Partners' View 3|2022 english

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PART
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01|2022
January 2022
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DREAMS &
VISIONS
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DREAMS &
VISIONS
PART
NERS‘
VIEW
ISSUE 03

EDITORIAL
A
A new year lies ahead. And after a
period largely ruled by the Covid
pandemic, nobody knows what it holds
in store. The swisspartners editorial
team has consequently chosen to
embrace a bold, future-focused theme
for this latest edition of Partners’ View:
Dreams & Visions.
Writing this editorial, a quote from
German poet and publicist Jean Paul
comes to mind – one I already found
inspiring in my student days: “Let us
forever embroider the great dream of
life with smaller dreams of colour and
light.” That I would like to offer you, our
readers, as an inspirational thought for
2022. In times of crisis especially,
dreams and visions are important and
to be encouraged. They help us focus
on the future.
The world is changing at a rapid pace.
swisspartners, too, a company with
nearly 30 years of tradition, will break
new ground this year. In the lead
interview, CEO Markus Wintsch gives a
personal glimpse into his dreams and
his vision for the swisspartners Group.
According to the Zukunftsinstitut think
tank, 12 megatrends will shape the
future development of society, business
and culture. Trends researcher
Matthias Horx invites us to dream
‘ahead’ and shape a better future.
Are you dreaming of relocating to
Switzerland? With the help of the
swisspartners Wealth Services,
which span the entire process of
relocating, that wish could soon come
true.
Sustainable and future-proof
investments are in strong demand.
Nick Jenni, Co-Head of Investment
Management & Solutions at
swisspartners, sets out the options
available. Last but not least, in our
‘Who is?’ column, we present a
colleague from swisspartners Vaduz,
Liechtenstein who contributes to the
team spirit with a wholeheartedly
positive outlook on life.
I wish you an inspiring read.
Yours
Simone Töllner
Head of Marketing
PARTNERS‘ VIEW | Editorial 3

CONTENTS
4 Contents | PARTNERS‘ VIEW

THE POTENTIAL OF NOW 6
Lead article by Markus Wintsch
DRIVERS OF CHANGE 9
The 12 megatrends identified by Zukunftsinstitut
HOPE BEYOND THE CRISIS 12
Interview with Matthias Horx
TRADITION MEETS INNOVATION 14
Nick Jenni on innovative investments
THE DREAM OF LIVING IN
SWITZERLAND 16
swisspartners Wealth Services
WHO IS? 18
Profile: Natascha Beck
PUBLISHING INFORMATION 19
PARTNERS‘ VIEW | Contents 5

THE POTENTIAL
OF NOW
MARKUS WINTSCH, CEO
SWISSPARTNERS GROUP, TALKS
OF VISIONS BOTH PERSONAL AND
PROFESSIONAL – AND WHY
INTENSIVE ENGAGEMENT IS KEY
TO KEEPING CUSTOMERS HAPPY.
Interview by Kathrin Meister.
„ swisspartners is
like a big family
with a strong team
spirit.”
Markus Wintsch, what are your personal and professional
goals for 2022?
Personally, I aim to live life more consciously, savouring every
day and every moment more intensively than ever. It’s often
the little things in life that are important. A walk in the woods
or listening to music in the car while waiting in traffic. I’m a
great fan of living in the moment. I neither mourn for the past,
nor do I long for the future. What counts is the here and now.
Professionally, I’d like to take more time for my clients. I don’t
mean discussing business with them – I want to know them
better. Their fears, their hopes, their wants and needs. For
those kinds of talks, you need a more intimate setting – and,
of course, more time. Giving clients time shows them that
they are valued. The better I know our clients, the better I can
help them meet their needs.
My second work-related goal for 2022 is to lead swisspartners
into a secure future. We currently stand at a crossroads in the
Swiss wealth management sector. We’ll see considerable
change in this market over the next two years. So we aim
to strengthen our market position, continue to work on a
sustainable strategy and secure the financial resources we
need.
6 Lead article: Dreams & Visions | PARTNERS‘ VIEW

