Andrea Bertocchini from La Française is our Sales Manager of the Month
8 APR, 2026
Andrea Bertocchini has over twenty years of experience in asset management and brings to investors a solid knowledge of real and listed assets, as well as an acute understanding of cross-cultural relations. He began his career with Carmignac in Luxembourg in 2003, before joining Chahine Capital in 2006 as Institutional Sales Manager. In 2010, he joined BNP Paribas Real Estate Investment Management as Business Development Manager - Benelux, Switzerland and UK, acquiring a real estate expertise, a necessary asset for supporting institutional investors’ allocation strategies. Andrea then embarked on a nine-year career with La Francaise, during which he developed the group's business first in Benelux, then in the Nordics and finally in Italy. Before rejoining La Française in 2023, Andrea spent two years with TOBAM as Managing Director, Head of Sales EAFE. Andrea was appointed Branch Manager in 2024.
What first drew you to a career in finance, and which key experiences have shaped how you approach markets and client relationships today?
It was growing up in a banking environment thanks to my father, who spent almost two decades working in the financial sector in Luxembourg that piqued my interest in finance. During my high-school years, many of our family friends were also active in finance, and Luxembourg in the mid-80s to 90s was a truly unique ecosystem, hosting more than 250 international banks at its peak. Being surrounded by that world naturally shaped me from a very young age. I still remember many dinners at home where most of the conversations revolved around clients, markets, and stocks — that was essentially my first informal exposure to the industry.
The key experience that shaped my professional approach came later, during my time at Carmignac in 2001–2002. There, I learned the fundamentals of fund distribution in the Italian market — a fantastic training ground. At that time, we were almost pioneers: selling foreign funds abroad was still quite new and discussing international asset-management companies in another country was far from common practice. That experience strongly influenced the way I look at markets, build client relationships, and understand cross-border business dynamics today.
Looking back to the start of your career, was there a person who inspired you most, and how did their influence shape your professional path?
I have to go back again to my school years in Luxembourg, because without any doubt my father was the person who inspired me the most. His passion, his dedication, and his strong commitment to his work left a deep impression on me. At that time, I may not have fully appreciated it — especially because he was not often at home — but as I grew older and started my first internships, all those memories came back. They helped me understand the value of discipline, professionalism, and responsibility, and they have continued to shape the way I look at my career ever since.
In your view, what truly builds long-term trust with clients in this industry?
Long-term trust in our industry is something that develops over years, through countless meetings, calls, follow-ups and interactions — often after hearing many “No, not now” along the way. What truly matters is staying consistent and genuinely believing in what you do. As salespeople, we are the first image of our company and of the strategies we represent. If we don’t believe in our products, or if we don’t fully understand them, clients will sense it immediately. And let’s be honest: before you and after you, someone from the competition is saying almost the same things to the same client. That’s exactly why the human aspect counts just as much as the quality of the investment solutions you present. Clients don’t trust a brochure — they trust the person standing behind it. Performance can fluctuate, but authenticity, proximity and human connection are what truly build long-term trust in this business.
Which current market assumption do you think deserves more critical scrutiny? Why?
I think the assumption that equity markets can keep rising regardless of economic slowdown or tighter financial conditions deserves more scrutiny. Valuations in some areas are already high, while earnings growth remains uncertain. In the end, fundamentals always catch up with markets, and I believe this risk is still underestimated.
What opportunities do you see emerging in the Benelux and Nordic regions?
In the Benelux region, we continue to see strong demand for clear and resilient solutions, particularly Article 8/9 sustainable strategies and multi-asset approaches that bring stability in a still-uncertain environment. In the Nordic countries, investors remain highly open to innovation, with strong interest in thematic strategies, climate-transition solutions, and alternative sources of income.
Following the merger within the group in 2024, La Française now has an enhanced ability to support clients across the full spectrum of traditional strategies as well as more technical ones. We benefit from more than a decade of solid track record and strong performance across our core areas of expertise.
Our organisation, built around a multi-expertise model, enables us to cover the entire range of client needs: from traditional equity and fixed income, to flexible strategies, and further into more specialised areas such as real estate, alternatives, private debt, and private equity—where our capabilities are widely recognised by the market as references.
This combination of breadth, long-standing track-records, and specialised know-how allows us to address the expectations of Benelux and Nordic investors effectively, and to fully capture the growth opportunities across both regions.
How do you adapt your strategy when market conditions shift suddenly?
When markets move suddenly, I quickly shift the conversation toward the strategies that fit the new context. The goal is to be reactive and bring clients clear, practical solutions right away.
But honestly, the key — in good or bad markets — is staying close to clients. When the relationship is strong, they know they can rely on you, and you’re the first person they think of when they need help or are looking for a new idea.
Performance goes up and down, but trust lasts. And in difficult moments, that trust is what really makes the difference — both for supporting clients and creating new business opportunities.
What advice would you offer to young sales professionals looking to establish trust and credibility early in their careers?
My advice is simple: be honest, stay humble, and put the client’s interest first. If a strategy isn’t the right fit, say so. That transparency builds trust. Don’t try to shine—focus on listening and bringing clarity. And know your competitors, so you can position your solutions as truly complementary. Performance comes and goes, but credibility and relationships stay.
Looking ahead, how do you see the role of a Sales Manager evolving in the next five years?
I don’t think the core of the Sales Manager’s role will radically change in the next five years — sales will always be about understanding client needs and building strong relationships. What will evolve is the environment around us. Markets will continue to shift faster, and products will become more technical, so the real skill will be the ability to adapt quickly and translate complexity for clients.
AI will definitely play a bigger role in our daily work — supporting analysis, client segmentation, and preparation. But even with more technology, clients will still need the human connection: meeting PMs, talking to salespeople, and feeling understood. The human aspect remains essential in our industry. Technology will support us, but it won’t replace trust and us… I hope!
How do you maintain balance between intense professional demands and personal life?
For me, balance comes from the people around me. I’m lucky to have a family that truly supports the work I do, especially because it involves travelling and often being away. That support makes everything easier.
But I’ve also learned something important over the years: even if I’m not at home every day, what really matters is how I am when I’m there. When I’m with my family, I try to be fully present — not thinking about emails, calls, or deadlines. Even if it’s just 30 minutes, I make sure those 30 minutes belong entirely to them.
I’ve realised that it’s not about counting hours; it’s about the quality of the moments you share. When you give your loved ones the same attention and dedication that you give to clients, the relationship stays strong. And that emotional anchor is what helps you stay balanced, even during the most intense periods at work.
