Since stepping into the role of CEO at Allshare in November, Jeffrey Severijn has brought not only decades of experience in banking and technology, but also a renewed focus on people. In this interview, he shares his vision for Allshare’s next chapter, why trust and teamwork matter more than ever, and how the company continues to support private banks through low-risk, future-ready core banking solutions.
You’ve joined Allshare from the client side. What made you take the leap to CEO?
I’ve known Allshare for a long time, both as a partner and a provider. During my time at Van Lanschot Kempen, I worked closely with the team during a key period of change. What struck me then, and what ultimately convinced me to join, is how embedded the Allshare team becomes within its clients. It’s not just a technology company. It’s a group of people who take pride in solving complex challenges side by side with their clients.
So when the opportunity came, it felt like a natural step. I already knew the team’s sharp focus, their modular approach to banking technology, and the quiet consistency with which they deliver. I wanted to help take that even further.
What’s your vision for Allshare going forward?
To keep doing what we’re known for, but with greater velocity. That means evolving our platform into a modern, cloud-native foundation, while staying close to our clients and what they need next.
I believe strongly in the power of long-term partnerships. Our mission is to help banks modernise at their own pace, without unnecessary risk or disruption. We’ll continue to be that trusted partner, just with more firepower behind the scenes.
You often say that “technology leadership is about people.” Can you explain that?
Technology is never the hard part. It's execution, trust, and collaboration — those are the real challenges. The success of any transformation depends on the people doing the work.
At Allshare, we’re not building software in isolation. We build it with and for our clients. That requires a team that’s not just technically strong, but empathetic, reliable, and tuned in to the client’s world. That’s where we stand out. We don’t just deliver a system — we embed ourselves in your process, your culture, your goals.
What makes Allshare’s approach different from larger providers?
We’re deliberately boutique. That allows us to offer something most large players can’t: real flexibility, real accountability, and direct access to the people doing the work.
Our teams are small, experienced, and focused. We don’t outsource implementation. We’re hands-on, from scoping to support. That’s how we reduce risk and keep timelines predictable. And because we only work with private banks, we understand the unique demands they face, from compliance to client experience.
How would you describe the team culture at Allshare?
It’s a mix of high standards and high trust. We work with a lot of ownership. Everyone here understands the responsibility that comes with building critical banking infrastructure. At the same time, we stay curious and collaborative. No egos, no silos, just people who genuinely want to help clients succeed.
We’re now putting even more focus on that culture. Not just internally, but in how we show up for clients. Because ultimately, the “personal” part of our promise isn’t just about friendly service. It’s about real people, doing the hard work, with care and clarity.
Final thought—what excites you most about this next chapter?
The potential to scale Allshare’s strengths without losing what makes us different. We have decades of experience behind us and a clear purpose ahead: to help banks modernise with confidence.
It’s not about reinventing Allshare. It’s about sharpening what we already do well: building trusted partnerships, delivering technology that fits, and being the team you can rely on when it matters most.
Putting people at the centre of modern core banking
This conversation with Jeffrey Severijn highlights what’s always set Allshare apart: its people. With a new chapter underway, the focus remains on building trusted partnerships, reducing complexity, and supporting banks through change, with clarity, care, and control.