You’ve been CEO at swisspartners since January 2001. 21
years is a long time. What visions have you made reality –
and what accomplishments give you a sense of pride?
swisspartners has served an international client base with
diverse needs for almost 30 years now. I’m proud to have
helped build a company that’s not only financially sound, but
also provides secure jobs for around 100 employees. Many of
them have worked with us for years, some even way beyond
retirement age, because they really enjoy their work.
swisspartners is like a big family with a strong team spirit. I
also tend to see my employees’ families as part of our extended
family team.
Architectural changes are on the agenda at the Zurich
premises. Could you tell us a little about your reasoning and
plans?
It’s been 29 years since swisspartners opened offices at its Am
Schanzengraben address in Zurich. We have the benefits of a
central location, but in an idyllic river setting. After many years
in the accustomed office layout, we want to move into the
modern world with a little interior refreshment. We’ll actually
be giving up around a quarter of our Zurich office space. That’s
in response to the ongoing home working trend, digitalisation
of our work processes, and our mobile consultant team.
We’ll be starting with the building work in the second quarter
of 2022. We’re planning an open, light-filled office space. With
a lounge-type design, we want to offer both clients and
employees a pleasing, welcoming atmosphere. We will also
provide quiet areas where people can work undisturbed –like
silent boxes and discreet meeting zones. The new interior
promotes flexibility and open encounter. Clients will now enter
a modern, bright reception area on the ground floor. Without
giving too much away, I’d say it’s going to be very attractive
indeed.
What role do collaboration and mergers play in
swisspartners’ future success?
I believe that in the finance industry, collaboration and mergers
are the key to future survival for players of a certain size.
Mergers are needed to secure a healthy growth rate. But size
matters as well – a company must be of a certain size to be
able to survive. Lacking sufficient volume is a bit like a
12-cylinder engine only running on eight because it’s low on
oil. Lasting financial stability can only really be achieved with
an adequate company size. When selecting potential
candidates for mergers, we aim for a good fit between their
consultancy and investment philosophy – and customer focus
– and our own values and principles here at swisspartners.
In the finance sector, meeting people’s need for ‘all-in’ service
makes collaboration indispensable. Building a solid network
of specialists – say in international tax and real estate
consultancy – makes it possible to meet client needs that are
„
not covered by your own portfolio.
My goal for 2022 is
to lead swisspartners
into a secure future.”
Markus Wintsch
CEO swisspartners Group AG
markus.wintsch@swisspartners.com
PARTNERS‘ VIEW | Lead article: Dreams & Visions 7

What would you say is especially important to swisspartners’
clients going forward?
One particular need stays constant whatever the situation:
Clients want personal, open communication. If I meet a client
for a consultation (in person whenever possible), I show
genuine interest in the topics they want to discuss and in their
individual concerns. I try to put myself in my clients' position,
to understand their motivations and perhaps also their fears.
For me, encounters like that are true quality time.
In a world that poses a range of challenges – on top of those in
the current crisis – it’s important to make clients feel that
swisspartners looks after them, as well as their wealth, with
great expertise and care. The more uncertain the world
becomes, the more diverse the challenges we face, the more
our clients must be able to sleep at night, secure in the
knowledge that with us their portfolios are in safe hands.
You’ve achieved a lot in your lifetime. Do you still have
dreams for the future?
I fulfilled my dream early, as a young man at the age of 27. My
dream was to be independent and to run my own business.
That entrepreneurial spirit has stayed with me and drives me
to this day.
I live my dreams and what I don’t live, I don’t dream. I’m happy
with things as they are. The coronavirus crisis has shown us
that material dreams are not the key to personal happiness
and satisfaction. I have no further needs. My dream is to live
my life just as it is right now – spending quality time with my
family, my clients and the swisspartners team. And consciously
shaping my days. You can live your dreams far better if you
don’t take yourself too seriously or believe that you can’t be
replaced. Modesty in everything always pays off.
Our clients also attach great importance to the next generation,
to ensuring that the successors to whom they’ll pass on their
wealth are equally comfortable with the thought of doing
business with swisspartners. Young people also want personal
encounter and service when seeking advice. We like to know
that clients’ children and their children’s children can identify
with the asset and investment management consulting
philosophy we follow at swisspartners.
„
I live my dreams
and what I don’t live,
I don’t dream.”
8 Lead article: Dreams & Visions | PARTNERS‘ VIEW

