In practice, the transition takes between 12 and 18 months for an entire portfolio of engagements. Most fiduciary firms start by migrating 20 to 30 % of their clients, the most receptive ones, then gradually expand. The limiting factor is generally not technology; it is supporting change for both clients and employees.

Will AI replace employees in a fiduciary firm?

No. In its current form, AI increases employees' capacity by taking over repetitive tasks: categorising transactions, extracting data from supporting documents, preparing VAT returns. Professional judgement, client relationships, and tax advice remain human skills. The challenge is not to replace people, but to reposition each employee towards higher-value tasks.

Which lever should you start with if time and resources are limited?

Lever 1, process standardisation. It requires the least financial investment and underpins the success of all the others. Even without changing tools, documenting and harmonising your existing processes produces immediate gains: fewer errors, better onboarding of new employees, greater visibility of the workload per engagement.