WEBVTT - Jane Fraser

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<v Speaker 1>A major trailblazer in the financial service system is Jane Fraser.

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<v Speaker 1>Two years ago, she became the CEO of City and

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<v Speaker 1>in doing so, became the first woman to had a

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<v Speaker 1>major money center bank. Today, City and other major banks

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<v Speaker 1>in the United States are facing challenges to the banking system.

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<v Speaker 1>I sat down with Jane Fraser recently to talk about

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<v Speaker 1>these and other challenges. Anything new in the banking world.

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<v Speaker 1>It's been a quiet week, quiet week, David, So so

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<v Speaker 1>let's talk about what has been going on. Let's start

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<v Speaker 1>with the Easy Ones Silicon Valley Bank. What went wrong there? Well,

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<v Speaker 1>before we dive into that, I've worked in financial markets

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<v Speaker 1>all around the world, and I have to say we're

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<v Speaker 1>very lucky in America. This is the best financial system

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<v Speaker 1>in the world. It is the end factivally okay, but

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<v Speaker 1>despite it being the best, we have some problems time

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<v Speaker 1>to time. Yeah, but they're they're isolated problems. So when

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<v Speaker 1>you when you look at it, the financial systems is

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<v Speaker 1>broadest deep here as competitive. We've bought some large banks

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<v Speaker 1>that are well capitalized and a source of strength. At

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<v Speaker 1>the moment, we have medium sized banks, regional banks, and

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<v Speaker 1>buy a large they are equally well capitalized, serving their

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<v Speaker 1>communities play an important part in the banking system. This

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<v Speaker 1>is quite isolated, okay, but people are still interested in

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<v Speaker 1>hearing about it. So, so your bank is well capitalized.

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<v Speaker 1>Your bank, I should have said, as a bank with

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<v Speaker 1>about two hundred and thirty thousand employers and about an

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<v Speaker 1>eighty five billion dollar market capitalization. So your bank is

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<v Speaker 1>in good shape. And your bank is the fourth biggest

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<v Speaker 1>bank in the United States, that right, JP, Morgan Bank

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<v Speaker 1>of America, Wells Fargo, and then City. There is a

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<v Speaker 1>bank on the West coast called Silicon Valley Bank, or

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<v Speaker 1>there was a bank there not as well capitalized. I

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<v Speaker 1>mean that the regulator is not under seeing what was

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<v Speaker 1>going on, or are people in the banking where are

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<v Speaker 1>people like you? Were you surprised by what happened. So

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<v Speaker 1>you had a combination of two pieces. You've had the

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<v Speaker 1>macro and some idiosyncratic and factors around Silicon Valley Bank,

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<v Speaker 1>but then you also had the impact accelerated by social

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<v Speaker 1>media of what went down and the rates curve and

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<v Speaker 1>the increase in rates that's been most we've seen the

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<v Speaker 1>fastest and the steepest in forty years. So there's a

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<v Speaker 1>bit of pain that comes from that. Secondly, you did

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<v Speaker 1>have idiosyncratic factors I think is the polite British way

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<v Speaker 1>of describing them in Silicon Valley Bank. So as all

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<v Speaker 1>this played out, you saw some pretty serious holes in

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<v Speaker 1>their balance sheet management, and they had a very concentrated

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<v Speaker 1>client base, and that client base ended up burning cash

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<v Speaker 1>much faster than anticipated, and they ended up wanting to

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<v Speaker 1>raise capital and it went down pretty quick. In the

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<v Speaker 1>Greater Session in seven o eight or so, the US

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<v Speaker 1>government passed TARP legislation, and under the TARP legislation, large

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<v Speaker 1>amounts of capital were injected into banks, including City and

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<v Speaker 1>effectively that meant that the shareholders, the creditors, and the

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<v Speaker 1>depositors were all protected. This time around Silicon Valley Bank,

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<v Speaker 1>was only the depositors work protected or were decision made

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<v Speaker 1>by the bide administration others over the weekend. Do you

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<v Speaker 1>think that was the right decision to protect only the

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<v Speaker 1>depositors and say goodbye to the shareholders and goodbye to

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<v Speaker 1>the creditors. I think it's very important to protect the

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<v Speaker 1>depositors right now. The banking system everywhere around the world

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<v Speaker 1>depends on confidence, and that confidence has to be in

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<v Speaker 1>the safety and security of deposits. So in terms of

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<v Speaker 1>the most important job here they did the most important job,

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<v Speaker 1>which is making sure the depositors will whole. So in

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<v Speaker 1>the old days when there were bank runs, used to

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<v Speaker 1>see people lined up outside the street and get their

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<v Speaker 1>money out. Now you're just on your iPhone or whatever

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<v Speaker 1>phone you have, you can take your money out. So

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<v Speaker 1>money moved so quickly was at a factor as well.

