Andreas Athinodorou, CEO of ATG Fund Services and a founding member of the Cyprus Investment Funds Association (CIFA), has played a pivotal role in shaping Cyprus into a trusted European hub for fund services. Drawing on a decade of experience in the UK, he returned to the island with entrepreneurial drive and a vision for industry growth. His journey reflects resilience, instinct and a deep commitment to building lasting structures that continue to inspire the next generation of professionals.

You’ve built your career at the intersection of fund administration, regulation and international finance. What first drew you to this world – and how did your early experiences shape the standards you uphold as a leader today?

I was always drawn to business – I studied it, dreamed of building something of my own, and took every opportunity to gain experience. My years in the UK gave me a strong foundation, but after a decade there I returned to Cyprus. To be honest, it wasn’t entirely by choice – at the time Cyprus was not yet part of the EU, and my circumstances meant I had to come back. Ironically, the world has since flipped: Cyprus is now in the EU while the UK is not. These twists and turns remind me that life and business are full of the unexpected, and that’s what excites me most. Those early years taught me resilience, adaptability and the value of high standards – qualities I carry with me in leadership today.

Managing complex fund structures and regulatory obligations requires not only expertise but composure. What principles guide your decision-making when the stakes are high and the environment uncertain?

For me, it’s always a balance between head and heart. I rely heavily on numbers, calculations and the methodologies we’ve developed – detailed checklists and processes that give us clarity. But there are moments when you cannot rely solely on analysis; you have to trust your instincts, shaped by experience. I’ve discovered that I am comfortable being uncomfortable, and that embracing uncertainty actually energises me. I’m not reckless – I don’t believe in blind risks – but calculated risk-taking is at the heart of any serious business. Without it, nothing truly significant can be achieved.

Cyprus has emerged as a credible European centre for fund services. What do you believe has driven this transformation – and how have you sought to influence the industry’s evolution from within?

It certainly didn’t happen on its own. When I returned to Cyprus, I sensed there was space for the fund sector to grow, but it was clear that effort and collaboration were needed. A group of us came together to push the industry forward, and creating CIFA was a pivotal step in establishing the right structures and standards. I was fortunate to have mentors who guided me in the early stages, and to this day I value the chance to share ideas with experienced colleagues. That exchange of knowledge and shared ambition has been critical in shaping the industry’s development.

Leadership in your field often involves balancing ambition with caution. Can you recall a pivotal moment when this balance was tested – and what it revealed about your approach to responsibility?

One moment stands out clearly. We had an acquisition deal ready for signing – the papers were prepared, the people were gathered, and all that was left was to put pen to paper. Yet something inside me was telling me to stop. I asked for a break, stepped out of the room to clear my mind, and made the difficult decision to withdraw. Within two days, the 2013 banking haircut struck, and that choice saved us from a potentially disastrous outcome. It reinforced my belief in trusting my gut when something feels wrong.
On a day-to-day level, responsibility also means dealing with communication and conflict within a team. I won’t pretend I always handle it perfectly, but over time I’ve learnt to be more open, to reflect, to apologise when I’m wrong, and to approach situations with greater flexibility. That willingness to evolve is part of what leadership demands.

Sustaining excellence in a highly regulated, detail-driven sector takes more than technical skill. How do you personally maintain motivation, clarity and integrity over the long term?

Passion is essential. You have to genuinely love what you do. I don’t really subscribe to the traditional idea of work-life balance, because when you truly enjoy your work, it becomes part of your life in the best possible way. Motivation also comes from seeing the bigger picture – watching how our efforts have shaped an industry to the point where young professionals now choose to return to Cyprus to build their careers here. That shift is hugely rewarding. It tells me we’ve succeeded in creating a platform strong enough to attract and inspire the next generation.

If you were to define your legacy in one idea or belief that shaped your journey and leadership, what would it be – and why does it matter to you?

There’s a beautiful Greek word, meraki, which has no direct translation in English. It means putting your soul, creativity and love into what you do. That’s what I would want my legacy to embody. The foundation we’ve built for future generations of professionals is not just about business success – it’s about doing meaningful work with passion, care and devotion. Knowing that I’ve contributed to something substantial and hopefully left the industry stronger for those who come after us, is what matters most to me.

Interview by Kateryna Bila
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