As a strategist who has navigated the intersection of global finance and complex media landscapes for decades, I can assert with confidence that for Swiss financial institutions, Israel is not just another emerging market. It is a mature, sophisticated, and intensely relationship-driven ecosystem where the traditional playbook of discretion and global brand prestige is, on its own, insufficient. The core challenge, and indeed the opportunity, lies in navigating a unique paradox: an unparalleled concentration of tech-driven, new-generation wealth coexisting with a deep-seated, historically rooted skepticism towards the very concept of Swiss banking.
In this report, I provide a strategic blueprint for Swiss banks and family offices to move beyond the transactional and build the one currency that truly matters in the Israeli market: trust. I believe achieving this requires a nuanced public relations strategy that is historically aware, culturally attuned, and deeply integrated into the local high-tech and financial ecosystem. It is a strategy that acknowledges the past while building a tangible stake in the country’s future.
To that end, in this analysis I will first establish the sheer scale of the opportunity that Israel represents, a nation that has become a veritable wealth powerhouse.
Second, I will confront the reputational challenges head-on, acknowledging the historical baggage that must be addressed.
Third, I will demystify the local media landscape, identifying the key players and platforms that shape elite opinion. Finally, I will present an actionable public relations framework I have designed not just to manage reputation, but to actively build influence, credibility, and ultimately, the trust that is the prerequisite for success.
The Anatomy of a Wealth Powerhouse: Quantifying the Israeli Opportunity
To appreciate the necessity of a bespoke public relations strategy, I believe it’s essential to first grasp the magnitude and unique character of the Israeli wealth market. It is a market built on a foundation of remarkable economic resilience and fueled by a world-class technology sector that functions as a relentless wealth-creation engine.
The Macroeconomic Bedrock: A Resilient and Innovative Economy
Israel’s economy provides a robust and stable foundation for wealth generation, positioning it as one of the most advanced economies in the Middle East and a peer to many developed nations globally. The International Monetary Fund (IMF) projects Israel’s nominal GDP to exceed $583 billion in 2025, with a GDP per capita of $57,760, figures that are comparable to those of other highly developed countries.
Crucially, the economy has demonstrated profound resilience. Despite the significant economic and security challenges of recent years, I’ve seen that GDP growth is forecast to rebound strongly to 3.8% in 2025 after a conflict-induced slowdown.
This ability to recover quickly from shocks is a testament to the economy’s solid fundamentals, including a diversified export base and a highly skilled labor force.
This resilience counters any simplistic narrative of regional instability as a prohibitive risk. For discerning global investors and wealth managers, it frames Israel as a durable and dynamic economic powerhouse, providing the primary “reason to believe” for any board considering deeper investment in the market.
The Engine of Affluence: The High-Tech “Wealth Factory”
The primary driver of modern wealth creation in Israel is its globally renowned high-tech sector. This “Start-Up Nation” is a veritable wealth factory, consistently generating new high-net-worth (HNW) and ultra-high-net-worth (UHNW) individuals. The sector’s economic contribution is immense, accounting for nearly 20% of the country’s GDP and an astonishing 57% of its total exports.
While headline employment growth in the sector has recently slowed to under 2% annually after a decade of rapid expansion, this figure masks a more significant trend for wealth managers.
The true story lies in investment and exits, which are reaching unprecedented levels. Israel consistently ranks as a top-five global hub for startup investment, attracting $10.6 billion in 2024 alone. The year 2025 is expected to set an all-time record for high-tech exits, anchored by landmark deals like Google’s $32 billion acquisition of cybersecurity firm Wiz.
From my perspective, this dynamic reveals a critical market feature: wealth creation is becoming increasingly concentrated. The fact that record-breaking M&A and investment flows are occurring alongside stagnant high-tech employment growth is not a contradiction, but a causal relationship.
Mega-exits and large funding rounds enrich a specific, concentrated group of founders, C-suite executives, early employees, and venture capital investors, rather than creating broad-based employment.