MEGATRENDS AS
DRIVERS OF CHANGE
THE FUTURE IS ALREADY HERE TODAY. WE MAY STILL BE IN A
PHASE OF TRANSITION, BUT TIMES ARE DEFINITELY CHANGING.
WHAT ARE THE TRENDS AND MEGATRENDS ALREADY SHAPING
LIFE AS WE KNOW IT TODAY? AND WHAT CAN WE INFER FROM
THEM FOR THE FUTURE OF SOCIETY, BUSINESS AND CULTURE?
FROM ITS OFFICES IN FRANKFURT AND VIENNA, RENOWNED
THINK TANK ZUKUNFTSINSTITUT HAS IDENTIFIED 12 MEGA-
TRENDS EMERGING IN OUR CURRENT, UNCERTAIN TIMES, AND
SHINES THE SPOTLIGHT ON WHAT NEEDS TO BE DONE TODAY.
PARTNERS‘ VIEW | Megatrends 9

01 MEGATREND INDIVIDUALISATION
Individualisation – the reigning cultural principle in the
western world – is gaining an increasing hold across the globe.
A complex megatrend that has long peaked in many of our
richest nations, it now forms the backbone of our social
structure. Individualisation shapes value systems,
consumption patterns, lifestyles and cultures in equal
measure. While in essence it equates to freedom of choice, its
complex effects give rise to seemingly countervailing trends
such as the ‘we culture’, along with new imperatives and
constraints. In the COVID-19 pandemic, solidarity and
community spirit have become increasingly more important
than exclusion and ‘me first’, thus fuelling the shift towards
post-individualisation.
02 MEGATREND GENDER SHIFT
In the gender shift era, gender no longer preordains the paths
we follow – be it when choosing a career or deciding what
clothes we wear. Never before has the fact that someone is
born as a woman or a man said so little about the direction
their life will take. Giving rise to a new pluralism culture, this
dismantling of gender stereotypes has ushered in radical
change – both in the business world and in society at large.
The coronavirus pandemic has only served to foster this trend.
Bringing existing disparities to light, it’s acting as a catalyst,
forcing people to reflect on a society that appears equal at first
face.
03 MEGATREND SILVER SOCIETY
The world’s populations may be ageing, but people are staying
healthy for longer than ever before. Today’s silver society hails
a completely new way of living in the ‘third stage’ of life – a
phase that’s becoming longer, empowering ‘silver seniors’ to
embrace self-development and find fulfilment in old age.
Waving goodbye to the quest for eternal youth and lending new
meaning to age and ageing, this silver mindset paves the way
for a healthier, more active society born of this different
definition of age. The Covid pandemic has come as a backlash
to the free ageing trend – ‘age’ is suddenly synonymous with
‘risk group’, a much less attractive term.
04 MEGATREND KNOWLEDGE CULTURE
Society is more knowledgeable than at any time in the past.
Around the world, education levels are at an all-time high. Most
of all in combination with the megatrend of connectivity, our
knowledge of the world and the way we deal with information
– our knowledge culture – is changing. It’s thanks to the
pandemic that education has finally become digital, moved
online, and that the collaborative, distributed structures
needed for knowledge generation have been fostered along
with innovative thinking.
05 MEGATREND NEW WORK
The new work megatrend describes an epochal transition that
starts questions of meaning and purpose and completely
redesigns the world of work. Hailing the era of the creative
economy, it signals the move away from meritocratic ideals.
‘New work’ places individual development potential firmly
centre stage – in the workplace of the future, what counts is
symbiosis between work and everyday life. Enter the coronavirus
crisis, emerging as a driver of the new work trend,
making work more agile and more flexible and taking it more
online. This outcome is set to stay.
06 MEGATREND HEALTH
Health is synonymous with quality of life. As an important life
goal, this megatrend has become firmly fixed in people’s minds,
in national cultures, in how societies see themselves – and
shapes all areas of life. With health and happiness increasingly
difficult to prise apart, the COVID-19 pandemic has brought
people’s perception of health as a self-optimisation process
right back down to earth. Health is now being seen as the
absence of ill-health, meaning illness – and as something that
affects not just us as individuals, but those around us as well.
10 Megatrends | PARTNERS‘ VIEW

