As you look back on 2025, how would you describe the year?
Jean-Marc Faber, Managing Partner: 2025 was a transformational year. The most significant step was welcoming AnaCap as a partner. It marked a deliberate shift in how we want to develop the firm over the long term. This was not about short-term change, but about building a sustainable platform for the future.
Johan van den Berg, Group CEO: It was also a year of important milestones. We celebrated 30 years of history, strengthened our leadership team, and launched Ancorius as our new brand. Despite all these changes, we continued to deliver consistently for our clients, which was essential.
The rebrand was a major moment in 2025. Why was it the right step to take?
Jean-Marc Faber: The former brand was built around my name, and I had felt for some time that it no longer reflected who we are as a firm. The organisation had grown far beyond one individual. We had been considering a change for years, and the partnership with AnaCap created the right moment to approach it in a structured way.
Working with pink not red helped us translate that intention into a clear and credible identity. Ancorius is less personalised, more international, and better aligned with our long-term ambitions.
Johan van den Berg: From an operational perspective, the rebrand was about clarity rather than disruption. Clients continue to work with the same teams, but under an identity that better reflects where we are heading. Internally, it also created a shared sense of direction for the next phase.
What were the main challenges during this period of transformation?
Jean-Marc Faber: Managing several major processes at the same time while continuing to run the business day to day was demanding. The partnership discussions required focus, and that naturally increased the workload. These phases are intense, but they are part of building something that lasts.
Looking ahead, what are the main priorities for 2026?
Jean-Marc Faber: Our focus will increasingly be on acquisitions and integration, as well as on meeting the requirements that come with having a private equity partner, such as more structured financial reporting.
At the same time, we are continuing to modernise the firm: implementing new IT tools, rolling out a new CRM, and looking at how AI can be integrated in a meaningful way. These are challenges shared across the profession.
How does growth fit into that picture?
Johan van den Berg: Growth will continue both organically and through targeted acquisitions. As new teams join, integration will be a major focus, supported by stronger processes and improved IT capabilities.
Jean-Marc Faber: Growth always brings change, and that is where mindset becomes critical. I often speak about maintaining a positive mental attitude. With the right mindset, integration becomes an opportunity rather than a disruption. A stronger organisation ultimately creates more professional opportunities for everyone.
Finally, on a more personal note, what excites you most about the year ahead?
Jean-Marc Faber: I remain very motivated by the strategic side of this phase – meeting peers, discussing projects, and exploring how firms like ours can come together. Our profession is highly structured, which makes collaboration and integration more natural. When you speak with colleagues, you realise we all face similar challenges, and that shared perspective is energising.
Johan van den Berg: For me, it’s the opportunity to turn strategy into execution. We now have a strong platform, clear priorities, and engaged teams. That combination gives me confidence in what we can achieve together in 2026.
