Information unaudited Information ungeprüftThree paths, one goal: the new Group Executive Board members in conversation

The LLB Group made pivotal decisions in the 2025 financial year. Christoph Reich, previously Group CFO, now leads the Group as Group CEO. Michael Hartmann joins the Group Executive Board as the new Head of Private & Corporate Banking, bringing with him external market experience. Markus Schifferle, long-serving Head of Finance & Risk, was appointed Group CFO by the Board of Directors and officially confirmed in this role by the FMA Liechtenstein in January 2026. In a joint interview, the three offer insights into their respective perspectives, their collaboration within the new leadership team, and their visions for the strategic development of the LLB Group. The message is clear: with the new Group Executive Board, LLB remains firmly on track for success.

Mr Reich, you have been a member of the LLB Group Executive Board for more than ten years and are now Group CEO. How are you finding this transition?

I have taken on this role with great joy, dedication, and passion. Naturally, it comes with considerable responsibility and commitment. Having been part of the Group Executive Board for many years, the shift in perspective from Group CFO to Group CEO was straightforward for me. The strategy, the culture, the people – all of it is very familiar. I now see my role as moving forward together with the team to take the next steps.

Mr Schifferle, what does it mean for you to move up from Senior Management to the Group Executive Board?

I can only echo the words of Christoph Reich: it is both an honour and a responsibility. In an increasingly volatile environment, clear financial priorities and efficient, effective risk management are essential. They form the basis of our security and stability, as well as the successful implementation of our strategic goals. My experience shows that foresight is particularly important in the financial world. Those who merely react are always one step behind. But those who plan with vision can help shape change early on. And that is exactly what I aim to do.

Mr Hartmann, what attracted you to LLB, and what new momentum would you like to bring?

What convinced me was the combination of tradition and dynamism. LLB is solid, firmly rooted in the region, and agile enough to seize opportunities quickly. I want to contribute my experience in sales and market development to further strengthen our presence – particularly in Liechtenstein, Switzerland, and Germany, which are the key markets for my division. What matters most is that we act as partners, remain consistent in our business policy, and demonstrate continuity to our clients. After all, we support them throughout their entire journey with the bank – from the first consultation to complex financial solutions. That is the only way to build trust, and only trust can lead to lasting success.

Mr Reich, how has the work of the Group Executive Board changed with its new composition?

The dynamic is very positive. We have a blend of proven strengths and fresh perspectives that complement each other perfectly. Markus Schifferle brings deep expertise in Finance & Risk, while Michael Hartmann contributes fresh impetus from the market. Together, this makes us an even stronger team.

Mr Hartmann, what does leadership mean to you, and how important is dialogue with employees?

For me, leadership means providing clear direction, taking responsibility, and building trust. This is especially important in sales, where success comes only through collaboration. Closeness and transparency are not optional – they are essential. When we understand our employeesʼ perspectives, we can make better decisions together and seize opportunities more quickly. Sales thrives on motivation and mutual understanding. People need to know why a decision is made and how they can contribute to its success. Thatʼs why I see dialogue not as a nice-to-have, but as the core of modern leadership. It creates commitment, fosters ideas, and turns lone operators into a strong team.

Mr Reich, what are the top priorities on your agenda for 2026?

There are two key points: firstly, to successfully complete our ACT-26 strategy. We still have ambitious goals for the fifth and final year of the strategy. Secondly, the end of one strategy always marks the beginning of the next. We are currently developing our follow-up strategy and expect to present it in autumn 2026.

Mr Hartmann, where do you see LLB in five yearsʼ time?

Our strength lies in our home market of Liechtenstein – this is where we are rooted, close to the people and the local economy. At the same time, Switzerland, Austria, and Germany offer us targeted growth opportunities that we intend to seize. Challenges such as the interest rate environment, regulation, and technological transformation will remain, but we are actively addressing them. By combining client proximity, digital performance, and operational excellence, LLB will remain a reliable and innovative partner five years from now – regionally rooted, internationally successful, and with an even stronger profile in terms of both quality and quantity.

You mentioned that you are actively addressing challenges such as the interest rate environment, regulation, and technological transformation. A question for all of you: how, specifically?

Markus Schifferle: The interest rate environment directly affects margins, client behaviour, and capital allocation. Thatʼs why we are taking a deliberately conservative approach, diversifying our income streams and placing a strong focus on efficiency and cost discipline. At the same time, regulatory pressure remains high. We are therefore investing in our compliance capabilities and factoring in regulatory requirements early on when shaping our processes.

Christoph Reich: Technology is a key lever in this context. Thatʼs why we are investing in scalable platforms, robust security systems, and smart automation.

Michael Hartmann: For our clients, what matters is that we are fast, reliable, and easy to understand. Technology helps us achieve this – but the personal relationship remains at the heart of what we do.

Mr Reich, what would you personally like to achieve during your term in office?

My goal is to continue LLBʼs success story and further develop the bank as a secure, innovative, and reliable partner. The key factors here are profitable and sustainable growth, efficiency, and innovation. In other words, we want to remain a dependable partner for our clients, employees, and shareholders, while also seizing new opportunities. If, at the end of my term, we can say that we have enhanced the client experience, achieved profitable growth, and become even more efficient despite the wave of regulation – then we will have achieved a great deal together.