07 MEGATREND NEO-ECOLOGY
Environmental awareness has transitioned from a lifestyle
choice to a movement of huge social scale. While the
megatrend of neo-ecology is shifting the values of global
society, lifestyle culture and policymaking, it’s also turning
entrepreneurial thinking and action completely on their heads.
In the wake of the coronavirus crisis, this megatrend is opening
people’s eyes – the pandemic acts as a forceful reminder that
not only are we part of nature, but that nature cannot be truly
harnessed or controlled. By pushing our reset buttons, it has
opened the door to a post-pandemic society shaped by
sustainable development notions and a slower pace of life.
08 MEGATREND CONNECTIVITY
The principle of connectedness has long dominated social
change, opening up a new chapter in societal evolution. Digital
communication technologies are reprogramming sociocultural
codes, creating new lifestyles, attitudes and behaviours. This
already powerful trend towards connectivity gained an extra
boost when the coronavirus crisis moved many of our
interpersonal encounters online. The pandemic has effectively
pulled digitalisation out of the future and into the present day.
09 MEGATREND GLOBALISATION
The trend towards globalisation is often blamed for making the
world fragmented and more complex, for fostering trade wars,
diplomatic spats, cyber hacking and global mega-corporations
running roughshod over national laws. How do we deal with
our hyper-connected, mega-complex world? The big dilemma
in all of this comes in our attempts to regulate global-level
processes and problems with national-level policies and tools.
In the COVID-19 crisis, this has been thrust into the spotlight,
further driving the glocalisation trend in which the global and
the local are combined in novel ways.
10 MEGATREND URBANISATION
In the COVID-19 pandemic, urban living has seen far more
change and disruption than has rural life. Previously, city
dwellers took their mobility for granted along with a quality of
life enhanced by everything cities have to offer. The pandemic
has since put paid to some of the benefits associated with city
life. In lockdown, home became the place to be, taking on a new
importance as social life came to a standstill. Although urban
hospitality sectors and cultural programmes are slowly
recovering, it’s hard to predict when city life will return to
normal again. The shift in emphasis to the home is here to stay
and will accompany the urbanisation megatrend into the
future.
11 MEGATREND MOBILITY
Of all the recent megatrends, mobility has been hit hardest in
the coronavirus pandemic – it was virtually brought to a halt.
Our connected society has a constantly growing need for travel
and for access to an increasing range of alternative transport
modes – the future of mobility is connected, digital, post-fossil
and shared. Prior to the pandemic, mobility was simply part of
everyday life that was becoming faster and more complex
by the day. When national borders were closed and access
restrictions introduced, the pace of life suddenly slowed and in
some places everything stopped. It seems mobility and travel
will be viewed differently in the post-pandemic world.
12 MEGATREND SECURITY
Society is in a constant state of alarm: one crisis leads to
another and the pandemic has made it abundantly clear just
how uncertain and fragile our lives and our surroundings
are. More than ever, security is the order of the day – for
individuals, for society, and also as a key value proposition in
selling things. But notions that the world is becoming less and
less secure can be deceptive to say the least – the world as we
know it today is the safest it’s ever been.
Source: www.zukunftsinstitut.de
THE ART
ABOUT
OF REAL
ZUKUNFTSINSTITUT
ESTATE
Founded in 1998, Zukunftsinstitut has offices in Frankfurt
and Vienna. It played a key role in shaping German
trends and futures research right from its inception. The
Institute is now one of Europe’s most influential think
tanks on trends and futures research. Be it for decisionmakers
or forward-thinkers, Zukunftsinstitut is now a
prominent source of information and inspiration.
PARTNERS‘ VIEW | Megatrends 11