This means the wealth being generated is skewed heavily towards the UHNW category. The target client for a Swiss bank is therefore not a generic “wealthy Israeli,” but a highly specific archetype: the tech founder who has just experienced a massive, sudden liquidity event.
Their needs are distinct from those of multi-generational wealth, focusing on global diversification, managing concentrated stock positions after an IPO or acquisition, and increasingly, sophisticated philanthropic and impact-investing strategies.
Consequently, I believe public relations messaging must pivot from a traditional emphasis on heritage and discretion to one that highlights innovation, global expertise, and a deep understanding of the unique challenges and opportunities facing today’s tech innovators.
The Scale of Private Wealth: A Deep and Growing Client Pool
The output of this economic engine is a substantial and rapidly expanding pool of private capital. Israel boasts one of the highest per-capita rates of billionaires in the world, with 41 individuals holding that status as of 2025, which translates to 6.7 billionaires for every million people. The number of millionaires is also growing at a formidable pace, with a projected 32% increase to 173,000 by 2024.
The aggregate numbers are equally impressive. The total financial asset portfolio held by the Israeli public stood at approximately NIS 4.4 trillion (around $1.2 trillion) at the end of 2020 and has continued to grow. According to a 2025 UBS report, the average wealth per adult in Israel is a significant $284,224. Critically for international institutions, there is a clear and growing trend among Israeli investors to diversify their holdings globally.
Data from the Bank of Israel shows a significant increase in the weight of financial assets held abroad, driven by both new investments and price appreciation. This trend is a direct and unambiguous signal of opportunity for global wealth managers who can offer the sophisticated cross-border solutions these clients are actively seeking.
The Evolving Client: From Tech Entrepreneurs to Multi-Generational Family Offices
The Israeli wealth landscape is dominated by two primary client segments, with a third emerging through the inevitable process of wealth transfer.
First is the “New Money” Tech Entrepreneur, characterized by sudden, often massive, liquidity events. These clients possess a global mindset, a high-risk tolerance in their professional lives (which may or may not translate to their personal wealth), and a deep, intuitive understanding of technology and digital platforms.
Second is the Established Family Office, a rapidly maturing and sophisticated segment. Many of Israel’s largest family offices are structured more like institutional venture capital funds, such as the Atooro Fund of Jacob Engel or Claridge Israel of the Bronfman family, actively investing in the next generation of technology.
They demand institutional-level services, direct access to alternative investments like private equity and credit, and expert guidance on complex issues of governance and intergenerational wealth transfer.
Connecting these two is the coming Great Wealth Transfer.
Globally, an estimated $83.5 trillion is expected to change hands over the next two decades, and in Israel, this translates to tens of billions of shekels being transferred annually through inheritance. This creates a powerful convergence of needs. To
day’s “new money” tech entrepreneurs will, within a generation, become the “old money” family offices. Their immediate post-exit needs for diversification and capital preservation will evolve into long-term requirements for succession planning, family governance, and philanthropic strategy. At the same time, the established family offices are a primary source of capital for the very tech sector that is creating the new wealth.
This continuum means that Swiss institutions cannot afford to treat these as separate audiences. The most effective positioning, in my view, is that of a partner for the entire lifecycle of wealth.
The core message must be: “We understand the journey from founder to dynasty, and we possess the integrated expertise to guide you at every stage.” This requires a holistic service offering, from pre-liquidity planning for entrepreneurs to sophisticated trust and estate services for multi-generational families, all of which must be clearly articulated in public communications.
