Information checkedInformation unaudited Information geprüft Information ungeprüft A conversation with Toni Hoop

Toni Hoop has been with LLB for over 45 years and, in that time, has not only witnessed the early days of digitalisation but also has many fascinating anecdotes to share. In this interview, he talks about the beginnings without computers, the introduction of Avaloq, and a million-euro transfer that almost went missing.

By Cornelia Zeh

Toni, you started as an apprentice at LLB in 1977. What were the first few weeks like for you?

I have fond memories of that time. I was in a small office with two colleagues – one was responsible for materials management, and the other looked after the ATM cards, which were brand new at the time. After just one week, I was left alone in the office. As an apprentice, I had to manage everything on my own, which was completely normal back then.

How was training like back then compared to today?

We all used to know our colleagues – really everyone knew everyone else. Especially as an apprentice, I had the chance to work in every department, which gave me a very hands-on understanding of the banking business. When we filled out credit advices by hand – with carbon copies, of course – I had to know exactly what I was doing. One mistake meant starting all over again.

Today, most of the work is automated and digitalised, and thanks to IT support, only a few manual tasks remain.

What did you do after your apprenticeship?

At first, I worked at the Eschen branch, where I felt very much at home. But then, while I was on holiday in the Seychelles, I was recruited directly into Payment Services.

On holiday? What happened?

I always took my holidays in January and February. By the end of February, I had usually used up all my annual leave [laughs].

I happened to be in the Seychelles with friends – like almost every year. Of course, without a mobile phone – since they didnʼt exist yet – and since we hadnʼt booked the hotel in advance, no one back home knew exactly where we were. Suddenly, I received a message at the hotel telling me to call Mr Risch at the Liechtensteinische Landesbank. And I thought, oh dear, what sort of trouble have I got myself into, given that my top boss at the time was also called Risch. So I made the call – but it was Wolfgang Risch from Payment Services, offering me a job. I had to think it over briefly, but then I accepted.

And then you stayed loyal to Payment Services.

Yes, but in different roles. Things were constantly changing, and something new came along every few years.

Speaking of change: How do you think LLB has changed over the years?

The bank has grown – back then, we were just over 100 employees. We all knew each other, and sooner or later you ended up working with everyone. And of course, some departments didnʼt even exist yet, such as Compliance or Marketing.

Today, of course, weʼre bigger and I no longer know everyone. From my point of view, everything has also become more hectic. In Eschen, for example, we had a counter full of people, but we could still focus on our work – only a phone call might interrupt us. But now we have emails and chats that constantly pull our attention away. And after a holiday, you have to sift through 150 emails or more just to catch up.

Are there any milestones that have particularly stayed with you?

The introduction of Avaloq in 2011 was certainly a major milestone – although in my view, it was something of a step backwards for Payment Services. We had developed the previous system ourselves, and it was tailored precisely to our needs. Other banks even envied us because we could implement changes quickly, which was no longer so easy with Avaloq.

I was the lead for Payment Services during the Avaloq rollout – but that also meant working 60 or even 70 hours a week. We had to create and run test cases, produce documentation, and conduct training sessions. It was a very intense time, but also an exciting one.

I was the lead for Payment Services during the Avaloq rollout – but that also meant working 60 or even 70 hours a week. We had to create and run test cases, produce documentation, and conduct training sessions. It was a very intense time, but also an exciting one.

Iʼm sure you can also remember one or two things that went wrong?

Oh yes. We once transferred a million-dollar amount to the wrong Indian bank. It took us a week to get the money back. I spent hours on the phone trying to reach the right people, and it gave us quite a few sleepless nights – but we managed it.

Looking back, would you choose to work at a bank again?

No, I donʼt think so. Today, Iʼd be more likely to pursue a career in the health sector, particularly in prevention – something like yoga or meditation. That would interest me more.

I also never thought Iʼd stay at LLB for so long. Many of my colleagues who graduated with me went on to do continuing training. But all I really wanted to do was travel. So I worked to be able to afford those trips.

What advice would you give to young colleagues?

Think for yourselves – donʼt just rely on the internet or your mobile phone. I see it with my own children: without technology, many feel completely lost.