With over 5,000 followers on LinkedIn and a new digital strategy underway, the AMAF's Commission for the Promotion of Monaco as a Financial Center is stepping up its momentum. Its president, Nicolas FEIT, has outlined an ambitious and structured vision: to position Monaco as a credible, attractive, and innovative international financial center, serving talent, investors, and the country's image.
The AMAF's communications have reached a milestone with more than 5,000 LinkedIn followers...
This is a first step, and it is symbolic. In recent months, we have changed our pace, our tone and, above all, our ambition. We publish regularly and highlight high-quality, useful and insightful content. As a result, our audience has more than doubled in a short space of time. Above all, we have expanded our circle. Today, a growing proportion of our subscribers are based outside Monaco. It is no longer a tool reserved for the “happy few”; it is a credible, widely followed media outlet that contributes to the reputation of Monaco.
Beyond audience numbers, what is the strategic objective of this communication?
The objective is to promote Monaco's attractiveness as a financial center. This is the guiding principle behind all our actions. But this attractiveness is not just about attracting investors. It also concerns talent, institutions, entrepreneurs, wealthy families, etc. It is based on a much broader ecosystem than the banking sector alone. Monaco must be perceived externally as a secure, professional, stable, and dynamic hub, capable of welcoming ambitious projects, cutting-edge skills, and demanding international clients. This means telling a different story about Monaco: not only as an exceptional place to live, but also as a platform for opportunities and expertise.
How does this vision fit in with the other players involved in promoting Monaco's attractiveness?
This is a key point. The AMAF's communication cannot work in isolation. It is aligned with the Government, the Monaco Economic Board, the Tourism and Convention Authority, the Monaco Private Label, and all those working to promote Monaco's image internationally. Our role is complementary. We are the voice of finance and its specific characteristics: its level of security, its regulatory framework, the quality of the services provided, and the expertise of the professionals who work there. We also contribute to collective education: for example, explaining the remediation process after being placed on the gray list, or highlighting the compliance and transparency efforts that make Monaco a serious player.
Is this ambition to expand internationally realistic in the face of giants such as Dubai and Singapore?
It is realistic, provided we play to our strengths and differentiate ourselves. Monaco will never be a huge center. But it can be an agile, specialized center, recognized for its excellence.
There is a Monegasque DNA, made up of quality, confidentiality, and responsiveness. These are assets that are highly valued by international clients. However, we must remain clear-headed: competition is intense. Our competitors are deploying significant resources in communication, innovation, and services. It is up to us to move upmarket, increase our visibility, and improve our consistency in order to remain attractive in the long term.
What kind of talent is interested in Monaco today?
They are still mainly European, for reasons of cultural and geographical proximity. But we need to go further. If we want to enrich our skill mix and attract international profiles and experts from other areas, the Monaco brand must shine beyond the continent. It's a question of balance and projection. Talented individuals, like investors, want meaningful destinations that offer both an exceptional lifestyle and real professional challenges. That's exactly what we need to embody.
What is the role of the members of the promotion committee in this dynamic?
It is key. My role as president is to instill energy and vision, but also a level of expectation. We must collectively realize that communication is strategic. It is not a cosmetic showcase. It is a lever for positioning, differentiation, and influence. This requires a strong commitment: producing quality content, being consistent in our messages, and working hand in hand with other partners in the area. And even if we are sometimes competitors in certain markets, we must know how to cooperate to serve the general interest of Monaco.
What are the next areas of development?
The new version of the website is about to go live. This was essential: our tools were no longer up to international standards. The site will be a modern, user-friendly showcase for our members, foreign partners, and potential investors. But this is only one step. Other projects are underway, always with a focus on innovation, modernization, and visibility. The goal is not to make noise for the sake of making noise, but to build a solid, lasting reputation that makes Monaco a benchmark, not only for its prestige, but also for its rigor, competence, and relevance in the financial world.