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<v Speaker 1>And having the money get out of a bank so

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<v Speaker 1>quickly on the weight and line, you can just do

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<v Speaker 1>it over there. It is a complete game changer from

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<v Speaker 1>what we've seen before. David, You're absolutely right. There were

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<v Speaker 1>a couple of tweets and then this thing went down

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<v Speaker 1>much faster than has appened in history. And frankly, I

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<v Speaker 1>think the regulators did a good job in responding very quickly,

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<v Speaker 1>because normally you have longer to respond to this, so

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<v Speaker 1>they acted with quite a lot of speak even how

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<v Speaker 1>quickly this happened. So some people say you have a

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<v Speaker 1>moral hazard when you protect people. So by protecting all

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<v Speaker 1>the depositors in Silicon Valley Bank, the implication was that

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<v Speaker 1>if somebody else has a problem, will protect them and

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<v Speaker 1>so forth, And so the two hundred and fifty thousand

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<v Speaker 1>dollars limit is meaningless more or less? Or do you

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<v Speaker 1>think the federals are and the Secretary of Treasurers saying

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<v Speaker 1>we're not going to protect every depositor or we're going

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<v Speaker 1>to protect certain depositors. I don't think they need to

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<v Speaker 1>go out right now because the banking system is pretty sound,

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<v Speaker 1>and we're talking about a few banks. We had it

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<v Speaker 1>from the Chairman pal today. This is not something that

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<v Speaker 1>is spread across the entire banking system. Isn't like it

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<v Speaker 1>was last time. This is not a credit crisis. This

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<v Speaker 1>is a situation where it's a few banks that have

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<v Speaker 1>some problems and it's better to make sure that we

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<v Speaker 1>nip that in the bud. Not to pick on the

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<v Speaker 1>West Coast, but there's another West Coast bank, First Republic Bank,

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<v Speaker 1>which is around the country but based in San Francisco,

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<v Speaker 1>and they've had some problems and they've had gigantic declining

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<v Speaker 1>their market value and so forth. Do you expect that

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<v Speaker 1>somebody will bail them out or buy them? Well, I'm

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<v Speaker 1>not going to comment in depth on First Republic because

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<v Speaker 1>they are actively working through the challenges that they're facing

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<v Speaker 1>right now. What you saw last week was a number

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<v Speaker 1>of the large banks eleven of us got together to

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<v Speaker 1>put a large capital or deposit injection into them to

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<v Speaker 1>how by the time to make sure that they could

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<v Speaker 1>come up with the right solution for the restructuring that's needed.

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<v Speaker 1>So the large banks and others put in roughly thirty

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<v Speaker 1>billion dollars of the past. So I think you put

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<v Speaker 1>in roughly five billion or something like that. So how

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<v Speaker 1>did that happen? It Jamie Diamond call you up and

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<v Speaker 1>say you have five billion dollars you don't really need

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<v Speaker 1>and you can put it in. The first republican is

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<v Speaker 1>that you have to go to your board to say

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<v Speaker 1>I need to get five billion dollars somewhere. I mean,

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<v Speaker 1>how or how do you make that decision? And was

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<v Speaker 1>it you just say that, Jamie, I'll call you back,

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<v Speaker 1>I'll think about it, or how does that work? So

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<v Speaker 1>what are the great things about this? Was actually that

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<v Speaker 1>the banks did all come back together. Because you think

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<v Speaker 1>of it, we're all pretty We usually try and kill

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<v Speaker 1>each other in different deals that we're trying to do,

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<v Speaker 1>so there's a lot of competition between us. But in

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<v Speaker 1>this instance, this is one where yeah, we're in a

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<v Speaker 1>strong position. We want to stop what could have been

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<v Speaker 1>a problem. And we all know when there is a

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<v Speaker 1>confidence crisis, the logic that takes over, isn't it necessary?

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<v Speaker 1>Really rational? So we wanted to go and help protect

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<v Speaker 1>the system. It's in the interests to do so. So

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<v Speaker 1>despite this being quite a divisive environment that we're all

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<v Speaker 1>operating in, this is an instance of the bank's coming

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<v Speaker 1>together and saying, okay, what can we do here to

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<v Speaker 1>support a system that we have confidence in? And you

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<v Speaker 1>don't put five billion dollars into the system through the

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<v Speaker 1>generosity of your own heart. You do it because you

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<v Speaker 1>have confidence in the system itself. You expect to get

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<v Speaker 1>their money back eventually. Yes, okay, So Jamie Diamond is

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<v Speaker 1>a great banker. I think he's been the head of

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<v Speaker 1>Japan Worker for seventeen years something like that. Jamie Diamond

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<v Speaker 1>well regarded. But why do you think it is the

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<v Speaker 1>case that he's calling around and doing this and not

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<v Speaker 1>the Secretary Treasury, the Chairman of the Federal Reserved, the

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<v Speaker 1>head of the FDIC. Why is it a non government

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<v Speaker 1>person is doing this. I want to thought a government

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<v Speaker 1>person would do this. David, Why do you think that

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<v Speaker 1>Janet wasn't calling around doing it? Do you believe everything

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<v Speaker 1>you read in the newspapers? Tis because when people and

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<v Speaker 1>who do something good, they usually have the press know

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<v Speaker 1>about it. So but maybe she was going round. I'm

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<v Speaker 1>sure she was. But Jamie seems to be getting all

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<v Speaker 1>the credit if credit is the right word, or is

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<v Speaker 1>that not fair to give him the credit? Oh? I

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<v Speaker 1>Jamie played a role. I think we all played a role,

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<v Speaker 1>and so did There was a very active discussion over

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<v Speaker 1>that weekend. Which city consider buying First Republic or you're

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<v Speaker 1>not interested in No, you're not buying? Okay, another bank,

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<v Speaker 1>but Credit Swiss. Credit Swiss seemed to dissolve very very quickly.

