April 28, 2026 – From portfolio quality to data centrality, through artificial intelligence and scalable architectures. Credem is evolving its service model for private and upper-affluent clients, continuing the evolution of its wealth management service with Objectway's technological support.

The goal is clear: to strengthen relationships and unlock value for bankers and clients, both in the private and retail segments, as Paolo Magnani, Deputy General Manager of Credem, and Nicola Pepè, Business Development Director of Objectway, explained to AziendaBanca at Objectway's OWIN26 event in Sorrento.

From relationship to value: Credem Group's advanced consulting
For years, the banking group has invested in a service model that combines human and technological relationships, going beyond the simple placement of products to focus on the quality of clients' investment portfolios and overall advisory services.

Credem has therefore developed a customized platform that analyzes customer portfolios daily, integrating advanced metrics and operational suggestions for the banker. This strengthens the relationship and improves the customer's financial awareness . "For us," says Paolo Magnani, Deputy General Manager of Credem, "the relationship is no longer based on the individual product, but on the quality of the portfolio, also leveraging the evolution of the banker's culture. In this sense, AI will be a fundamental accelerator."

An industrial platform for quality investments
The model translates into daily reality through the use of a platform that systematically evaluates each portfolio through structured quality controls: twelve indicators ranging from asset allocation to risk to sustainability, which return a score from 1 to 5 to evaluate the portfolio's level of quality.

Every night, the system reprocesses client positions and produces trading recommendations. The next day, the banker has ready-made proposals available, which they can use directly or adapt based on their knowledge of the client's lifestyle and investment goals.

"Each portfolio is assessed using a highly detailed quality control system," Magnani explains. The banker can start from these recommendations, modify them, or build a completely new proposal, while always maintaining control of the advisory process. This approach allows us to transcend product logic and focus on the overall quality of the portfolio."

Data as the foundation of asset management
At the heart of this service model lies a crucial element: data. However, it must be high-quality, integrated, and governed, especially in a context where customer information is fragmented and dispersed across multiple intermediaries. This is where the limitations of open banking and the potential of open finance with PSD3 emerge. "Today, many clients have multiple banks and struggle to understand the overall risk of their assets," observes Magnani. "Without a true ability to aggregate and interpret data, it becomes difficult to offer comprehensive advice."

The role of technology: the foundations according to Objectway
The challenge is therefore to build an architecture capable of collecting, normalizing, and valorizing large volumes of information, while maintaining high standards of quality and compliance.

And in this process, Objectway's technological contribution plays a key role. The approach is based on three main pillars: data quality, service orchestration, and scalability.

"The foundation is tied to the quality of data, both structured and unstructured, which must be managed and cleaned, including to eliminate redundancies," comments Nicola Pepè, Business Development Director at Objectway. Added to this is the ability to orchestrate services and build a scalable architecture, typically in the cloud. The goal is to shift the focus from the technology itself to the service, creating a flexible ecosystem capable of adapting to evolving consulting models."

New interfaces and GenAI to support the banker
Innovation isn't just about the backend, but also how bankers interact with technology. Objectway is working on conversational interfaces and GenAI tools designed to simplify and enhance daily operations. "We're introducing different interfaces, including conversational ones, that allow advisors to interact with AI and get concrete support. But it's crucial that the tools are reliable: without trust, bankers won't use them," Pepè emphasizes. "In this context, GenAI also plays an important role in storytelling, helping bankers prepare interactions with clients more effectively."

Towards multi-agent models and augmented wealth management
The natural evolution of this path is represented by multi-agent models, in which different intelligent components collaborate to collect and synthesize information, returning it to the banker in a structured form.

"The idea is to build a comprehensive framework: a series of agents that collect data and transform it into ready-to-use insights," Pepè explains. "This reduces manual tasks and allows relationship managers to focus on the relationship. The result is a personalized yet sustainable service, where technology doesn't replace the banker but rather enhances their capabilities."

From experimentation to scale: the real challenge of AI
While the potential is clear, the challenge today is to bring these solutions to full scale. The sector is in a transition phase, where it's necessary to move from experimentation to large-scale adoption. "Artificial intelligence is also starting to impact the investment process, contributing to asset allocation decisions thanks to its ability to process large amounts of information. But today we find ourselves at the most complex stage: transforming experimentation into scalable processes," warns Magnani. "Those who already use AI understand its value, but now we need to truly integrate it into operational models."

Industrialize to release value
The process ultimately leads to a rethinking of the operating model: customization must be combined with industrialized processes to improve efficiency and sustainability. "Innovation also lies in the ability to provide increasingly high-quality consulting and services, simplifying processes and reducing costs," concludes Magnani. "A delicate but necessary balance to build truly advanced consulting: data-driven, scalable, and increasingly relationship-focused."

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