| Client Archetype | Source of Wealth | Estimated AUM Range | Key Financial Needs | Risk Appetite | Communication Preferences | PR Angle |
| Tech Entrepreneur | Company Exit (M&A/IPO), Stock Options | $10M – $1B+ | Post-liquidity diversification, concentrated stock management, global investments, tax planning, philanthropy | High in business, often moderate-to-conservative for personal wealth | Digital-first, data-driven, peer networks, high-impact events | “The Innovator’s Partner”: Global expertise, sophisticated solutions, and peer connectivity for the next phase of your journey. |
| Established Family Office | Multi-generational, Industrial, Real Estate, Finance, Tech Investments | $100M – $10B+ | Intergenerational wealth transfer, family governance, direct/co-investments, alternative assets, institutional services | Varies by generation; typically balanced with a focus on capital preservation and long-term growth | High-touch, personal relationships, exclusive events, thought leadership | “The Steward of Legacies”: A tradition of stability combined with modern investment capabilities to preserve and grow wealth for generations. |
The Trust Mandate: Confronting Reputational Realities
While I see the opportunity in Israel as undeniable, it is matched by a complex and challenging reputational landscape. For Swiss banks, I believe the path to success requires confronting a difficult history and navigating contemporary geopolitical and regulatory pressures with a new level of transparency.
The Inherited Reputation: The Lingering Shadow of the Holocaust-Era Accounts
In my professional opinion, it is impossible to operate effectively in the Israeli market without acknowledging the historical context that shapes modern perceptions of Swiss banking.
The controversy surrounding dormant bank accounts belonging to victims of the Holocaust has left a long and painful shadow. The World Jewish Congress lawsuit of the 1990s brought to light allegations that Swiss banks systematically stonewalled heirs, demanded unobtainable death certificates for those murdered in the genocide, and profited from these heirless accounts.
This history created a powerful and enduring narrative of mistrust. For many Israelis and Jews worldwide, the term “Swiss bank” evokes not only stability and discretion but also a painful legacy of opacity and perceived moral indifference during humanity’s darkest hour. The situation was exacerbated by the perception within Switzerland at the time that the affair was not a quest for historical justice but an “outright attack” and a form of “Jewish blackmail,” a sentiment that fueled a rise in anti-Semitism.
To ignore this history in any communications strategy is a critical error; it signals a profound lack of awareness and empathy, reinforcing the very stereotypes the institution must work to overcome.
Contemporary Challenges: Geopolitics, Regulation, and the End of Absolute Secrecy
Modern challenges compound this historical trust deficit. The famed Swiss neutrality, once a core selling point, is now a double-edged sword. In the context of the current Middle East conflict, a carefully calibrated neutral stance is a geopolitical necessity for any global bank operating across the region.
As one observer noted, financial institutions “know and serve both sides,” and “any statement there can be understood as taking sides”. The public statement by UBS CEO Sergio Ermotti following the October 7 attacks is a case study in this delicate balancing act: condemning the terrorism of Hamas while simultaneously standing against all forms of discrimination, including anti-Semitism and Islamophobia, and calling for a peaceful resolution.
However, this concept of neutrality is viewed far more critically through a historical lens, where it is often perceived as having been a cover for collaboration and profiteering during the Nazi era.
This means the PR message today cannot simply be “we are a stable, neutral haven.” That message is tainted. The new message must be one of proactive transparency and unimpeachable ethical governance.
This shift is reinforced by intense regulatory scrutiny. The era of absolute banking secrecy is over, replaced by global standards like the Foreign Account Tax Compliance Act (FATCA) and the Common Reporting Standard (CRS). Swiss regulators like FINMA have applied significant pressure on banks to strengthen their anti-money laundering (AML) protocols.
This has led institutions like HSBC’s Swiss private bank to de-risk by cutting ties with certain high-net-worth clients from the Middle East deemed to be high-risk, a move that generates its own media narrative. The brand must now be built on a demonstrated commitment to these modern global standards, effectively decoupling the institution from the problematic aspects of its historical reputation.
The Israeli Perspective: What Does “Trust” Mean?
For an Israeli client, trust extends far beyond the simple assurance of financial stability. The Bank of Israel itself identifies public trust as the “keystone” of the entire banking system.
Yet, there is a clear understanding, even from regulators, that trust is about more than just safeguarding deposits. The Supervisor of Banks, Daniel Hahiashvili, has publicly noted that the high profitability of the Israeli banking system raises questions of fairness, stating that “fairness toward the customer… is an essential component in maintaining its reputation, and thus, also its long-term stability”.