Photo © Klaus Vyhnalek | www.vyhnalek.com
HOPE
BEYOND THE CRISIS
AN INTERVIEW WITH
MATTHIAS HORX,
FOUNDER OF ZUKUNFTSINSTITUT
.
Interview by Kathrin Meister.
In your new book, Die Hoffnung nach der Krise (Hope beyond
the Crisis), you describe the key mindshifts post-pandemic.
Can you give some insight into what that’s all about?
The coronavirus pandemic has served us some inconvenient
truths that we simply cannot ignore. Take our poor relationship
with nature, the source of the virus outbreak. And the fact
our society harbours a lot of division and unhappiness. In
responding to the current situation, many people will change
their way of thinking and how they interact with others. What
it comes down to is changing how we view the environment
and finding more resilient ways to coexist on planet earth. This
also means a more flexible, vibrant world of work. During the
pandemic, many people opted for new lifestyles enabling them
to live with other people and with nature in a better way than
before.
12 Interview with Matthias Horx | PARTNERS‘ VIEW

What can companies do to operate successfully in the
economy of the future?
They can accept the fact that the OLD NORMAL won’t be coming
back because it no longer exists. For the past 50 years, we’ve
lived in a frenzy of always wanting MORE: more clothes, more
passengers on cruise ships, cheaper flights, cheaper meat. In
the main, companies’ value creation processes have focused
on maximum efficiency. But at some point, the price they had
to pay in achieving that simply became too high. In the future,
things will be BETTER: how can we build more environmentally
sound cars? How can we produce steel without emitting
endless quantities of carbon into the air? And how can we
overcome constant over-stimulation and the demands
experienced in daily media use? In the future, the focus will be
more on PURPOSE than objective – on the underlying
REASONS why companies need to seek solutions to problems
that actually exist. It’s less about reduction and restraint and
more about enrichment.
„ We’re moving into
an era of major
transformation.”
Matthias Horx
Zukunftsinstitut cites 12 megatrends as drivers of change.
Which of them influences your vision for the future most?
The key trend in my view is NEO-ECOLOGY. With that I mean a
definition of environmental awareness that is neither passive
nor guilt-ridden and doesn’t call for renouncement and regret.
We’re moving into an era of major transformation that calls
for us to go without fossil fuels and build new systems for
renewable energy consumption and materials supply. On many
levels, that means changing the way we think and feel. When
exploring processes and searching for symbioses, we can learn
a lot from nature. If we achieve the transformation – which we
will – then our quality of life as a modern civilisation can also
be improved.
So dreams are still possible in the new, future world? How
about your dreams: how do they look right now?
I dream pretty well. The idea isn’t for people to be constantly
influenced by negative thoughts and fears. Those who are no
longer able to dream ‘ahead’, into the future, won’t have an
easy life. In many cases, it’s our bad dreams that show us how
to let go of things from the past. Dreams are the brain’s way of
getting rid of clutter. Fears dissipate just like the images in our
dreams.
THE ART ABOUT OF REAL MATTHIAS ESTATE HORX
Matthias Horx is a trends and futures researcher,
publicist and visionary. Already as a young technophile
in the 1960s, he was interested in the mysteries of the
future. After a career as a journalist and publicist, he
became the most influential futurist in the Germanspeaking
world.
He has published some 20 books, many of which have
become bestsellers. He founded Germany’s most
important think tank for the future, the Zukunftsinstitut
with headquarters in Frankfurt and Vienna. A passionate
European, he commutes between London, Frankfurt and
Vienna, where he has lived with his family since 2010, in
the “Future Evolution House”.
Source: www.horx.com
PARTNERS‘ VIEW | Interview with Matthias Horx 13

TRADITION
MEETS
INNOVATION
Sustainability is a key issue everywhere. At swisspartners,
too, we are seeing strong demand for sustainable
investments. Per 1 January 2022, we officially launched
our sustainability strategy in asset management.
swisspartners clients now have the choice: Do I opt for a
more ‘conventional’ investment strategy, or should I go
for an investment product centred on factors such as
sustainability and corporate social responsibility?
THREE-STEP PROCESS TO EVALUATE AND SCREEN
FOR SUSTAINABILITY
The financial markets so far lack a set of uniform
sustainability standards. swisspartners has developed a
three-step approach to evaluate how well an investment
meets clear-cut sustainability criteria, based on
databases such as Morningstar (Sustainalytics).
STEP 1: EXCLUSION CRITERIA
First of all, the swisspartners experts use database filters
to exclude specific sectors and activities that are a no-go
in terms of sustainability. Examples include weapons
manufacture or trading, nuclear power and environmental
destruction (coal-fired power plants), the tobacco
industry, and human or labour rights violations.
NICK JENNI, CO-HEAD OF
INVESTMENT MANAGEMENT &
SOLUTIONS AT SWISSPARTNERS,
ON SUSTAINABLE AND FUTURE-
PROOF INVESTMENTS
STEP 2: BEST-IN-CLASS-APPROACH AND POSITIVE
SCREENING
The best-in-class-approach allows swisspartners cherrypick
the companies with the best sustainability
performance in a specific sector. To this end, potential
investees are ranked against their sectoral peers on the
basis of sustainability ratings. Only companies with at
least a specified minimum rating are eligible for
investment.
Contrary to filtering out the negatives, in this positive
screening approach we pinpoint candidates based on
upside criteria such as environment-friendly products
and good corporate citizenship.
14 Innovative investments | PARTNERS‘ VIEW

