Hikmet Ayan's appointment as Chief Financial Officer (CFO) marks a new phase in the Group's development.

An associate within the Group since 2019, Hikmet Ayan has progressively expanded his scope of responsibilities, notably heading up the Geneva accounting and payroll department and the Fribourg office. Combining operational expertise, team management, and financial steering, his career now gives him a comprehensive and strategic overview of the Group's challenges.

Appointed CFO, he shares his vision, priorities, and approach to this key role in serving the Group's development and financial stability in this interview.

Discover their portrait through these few questions:

Can you tell us about your journey at Berney Associés and your progression to the role of CFO? 

I joined Berney Associés in 2019 as a partner in the Fribourg branch. Over time, I was given the opportunity to take on increasingly broad responsibilities, notably by joining the Geneva office and taking charge of the accounting and payroll department. These experiences have fuelled my desire to contribute even more significantly to the Group's success. Today, as CFO, my aim is to help the Group consolidate its financial stability and participate even more actively in its development.

What specifically changes, what is new (different) for you in this role between Head of Accounting and CFO? 

The transition from accounting manager to CFO is primarily an expansion of responsibility. Previously, I was focused on client services and team management. As CFO, I maintain these priorities but add a strategic dimension: medium/long-term financial planning, global cash management, and contribution to development decisions.

How do you manage to juggle your role as head of the accounting department in Geneva and head of the Fribourg office with your new responsibilities as CFO? 

The key is organisation and delegation. I maintain a strong connection with the teams as operational quality is essential; for this, I’m fortunate to be surrounded by trusted managers because customer service remains the key to our company’s success. We also capitalise on consolidated reporting tools and clear processes to ensure information flows effectively, even remotely.

What are your main priorities as CFO this year? 

This year, my priorities are, on the one hand, to strengthen the reliability and responsiveness of reporting to support decision-making, and on the other hand, to optimise cash and financing cycle management to ensure group stability. We are also working on improving internal processes (digitalisation, automation), cost management, and rigorous assessment of investment projects. Finally, I want to develop team buy-in to a common financial culture by fostering dialogue and collaboration.

How do you work with teams so that financial strategy effectively supports operations? 

I ensure a permanent dialogue is established between Finance and Operations. The work of our internal Group Finance team should be to support our managers by offering them simple processes and ensuring administrative tasks take up as little of their time as possible so they can best serve clients.

What is your financial outlook for the Group in the coming years? 

My vision is to consolidate profitable and sustainable growth for Berney Associés. We want to support organic development and, where relevant, through targeted acquisitions, but always with a strong financial discipline. Furthermore, it is essential that our processes support this financial stability and our desire for development. Thus, investments in digitalisation and talent are key levers for our long-term competitiveness.