This sentiment is reflected in public surveys. While Israelis report high satisfaction with digital banking services (around 90%), their perception of the banking system’s fairness, while improving, is a key concern.
This indicates that for a Swiss bank to truly differentiate itself and build trust, it must demonstrate a partnership ethos. This is not just about the safety of assets; it is about transparent fee structures, fair interest rates, and providing tangible, proactive value that goes beyond basic custody.
I believe a public relations campaign that highlights client-centricity, transparency, and fairness can be a powerful differentiator, positioning the Swiss institution as a trusted partner in a market where the domestic players are sometimes criticized for their high profit margins.
The Israeli Media Gauntlet: A Guide for Strategic Engagement
Building trust requires communicating effectively through the channels that matter most to Israel’s financial and tech elite. The media landscape is concentrated, sophisticated, and influential, demanding a targeted and intelligent engagement strategy from my point of view.
The Media Power Brokers: Globes, TheMarker, and Calcalist
Three privately owned conglomerates dominate Israel’s financial media, and they are the primary conduits for reaching the target audience of HNWIs, family offices, and entrepreneurs.
- Globes: As Israel’s oldest evening financial newspaper, Globes is a pillar of the business community, espousing a philosophy of economic liberalism. Its readership is established and influential. The paper’s editor-in-chief, Naama Sikuler, is a key agenda-setter in the economic discourse.
- TheMarker: Published by the highly respected Haaretz Group, TheMarker is more than a newspaper; it is an institution with an activist streak. Founded by the formidable Guy Rolnik, it is known for its deep investigative work and campaigns against economic concentration and corruption. It is the publication that challenges the establishment and is read avidly by those who shape it.
- Calcalist: Part of the Yedioth Ahronoth Group (publisher of Israel’s most widely circulated newspaper), Calcalist boasts the most popular business website in the country. Its English-language tech section, CTech, is an essential daily read for the entire technology ecosystem, from startup founders to global venture capitalists. Its founder, Yoel Esteron, has leveraged the brand into a powerful conference series.
Understanding the distinct editorial character of each is vital. A straightforward analysis of global market trends might be a fit for Globes. A critical examination of corporate governance or regulatory changes would be best pitched to TheMarker. An announcement about a new tech-focused investment fund or a partnership with a venture capital firm must be directed to CTech.
The Influencers: Key Journalists and Their Beats
Beyond the publications themselves, I have found that building relationships with specific, high-impact journalists is paramount. Mass press release distribution is ineffective; targeted engagement with the right reporters is what moves the needle.
- Guy Rolnik (TheMarker/Haaretz): Described as arguably the “most influential business and economics journalist in Israel,” Rolnik’s columns can shape policy and public opinion. His focus on corporate governance, competition, and the concentration of capital makes him a critical, if challenging, figure to engage with.
- Sharon Wrobel (The Times of Israel): As a tech and economy reporter for the most widely read English-language Israeli news site, Wrobel’s coverage is extensive. She reports on everything from bank profitability and tech sector trends to major M&A deals, making her a key contact for reaching both a local and international audience interested in the Israeli economy.
- Sophie Shulman (Calcalist): A leading voice at Calcalist and CTech, Shulman frequently interviews top-tier tech founders and venture capitalists. She is a gateway to credibility within the innovation ecosystem.
- Naama Sikuler (Globes): As Editor-in-Chief, Sikuler guides the overall direction of Globes. Access to her and her senior editors is crucial for positioning a firm as a major player in the Israeli financial landscape.
The Arena of Ideas: Premier Conferences and Events
High-profile conferences are the primary physical arena where capital, ideas, and influence converge in Israel. A presence at these events is non-negotiable for any serious player.
- DC Finance’s Tel Aviv Family Office & High Net Worth Conference: This is the premier event for direct engagement with the target audience of family offices and UHNWIs. Its exclusivity and high-level speaker roster make it an unparalleled networking and brand-building opportunity.
