Between 2000 and 2004, hundreds of Swiss bankers left large institutions to start their own firms. Most were in their mid-to-late 40s—senior, trusted, and well-connected. They built lasting relationships, ran lean structures, and earned regulatory recognition. Their firms still exist today.
Succession Isn’t Theory Anymore
But the founders are now nearing 70.
That number matters. Because succession isn’t theory anymore—it’s time. The line is drawn. What once felt early now feels late. Most firms in this generation are still founder-led. Their structure, clients, and even staff orbit one individual. And that individual is about to leave, retire, or step back.
The 2000–2004 Generation Faces the Moment
Firms founded before 2000 have already faced this moment. Many were sold. Some disappeared. Their story is written. But the 2000–2004 cohort is still here—and must now decide: Is this the end of the chapter, or the start of a new one?
A Narrow Window of Time
There’s a narrow window. Buyers are selective. Clients are cautious. Younger partners are watching. The worst moment to plan succession is when it’s already urgent. And yet, many firms wait until there’s no choice left.
Meanwhile, those who join established firms with active succession strategies gain access, structure, and continuity—without inheriting legacy risk.
The Conclusion
Time does not wait. Founding is an act of energy. Succession is an act of discipline. For firms started in 2000–2004, the time is no longer coming. It’s already here.
Source: LinkedIn