STEP 3: ENSURING TRANSPARENCY
The funds we select for our investors must provide
transparent sustainability data in Morningstar’s analysis.
If they fail to do so, we seek out alternatives wherever
possible.
INNOVATIVE INVESTMENT: DIGITAL ASSETS
Another strong growth market alongside sustainable
investment relates to digital investments such as
cryptocurrencies. Beginning in summer 2021, swisspartners
has extended its comprehensive range of services to
include the management of digital assets. Thanks to a
partnership with Sygnum, a regulated Swiss bank, our
private clients are able to hold digital assets with us as
asset managers – securely and in full compliance with
the rules. In addition to efficient trading in cryptocurrencies,
this partnership also simplifies safekeeping with regard
to digital assets. Investors for whom the minimum
investment in this approach is too high have various
alternatives:
BLOCKCHAIN: INNOVATION MEETS TRADITION
In addition to cryptocurrencies, a further new technology
offering attractive investment opportunities is blockchain.
This technology is growing in importance across many
different sectors. Together with external partners, swisspartners
identifies and analyses business areas where
new ventures are springing up – mostly in the form of
private equities or startups.
Traditional industries are also looking to future uses
of blockchain. Established names such as Microsoft,
Amazon and Continental are taking a highly futureoriented
approach and anticipate strong long-term
returns. So even a ‘conventional’ portfolio can be highly
innovative.
Nick Jenni, Partner
Co-Head Investment Management & Solutions
nicola.jenni@swisspartners.com
< Exchange-traded products based on
cryptocurrencies
< Investment funds
< Certificates
< Personal wallets

THE DREAM
OF LIVING IN
SWITZERLAND
HIGH QUALITY OF LIFE, EXCELLENT INFRASTRUCTURE,
POLITICAL STABILITY AND TAX BENEFITS: MANY
PEOPLE RIGHTLY DREAM OF LIVING IN SWITZERLAND.
SWISSPARTNERS PROVIDES SUPPORT, ADVICE AND
ASSISTANCE THROUGH THE ENTIRE PROCESS OF
RELOCATING THERE.
YOUR PARTNER IN CHARGE:
Ralph P. Schuler, Partner
Head of Tax & Fiduciary Services Switzerland
ralph.schuler@swisspartners.com
16 Living in Switzerland | PARTNERS‘ VIEW