- Calcalist Conferences: Calcalist hosts a series of powerful national and international events, including its flagship “Mind The Tech” conferences in London and New York. These events attract top-tier Israeli entrepreneurs, global investors, and senior executives, and receive extensive media coverage.
- Specialized Industry Events: Firms like Oppenheimer Israel also leverage their own sponsored conferences and company tours to create curated connections between Israeli companies and institutional investors.
However, simply attending or sponsoring these events is a passive strategy. The real opportunity lies in leveraging them as content and credibility engines
. A senior executive from a Swiss bank speaking on a panel at a Calcalist conference is not just a speaking opportunity; it is a content-generation event. The insights shared can be repurposed into a bylined article for the bank’s own channels, a series of social media posts, and a detailed white paper. It also provides direct, informal access to the key journalists covering the event. The PR strategy I recommend should therefore view conference participation not as a standalone tactic but as the centerpiece of an integrated campaign, aiming to shift the bank’s role from attendee to agenda-setter.
A Blueprint for Building Trust and Influence
A successful public relations strategy in Israel must be proactive, integrated, and authentic. It requires moving beyond traditional corporate communications to a model of genuine local engagement. The following four pillars provide a framework for achieving this.
The “Local Champion” Strategy: The Primacy of On-the-Ground Presence
The foundation of any credible effort in Israel is an authentic local presence, embodied by a respected local leader. The abstract global brand must be given a familiar, trusted face. The 2022 launch of Rothschild & Co’s wealth management office provides the definitive case study. They did not simply plant a flag; they hired Gerry Livnat, the former CEO of UBS Wealth Management in Israel. The press release explicitly highlighted his “broad network of qualified clients among local entrepreneurs, the start-up community and wealthy Israeli families” as the reason for their confidence in building a strong onshore business.
My actionable strategy is to appoint a high-profile, well-regarded Israeli figure as the country head, senior advisor, or chairman of a local advisory board. This individual becomes the credible face of the bank, capable of opening doors, speaking authentically to the market’s unique characteristics, and providing invaluable cultural and political intelligence. Their appointment should be a major media event, heavily promoted across Globes, TheMarker, and Calcalist to signal a serious, long-term commitment to the market.
Content-Driven Thought Leadership: Earning a Voice in the Conversation
In a market saturated with financial commentary, credibility is earned, not bought. A content-driven thought leadership strategy is essential for establishing the institution as an expert partner rather than just a service provider.
I would build this strategy on three core tactics:
- Localized Research: Commission and publish high-quality white papers and market reports on topics of direct relevance to Israeli HNWIs. Potential topics include: “Navigating Post-Exit Liquidity: A Guide for Israeli Founders,” “Global Real Estate Investment Strategies for the Israeli Family Office,” or “The Philanthropic Landscape in Israel’s Tech Sector.” This content provides direct value to potential clients and serves as a powerful tool for media outreach.
- Proactive Media Commentary: The “Local Champion” and visiting global experts should be made available to key journalists for commentary on breaking news and market trends. Offering a sharp, data-backed quote to a reporter on a deadline is one of the fastest ways to build relationships and secure media presence.
- Bylined Articles: Secure op-ed placements in leading publications like TheMarker or Globes. These articles should offer a unique perspective on global finance, tailored specifically for an Israeli audience, demonstrating a deep understanding of their concerns and opportunities.
The Legacy Initiative: Addressing the Past by Investing in the Future
This is the most critical and sensitive pillar of the strategy, designed to directly and constructively address the historical trust deficit. Issuing corporate apologies for events that occurred decades ago, for which current leadership holds no direct responsibility, can often appear hollow. A far more powerful approach is to create a forward-looking, high-profile philanthropic or ESG initiative that demonstrates a tangible and long-term commitment to Israel’s future.
