Switzerland’s top 100 Digital Shapers: Richard Hess on responsibility, trust and why digital innovation is all about teamwork

Richard, you have been singled out as one of Switzerland’s top 100 Digital Shapers for 2026. What does this honour mean to you personally?

Richard Hess: I’m delighted about it, especially because I don’t really see it as recognition for me personally. I think of it much more as recognition for the collective efforts of my many colleagues. For the most part, the digital transformation isn’t being driven by individuals, it’s the result of cooperation across organisations, industries and disciplines. With that in mind, I see the nomination as reflecting these collective efforts. It’s also an incentive to keep forging ahead on this path.

Digital Shapers are prominent individuals driving the digital transformation in Switzerland. What do you stand for in this context?

I think my role is primarily that of a bridge-builder between technology, regulation and practical implementation in the banking industry. I care about how innovation can be put into practice responsibly so that it brings about real change but also builds trust and makes our economy and financial system more resilient. New technologies are like high-performance engines: they’re impressive, but they can only be effective when combined with good steering and brakes.

How exactly are the banks contributing to the digital transformation in Switzerland?

The banks are making a vital contribution to the digital transformation of the Swiss financial centre, often in the background and less visibly than you might expect. They’ve been investing substantially for years in stable and secure infrastructure, efficient digital processes and innovative, customer-centric solutions. This not only makes them more competitive, it also makes the Swiss financial centre as a whole more attractive and resilient.

At the same time, the banks have a special responsibility for sensitive data, the stability of the financial system and customers’ trust. The digital transformation in banking thus means combining innovation with high standards of security, quality and trust to create a reliable framework for sustainable growth and stability.

What is the SBA’s role in all this?

The SBA sees itself as a platform for orientation and cooperation. It brings banks and other key actors together to understand technological developments as they arise and work out shared responses. When it comes to new technologies, it’s especially important to harness their potential while addressing the risks realistically. It’s all about asking the right questions and presenting technological developments and their implications in a way that’s easy to understand so as to create a sound basis for making decisions. The SBA provides a framework for this through self-regulation, dialogue with the supervisory authorities and the industry initiatives it promotes.

What do you think is needed for digital initiatives to bring long-term benefits?

First of all, we need to be honest and acknowledge that the digital transformation isn’t an end in itself. Not every new technology is automatically synonymous with progress. In banking especially, all that glitters is not gold – sometimes it’s just nicely packaged risk. Technologies can be misused, be it deliberately or accidentally. That’s why we need a deep understanding of the potential risks and side-effects, for example in terms of data protection, susceptibility to fraud or the stability of the financial system.

Where do you currently see the biggest leverage for Switzerland’s digital future?

I think trust is key. It’s a classic Swiss value, but it’s as relevant as ever. Digital products and services need reliable digital infrastructures that ensure high performance: power supply, data centres, networks, artificial intelligence models and, last but not least, robust digital payment systems.

In a competitive digital world, Switzerland can’t afford to cut itself off or retreat into a “digital bunker”. It needs to make intelligent, risk-based decisions on which technologies it can use effectively, where and how. Strategic autonomy doesn’t have to mean insularity, it’s a conscious freedom of choice.

Ultimately, the human factor’s also decisive: talent, education and interdisciplinary collaboration continue to be vital in building trust and making sure that Switzerland can remain innovative and competitive over the long term. I’m thankful for the opportunity to make a difference in my current role together with lots of dedicated colleagues at the SBA, our members and our partners.