Private banks rely on long-term relationships with their core banking providers. But as technology plays a bigger role in client service, expectations are shifting. Banks are no longer just looking for responsive support. They want a greater say, clearer alignment, and confidence that their provider will grow with them.
One model that is starting to gain traction is taking a minority stake in the technology partner. Not to gain control, but to create shared direction, reduce dependency, and build a relationship based on mutual commitment.
Traditional vendor relationships often create a subtle imbalance. Banks commit to long-term contracts, yet have little say in how the product evolves or how fast. Roadmaps tend to follow global trends, not the specific priorities of private banks serving high-touch, complex clients.
That is when dependency turns into lock-in. Not just at a technical level, but strategically. Contracts alone cannot provide long-term flexibility or keep pace with evolving priorities. And switching core systems later is rarely a practical solution.
Taking a stake reshapes the relationship. The bank gains more than a seat at the table, it becomes a structural part of the provider’s journey.
This model builds mutual confidence. The bank supports the provider’s success, and in return, the provider stays closely aligned with the bank’s evolving needs. It is not about control. It is about shared priorities and long-term trust.
And it signals something important: we are building this together.
Technology is no longer just a support function in private banking. It is a direct enabler of client experience, time to market, and long-term growth. That makes influence over the product roadmap more than a benefit, it is a strategic necessity.
Co-ownership gives banks more say in what gets built, when, and how. It helps ensure that technology development stays closely connected to the bank’s goals, not a one-size-fits-all market agenda.
This kind of alignment is especially relevant when working with boutique providers like Allshare. With fewer layers, focused teams, and a culture of close collaboration, we are already used to working side by side with clients. Taking that a step further is not only possible. It is a natural next step.
At its core, this model reflects a shift in mindset. It moves the relationship beyond a traditional customer–vendor dynamic and towards something more enduring: long-term alignment built on trust and shared priorities.
Shared ownership strengthens transparency, encourages continuity, and builds confidence in how the product evolves. It helps both sides stay focused on a shared outcome.
This model will not suit every bank or every provider. But for those who value influence, direction, and long-term clarity, it can be a powerful step forward.
This idea comes from real conversation, not theory. During a recent discussion with the COO of Van Lanschot Kempen, one of Allshare’s long-standing clients, a clear message emerged: partnerships are stronger and more stable when there is a shared stake in the outcome.
They are not the only ones thinking this way. More private banks are exploring how to gain greater control over the technology that shapes their client experience and operational agility. It is a sign that partnership models are shifting, and providers need to shift with them.
Taking a stake in your technology provider is not standard practice. But that is exactly what gives it strength. For private banks looking to reduce dependency, gain more influence, and shape their future direction, this model offers a more committed kind of partnership.
At Allshare, we believe in rethinking the rules of engagement. Because lasting partnerships are not just built on contracts. They are built on trust, shared direction, and a willingness to approach things differently.