Rodolfo De Benedetti – How Boutique Thinking Beats Billion-Dollar Scale
What started in 2014 as a bold Swiss-Italian venture has become a meaningful player in Geneva’s independent wealth-management scene. Rodolfo De Benedetti reflects on ten years of building Decalia – on why size can become a burden, how thematic investing must be handled with care, and why private-markets are now centre stage.
In ten years you might think you’ve arrived – but in finance it really is a long haul. Rodolfo De Benedetti notes that although the decade may sound short, «everything takes longer than you think» when you’re building a firm from the ground up: the business model, the team, the credibility.
«You can’t build trust in a hurry,» he emphasises, during an exclusive interview with finews.asia.
Swiss Base, Italian Flair
Geneva provided a pragmatic and regulated launchpad for Decalia. De Benedetti notes that Switzerland is less bureaucratic than some neighbouring jurisdictions, which helps in a heavily regulated industry.
At the same time, the firm’s heritage and the founder’s background bring a fusion of Swiss understatement and Italian ambition.
Why Size Isn’t Always an Advantage
Today, Decalia manages just over 5.5 billion francs and employs more than 70 people. While small in global asset-management terms, in Swiss wealth-management circles this is mid-to-large, and that’s by design. De Benedetti points out: «Beyond a certain scale, size can work against you in our industry.»
The key: remain agile, maintain human service, and access niche opportunities large firms may overlook.
Investing Alongside Clients
One firm pillar: alignment. Decalia began by managing its founders’ own capital, and De Benedetti stresses: «If we’re not convinced enough to invest personally, we shouldn’t offer it to others.»
This client-co-investor model underscores their philosophy: we don’t ask «What can we sell?» but «Would we buy this ourselves?»
Thematic Strategies – Successes and Lessons
Decalia has long emphasised thematic and structural trends – the ‘silver generation’, circular economy, and digital transformation. But De Benedetti admits: the themes were not always executed as well as hoped.
He emphasises that identifying the trend is one thing – executing it through capable people and discipline is another. The firm has opted for fewer, more focused offerings rather than many average ones: «We’d rather be excellent in a few areas than average in many.»
Private Markets: The Growth Engine
If one sector stands out as Decalia’s fastest-growing, it’s private markets. Over the last decade, they have raised and invested nearly 2 billion francs across several funds.
Today, they’re launching Fund II and III in areas like specialised private credit, co-investments, and tech lending – and institutional investors who once said «come back later» are now coming on board.
Navigating a More Complex World
De Benedetti observes major shifts in the investment landscape: the return of geopolitics, the fragmentation of global trade, and faster technological change.
He notes: «The complexity of today’s world increases the value of professional advice. Navigating markets really has become a full-time job.»
What’s Next: Growth with Discipline
Looking ahead, Decalia’s priorities are clear: growth, but of the right kind. De Benedetti emphasises that pace matters – too fast risks losing control, too slow risks losing talent.
He says quality is non-negotiable and independence remains part of their DNA.
Human Edge in Wealth
In an era of algorithms, scale, and automation, Decalia’s story underlines that trust, clarity and alignment still matter profoundly. As De Benedetti puts it: size isn’t everything – focus, culture and execution are.
For investors and advisers alike, the lesson is clear: build slowly, execute precisely, stay aligned and you’ll be ready when the market cycles favour the agile.
Five Takeaways According to Rodolfo De Benedetti
1. Trust Can’t Be Rushed
Decalia’s founder insists that credibility takes years to build – not quarters. «You can’t build trust in a hurry,» says De Benedetti. Patience remains the firm’s most valuable asset.
2. Size Isn’t the Goal – Agility Is
With 5.5 billion francs in assets and 70 staff, Decalia prefers staying mid-sized. Beyond a certain scale, bureaucracy dulls performance. Agility, not assets, is the firm’s competitive edge.
3. Investing Alongside Clients
Decalia began by managing its partners’ own wealth – and still does. Every product must pass a simple test: Would we buy it ourselves? The co-investment model keeps interests aligned.
4. Focus Beats Fashion
Thematic investing only works with discipline. After experimenting broadly, Decalia now concentrates on a few themes – like the silver generation or circular economy – where it can truly excel.
5. Private Markets, Public Momentum
Nearly 2 billion francs have flowed into Decalia’s private-market funds. The segment is now its growth engine – proof that boutique agility and institutional demand can reinforce each other.