This is not simple charity; it is a strategic act of corporate citizenship. Potential initiatives could include:
- Establishing a foundation in partnership with a leading Israeli university, such as Tel Aviv University or the Technion (both ranked in the global top 10 for producing entrepreneurs), to fund scholarships and research in fintech, cybersecurity, or sustainable finance.
- Launching a dedicated accelerator program or venture fund for social-impact startups in Israel, aligning the bank’s brand with the country’s innovation ecosystem and a commitment to ESG principles.
The public relations goal of such an initiative is to create a new, positive, and forward-looking narrative. It tangibly demonstrates that the bank’s relationship with Israel is not purely extractive. It provides a platform for positive storytelling that, over time, can help overwrite the negative historical associations with a new legacy of partnership and investment in the nation’s future.
High-Impact Event Engagement: From Sponsorship to Ownership
To maximize visibility and influence, Swiss institutions should evolve their approach to events from passive participation to active ownership. While sponsoring major conferences like the DC Finance summit is a valuable tactic, a more aggressive strategy yields greater returns.
The actionable strategy I propose is to move up the value chain by proposing to co-host an exclusive, invitation-only event with a major media partner like Calcalist or Globes. An event titled “The Calcalist & Global Investment Summit” immediately positions the bank as a convener of influential leaders and a central node in the ecosystem, rather than just another participant. This provides unparalleled branding, curated networking with top-tier clients, and a wealth of proprietary content that can fuel the thought leadership strategy for months.
| Strategic Pillar | Tactic | Target Channel(s) | Key Message Focus | Key Performance Indicators (KPIs) |
| Build Local Credibility | Hire a high-profile “Local Champion” as Country Head/Senior Advisor. | Globes, TheMarker, Calcalist, Times of Israel | “We are committed to Israel for the long term, with local leadership that understands your world.” | Tier-1 media interviews with new hire; number of C-level meetings secured; positive analyst commentary. |
| Establish Thought Leadership | Publish localized white papers; secure bylined articles and media commentary. | Financial press (print & online); bank’s own digital channels; LinkedIn. | “We bring global expertise with a deep understanding of the specific challenges and opportunities facing Israeli wealth.” | Number of media mentions/quotes; op-ed placements; white paper downloads; lead generation from content. |
| Address Historical Trust Deficit | Launch a forward-looking “Legacy Initiative” (e.g., Fintech scholarship fund, social impact accelerator). | University partners; tech media (CTech); national news; philanthropic journals. | “We are investing in Israel’s future, empowering the next generation of innovators and leaders.” | Positive media coverage of the initiative; engagement from academic/tech communities; brand sentiment analysis. |
| Drive High-Impact Engagement | Co-host an exclusive summit with a major media partner. | Direct invitation to UHNWIs & Family Offices; coverage in partner media (Calcalist, etc.). | “We are at the center of the conversation, connecting Israel’s leaders with global opportunities.” | C-level attendance at event; quality of new relationships established; media value of co-branded coverage. |
Conclusion: From Service Provider to Trusted Partner
My analysis is clear: the immense opportunity in the Israeli wealth market is matched only by the complexity of its reputational and media landscape. A strategy based solely on the global brand prestige and legacy of Swiss banking is not only insufficient but is likely destined to underperform. The historical narrative, combined with the unique, tech-driven nature of modern Israeli wealth, demands a more sophisticated approach.
The path to success requires a fundamental shift in mindset and a corresponding shift in public relations, from broadcasting a global message to engaging in a sustained, local dialogue. It means recognizing that in Israel, a brand is not what you say it is; it is what the community, the media, and the key influencers say it is.
By embracing a strategy of deep local integration through a “Local Champion,” demonstrating undeniable value through content-driven thought leadership, proactively addressing the past by investing in the future via a “Legacy Initiative,” and owning the conversation through high-impact events, a Swiss institution can achieve the ultimate competitive advantage. It can transcend the ghosts of history and the transactional nature of finance to earn the enduring trust of Israel’s most successful families and entrepreneurs, becoming not just their bank, but their indispensable partner.