The swisspartners Wealth Services
team supports wealthy individuals
and entrepreneurs in the areas of
tax advice, fiduciary services and
business consulting. We also provide
customised relocation services
(advice on transferring domicile to
Switzerland) as well as real estate
and property services (purchases
and sales/management).
RELOCATION SERVICES
Are you thinking of relocating to
Switzerland? In its relocation
services, swisspartners provides
full-service support for all questions
and decisions in this connection.
What rules and regulations apply
in Switzerland? What do I need to
watch? We advise on all matters
surrounding relocation to
Switzerland:
< Immigration law
< Approval procedures
< Social security law
< Tax law
< Canton-specific tax rates and
tax charges
Our relocation services also cover
various other areas:
< Optimising your departure
from your home country
(‘exit taxation’)
< Support in finding suitable health
and other insurance, schools and
domestic staff
< Comprehensive advice on
financial, tax and lifestyle
matters, including after
successful relocation to
Switzerland
WHEN WISHES COME TRUE
The process starts with identifying
the kind of location you want and
deciding on a canton. Do you plan
Switzerland to be your new main
place of residence or will it be your
second home? What is your ideal
location, including for tax purposes?
The next step is to find a suitable
property in Switzerland.
swisspartners offers excellent real
estate and property services on fair
terms. These include legal and
personal advice for real estate
purchases and monitoring of the
construction process if you decide in
favour of a new build.
The swisspartners Wealth Services
team goes the extra mile to take
the worry out of relocating to
Switzerland.
REASONS TO LOVE
LIVING IN SWITZERLAND
Living in Switzerland offers many
benefits:
< Optimum transport connections
(Zurich, Basel, Geneva airports)
< Prestigious state and private
schools
< Excellent infrastructure,
outstanding medical care
< High quality of life
< Tax benefits
< Political stability and
independence
< Legal certainty (direct interaction
with the authorities is possible)
< Continuity of the statutory
framework
< Low crime rate
PARTNERS‘ VIEW | Living in Switzerland 17

WHO IS?
A COMPANY IS ONLY AS GOOD AS ITS
EMPLOYEES. IN THIS COLUMN, WE
PRESENT TALENTED MEMBERS OF
THE SWISSPARTNERS TEAM.
NATASCHA BECK
Assistant Asset Management,
swisspartners AG, Vaduz,
Liechtenstein (SPFL)
natascha.beck@swisspartners.com
Natascha Beck
holds a degree in business
administration and apprenticed at
LLB AG in Vaduz. Positions before
joining swisspartners in 2017 included
that of management assistant at an
independent asset management
company in Liechtenstein.
At swisspartners Vaduz, Liechtenstein,
Natascha Beck quickly became
indispensable. She is a true
all-rounder, uniting the positions of
Assistant CEO, Corporate Assistant
and Office Manager. Her duties include
planning business travel,
administration for clients, and meeting
preparation and follow-up. With her
positive personality, she won the hearts
of employees, clients and partners in no
time at all. She is also a go-to colleague
for all everyday office concerns.
More working from home in times of
Covid is a challenge for everyone. “We
need the swisspartners team to really
stick together so we don’t lose sight of
each other despite remote working,” is
Natascha Beck’s wish for the years
ahead. With her optimistic outlook, she
is sure to help make that wish come
true.
FIVE QUESTIONS TO
NATASCHA BECK
5
WHAT'S THE BEST THING YOU HAVE TO GIVE AT
SWISSPARTNERS?
I am a very positive, happy type. So I always like to motivate
and cheer up my colleagues – especially if someone is having
a bad day.
WHAT IS YOUR GREATEST STRENGTH?
That I can boost the team spirit with my supportive, helpful
manner.
WHAT FILM HAS INSPIRED YOU LATELY?
“The Way Back”. The film’s message is that we often form
opinions about people without really knowing about them. If
often turns out later on that our first impressions were wrong.
I admire people – like managers or trainers – who are good at
accommodating different characters, assigning them the right
role and taking them as they come.
WHAT DO YOU DO FOR GOOD WORK-LIFE BALANCE?
I do a lot with my family and friends and can easily switch off.
I don’t need anything to work off excess energy or clear my
head. I’m surrounded by great people at home and at work and
I think my life is actually well-balanced as it is.
WHAT IS YOUR BIGGEST DREAM?
My great wish for the future is being able to combine having a
family with the job I have now.
Interview by Simone Töllner.
18 WHO IS? | PARTNERS‘ VIEW

PUBLISHING
INFORMATION
EDITORIAL TEAM
Kathrin Meister | wordflow.de
Simone Töllner | swisspartners.com
LAYOUT & DESIGN
Angelika Plag | corporate-concepts.de
© PHOTOS/ILLUSTRATIONS
Getty Images: cover, back
Karin Bischof: employees, pages 3, 7, 14, 16, 18
Klaus Vyhnalek: Matthias Horx, page 12
Adobe Stock: pages 2, 4, 6, 8, 9, 10, 14–15, 16–17, 19
PARTNERS‘ VIEW | Publishing information 19

The art of reading.
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20 Inhalt | PARTNERS‘ VIEW