Amid rapidly evolving charitable practices and increasingly complex global challenges, the 2024 – 2025 period proved to be a significant milestone for the Foundation. The growth in hosted funds, diversification of donor profiles and consolidation of partnerships have all contributed to shifting our positioning and operational methods. Alexandra Bilak, the Foundation’s new director general, reflects on the trends that shaped the last two years and shares her priorities. 

We are seeing a rise in collaborative institutional funds hosted under the Foundation. How do you interpret this trend ? 

The trend reflects a profound transformation in the broader context of modern philanthropy. The challenges we face – whether related to climate change, global health or international cooperation – have become global, interdependent and highly complex.

Against this backdrop, it is becoming clear that no single entity can operate effectively in isolation. That fact is driving a growing desire, particularly among foundations, to pool resources, expertise and strategies.

As a result, we are witnessing the growth of joint efforts via institutional funds that rally Swiss and international players around major causes. This shift reflects how philanthropic giving is adapting to an increasingly interconnected world, with collective responses to systemic challenges.

The Foundation’s growth in recent years seems to back up the model of the umbrella foundation. How do you view this growing interest ? 

We are indeed seeing practical proof that the umbrella foundation model works. Today, an increasing number of philanthropists are looking for flexible, efficient, agile solutions without wanting the burden of creating and running their own administrative entity.

The rising demand for our services shows not only that this model is now widely understood but also that it meets a proven need. This is a strong indicator of both its relevance and its ability to carve out a lasting place within the philanthropic landscape.

Today, the Foundation seems to blend strong local roots with international reach. How do you manage to maintain this balance? 

This balance is central to our identity. We are deeply rooted in Geneva and Switzerland, which enables us to remain close to local stakeholders and to concrete needs. At the same time, our operations are distinctly international. The funds we host support projects in numerous countries, covering a vast array of themes. This diversity refl ects the Foundation’s ability to operate effectively, from local to global. It also underscores our integration into Swiss, European and international philanthropic networks, which bolsters our credibility and operational capacity. It is precisely this combination of local grounding and global reach that makes the foundation unique today.

Given the results achieved over the 2024 – 2025 period, what will be the Foundation’s main strategic priorities in the coming years ? 

Our recent performance places us at a pivotal juncture, focusing on consolidation and growth. The challenge for the coming years will be to transform growth into sustainable gains and long-term drivers of change. Within a rapidly shifting philanthropic landscape, the Foundation has a genuine opportunity to further improve its value proposition and establish itself as the premier partner for private and institutional donors.

A priority will be elevating the quality of the support we provide. Beyond acting as a facilitator, we aim to strengthen our role as a strategic partner to philanthropists. Doing so will enable us to build lasting, trust-based relationships while attracting new donor profiles.

Finally, we want to continue positioning the Foundation as a benchmark organisation and a source of inspiration, both in Switzerland and internationally, while actively participating in discussions about sector trends, new models of cooperation and responses to the major challenges of our time.

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