The questions candidates actually ask.

No. The network is not restricted to holders of a federal certificate or diploma. Your authorisation level determines what you may handle alone: routine production, year-end closing, tax and professional validation correspond to distinct authorisations, obtained through internal training and certification. What you are not yet authorised to do can be produced or validated by the network.

Yes, that is one of the intended profiles. In that case you run the office and build the client base while technical production is largely handled by the network, then brought in-house as your authorisations progress. The entry diagnosis exists precisely to calibrate that split.

Deployment is progressive. The network never presents a location as operational when it is not: each region carries its actual status (available, in pilot, rolling out, planned). An application in a region that has not opened yet is still worth making; it is handled in the order of deployment.

Yes. The franchisee keeps their company, their staff, their organisation and their local relationships. The franchisor owns the brand and the infrastructure; it takes no stake in your company.

The franchisee. The client signs with the franchisee, the franchisee invoices, and they keep their client base. Data remains exportable and leaving the network is organised contractually. The network’s central prospect database, by contrast, remains the franchisor’s property, and allocated prospects follow transparent rules.

Yes. You set your prices and invoice your clients directly. The network provides benchmarks and standardised offerings, particularly for advisory work, but does not set your fees.

That is a point to address in the diagnosis. Several arrangements are possible depending on how long your brand has existed and how well known it is locally. They do not have the same consequences for use of the network label and must be settled before signing.

Yes, building a saleable asset is one of the model’s objectives. The network supports valuation, finding a trained successor and the handover. The conditions for approving a successor are set out in the franchise agreement.

Exit is organised: return and full export of your data, portability, and an end to use of the network’s brand and tools. Your clients remain your clients. The precise terms are in the agreement.

No, and this is an explicit principle of the model: the service centre must not be artificially compulsory. You receive all the tools and methods to produce independently, and you must be able to be profitable without buying production from the network.

Automation is deterministic: it applies explicit rules, logs its decisions and isolates exceptions instead of guessing at them. Every step that carries professional responsibility requires human validation, traced and dated.

An authorised professional. If a question exceeds the office’s authorisation level, it is escalated to a technical reference in the centre of expertise. The answer is documented and filed.

Productivity results and knowledge engine evaluations are published only with their methodology: type of mandate, number of documents, configuration time, review time, measurement protocol and date. Until that methodology is published, the result is presented on this website as not yet documented.

The model rests on an entry fee, a 2 % royalty on revenue and optional services billed on use. The entry fee is adapted to the level of support, the location and the candidate’s project; its amount is not published on this website until it is definitively fixed. It appears in the franchise pack.

The royalty represents 2 % of revenue excluding VAT generated under the brand. It covers use of the brand, the standard system and its updates, the CRM, the client portal, the Hub, the knowledge engine, standard support, documentation, collective continuing education, network management, standard commercial tools, quality standards, access to the network and shared development.

All production and infrastructure services ordered on demand: Scan Center, bookkeeping production, reconciliation, VAT, payroll, year-end closing, tax returns, reviews, expertise, rush handling, offices, registered address, mail handling, specific campaigns, qualified appointments, exceptional storage and large migrations.

Because a low variable royalty aligns franchisor and franchisee without weighing on the profitability of a practice that is just starting. The franchisor then earns from the services actually used, which forces it to make them useful rather than compulsory.

It is a private assistant specialised in Swiss fiduciary practice. It researches, explains, cites its sources, flags missing information, proposes checks and states its confidence level. Every answer follows a fixed format and ends, where necessary, with escalation to a human specialist. It makes no decisions.

No. No client data is sent to a public AI or used to train an external model. The production chain is not driven by an external generative AI: it rests on structured, documented rules.

In Switzerland. Data is stored, operated and administered in Switzerland, and support is provided from Switzerland. We go no further than that wording: broader claims such as “100 % Swiss” will only be used once fully proven.

The network guarantee covers taking on critical deadlines, temporary cover by a network professional, the client’s access to another contact, continuity of mandatory cycles such as payroll and VAT, and takeover of files by an authorised third party.

The model is built on that principle. You keep your company, your client base, your invoicing, your pricing, your staff and your local relationships. What you adopt is a method, a system and quality standards.

Yes. The network supports opportunity sourcing, valuation, due diligence, financing, file migration, taking over client relationships and supporting the seller. The aim is to acquire the portfolio without carrying forward the organisation that made it barely profitable.

It depends on volume, on the state of the files and on how far standardisation can go. The entry diagnosis produces a migration plan costed in time, mandate by mandate, before any commitment. We do not publish a generic duration: it would be meaningless.