Alter Domus Malta CEO Przemyslaw Koger: ‘A CEO is like a coach’

Building on over a decade of growth at Alter Domus Malta, Przemyslaw Koger, known as PK, champions a leadership philosophy rooted in empowerment and trust. As the company navigates increasing automation and regulatory complexity in professional services, Przemyslaw focuses on giving his teams meaningful work while positioning Malta as a key player in Alter Domus’ international expansion.

When Przemyslaw Koger moved from his role at Alter Domus London to Alter Domus Malta eight years ago, he was not parachuted into leadership. Instead, he grew into the role steadily, building relationships and learning the business from the ground up. Today, as Country Executive and CEO overseeing 200 employees, he frames his role by drawing a parallel with football: “A CEO is like a coach: your team has a few superstars, an essential goalkeeper and some rookie players – your job is to forge them into one team.”

The analogy reveals much about Przemyslaw’s approach to leadership. Having transitioned from a commercial client relationship role to CEO around three years ago, he understands that success requires more than technical expertise. “Being a CEO obviously entails the financial element of running the business and ensuring we generate revenues and profits,” he explains, “but operations and human resources are also crucial. The human element underpins it all – you must recruit the right people and empower them to make certain decisions.”

The choice to relocate from London to Malta was equally purposeful. “If I don’t move now, I will stay in London and might never try a new country,” Przemyslaw recalls thinking at the time. “I like being challenged, and I was ready for the next chapter.” The move proved strategic: about a third of Alter Domus Malta’s work originates from the UK, and his London networks have been instrumental in channelling business to the island. Under his watch, the office in Malta has grown significantly, now reaching over 200 employees.

The company’s growth is anchored in a leadership style centred on trust and empowerment – a marked shift from top-down models of the past. “The world has evolved. Now it’s about giving people opportunities, involving them and setting clear KPIs,” Przemyslaw says. Putting theory into practice, he often opens priority meetings by handing the floor to his senior team: “We begin with a blank page and I ask, ‘What do you think? What would you do?’”

From that cultural base, the business story follows. Alter Domus Malta has come a long way since its establishment in 2010. The company was among the first professional services providers in Malta to position itself as an Alternative Investment Fund Managers Directive (AIFMD)-compliant depositary following the directive’s implementation in July 2013. Today, it serves some of the largest alternative-asset clients in Malta, providing specialised co-sourcing and depositary services.

“The Malta office was always a prominent one in our network,” Przemyslaw notes, and the client base has evolved accordingly. “We’ve increasingly been onboarding high-profile, international and sophisticated clients that value quality,” he shares. These clients appreciate watertight processes, comprehensive insurance cover and the ability to work across multiple jurisdictions. “We’re like an extension of their team,” he adds.

The quality-over-quantity shift is deliberate. Alter Domus now focuses on clients who view the firm as a partner rather than merely a services provider. “We want good-quality clients who work with us as a true collaborator. They need to be people we can grow with – who fit well with our premium brand,” he emphasises. This selective approach has paid off, attracting a more international clientele that values things being done properly.

Investments in technology and automation have reinforced that positioning. “Our clients are very interested in live data,” Przemyslaw remarks. “A few years ago, an investor would have a PDF statement of their fund. Now we’re moving to dashboards and interactive data sharing with our clients.” This evolution mirrors broader industry trends in which instant access to information has become the expectation rather than the exception.

On the challenges side, Przemyslaw points to twin pressures in the alternative investment sector: talent retention and regulatory burden. “Getting qualified individuals in the door is a challenge,” he admits. “The new generation is very mobile; they’re not so attached to the brand, particularly because there are more global opportunities for them.”

In response, Alter Domus Malta has invested heavily in creating an attractive workplace. “We are committed to Malta, and we’re making our office an inviting place to be,” he says, adding that there needs to be something that draws people in and makes it appealing to work there. Beyond perks, the company offers structured career progression, continuous mentoring and opportunities for international mobility across the group’s 40-plus offices.

Regulation presents another significant challenge. “The EU has become heavily regulated,” Przemyslaw acknowledges. “Sometimes it takes time to move forward or onboard clients quickly.” For non-EU clients in particular, compliance requirements can be bewildering. “When explaining to a US client that they need to share passport details for compliance reasons, their first response is often, ‘Why do you need that?’”

Despite these pressures, Alter Domus maintains its position through robust controls and a conservative risk appetite. “As one of the largest providers on the island, we are closely monitored by the Regulator and must maintain strict compliance,” he reveals. To this end, the company’s systems and workflows require multiple reviews with clear authority levels, forming an infrastructure that ensures minimal risk of error.

On the technology front, artificial intelligence (AI) and automation are transforming the industry. “AI helps with data analysis. You can extract data very quickly,” Przemyslaw notes. “The basics can be done by robots, but the human element is still crucial in making trickier decisions.” He predicts that within five years most of the accounting and investor reporting tasks will be automated, with people focusing on final reviews and finding new strategies and solutions for clients.

Looking ahead, Przemyslaw expects steady growth rather than explosive expansion for Alter Domus Malta. “We are no longer a startup like 10 years ago when every client counted,” he reflects. “Now our name is known and we already have a large market share.” For Malta specifically, he anticipates continued recruitment, aiming to reach 250 employees. “Growth, however, will be selective,” he emphasises. “It needs to make sense from a risk and compliance point of view.”

In addition, the appointment of Charlotte Hogg as Global CEO signals a new phase for the group. Coming from Visa, she brings a vision of increased automation and global connectivity. “The idea is to become more global and more automated,” Przemyslaw highlights. “We want our service delivery to be seamless and instant.”

Meanwhile, global tax harmonisation is reshaping the competitive landscape. “In the past, clients would set up internationally to get the best tax outcome. That trend is gone,” Przemyslaw says. The focus has shifted to quality of work, speed and robust IT solutions. “Clients want security through the best systems that protect against fraud and phishing. That is how they will be making their decisions.”

Alter Domus’ focus remains on balancing technological advancement with human empowerment. “Succeed at Speed” and “Adapt with Authority” are not just corporate values; they are the principles guiding Alter Domus Malta through an industry in transformation.

This article is part of the serialisation of 50 interviews featured in MaltaCEOs 2026 – the sister brand to MaltaCEOs.mt and an annual high-end publication bringing together some of the country’s most influential business leaders.