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<v Speaker 1>Were you surprised at how quickly that bank kind of

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<v Speaker 1>went away? After about one hundred years of being around.

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<v Speaker 1>So the nice thing, we're about three or four banks

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<v Speaker 1>out of the thousands that are here in the States

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<v Speaker 1>and the rest of it. So let's put that in perspective.

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<v Speaker 1>So Credit Suis. I don't think anyone was falling off

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<v Speaker 1>their chair. The Credit Suis ultimately ended up where it did.

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<v Speaker 1>It was really a question of time. It's been a

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<v Speaker 1>troubled institution for a long time. Those of you who

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<v Speaker 1>don't know it, it's a very global bank in Swiss.

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<v Speaker 1>It's got a very strong operation in Switzerland, good wealth

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<v Speaker 1>management in Asia, investment bank here in the States and

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<v Speaker 1>around the world. But it's had a lot of issues.

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<v Speaker 1>It's had a lot of management instability, It's had a

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<v Speaker 1>number of different crises and things that have hit it. Well.

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<v Speaker 1>Credit Swiss has some great private bankers and they have

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<v Speaker 1>some great clients. Are the city bankers calling up at

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<v Speaker 1>Credit Swiss former employees and saying you should come here

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<v Speaker 1>now or something like that, I think they're calling us

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<v Speaker 1>they are, okay, all right, okay, growing up? What did

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<v Speaker 1>you say wanted to be the CEO of city when

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<v Speaker 1>you're growing up? What did you think? I want to

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<v Speaker 1>be a doctor when I grew up? But I was

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<v Speaker 1>really lousy at biology, So that kind of news that one.

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<v Speaker 1>There's a lot of people who want to go to

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<v Speaker 1>medical school. So okay, you grew up in Edinburgh area, yep?

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<v Speaker 1>I did? And were your parents bankers? No, definitely not so.

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<v Speaker 1>My father was a Scottish accountant, which meant you you're

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<v Speaker 1>not really relying on parental generosity and extra pocket money

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<v Speaker 1>from a scot Tish accountant as a father. So I

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<v Speaker 1>used to earn my pocket money on the golf course

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<v Speaker 1>at Saint Andrew's counting. You would not know it from

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<v Speaker 1>my golf game, but I'm truth's better than mine. So

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<v Speaker 1>you went to Cambridge after you graduated? What did you

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<v Speaker 1>do after I graduate? I joined Golbyn as an analyst.

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<v Speaker 1>That's an easy job to get, an easy job when

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<v Speaker 1>you haven't you don't work more than thirty forty hours

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<v Speaker 1>a week. Yes, yeah, yes, So how many years did

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<v Speaker 1>you do that? So? I worked to Goldman for a

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<v Speaker 1>couple of years and I was I was young when

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<v Speaker 1>I started, and everyone was I was the boring girl

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<v Speaker 1>from Scotland. Everyone else was European, spoke multiple languages and

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<v Speaker 1>was a lot more exotic and interesting than me. So

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<v Speaker 1>after I finished the Annist program, I thought I'd better

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<v Speaker 1>make myself a bit more interesting. So I moved to

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<v Speaker 1>Spain and speak Spanish before I didn't. So now you

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<v Speaker 1>speak Spanish perfect amenty, Well, I know one word, maybe

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<v Speaker 1>see or something like that. I don't ever, but I

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<v Speaker 1>you know, my language skills are very limited, so so

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<v Speaker 1>luckily you have other talents though, which But so you

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<v Speaker 1>do there for a couple of years and then you

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<v Speaker 1>decide to go where America? All right? And where did

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<v Speaker 1>you want to go in America? I did the same again,

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<v Speaker 1>taught my way into Harvard Business School, and I was

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<v Speaker 1>fascinated by the American machine. And if you've spend a

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<v Speaker 1>bit of time in Europe and growing up in the

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<v Speaker 1>you know, the eighties, seventies and eighties, it's fascinating to

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<v Speaker 1>America is just something you want to try and understand

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<v Speaker 1>in the American economy and the American entrepreneurs not someone

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<v Speaker 1>you ever wanted to bet again. So when you went

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<v Speaker 1>to Harvard Business School, you entered in ninety two something

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<v Speaker 1>like that? That's right? Did you entered ninety two? Were

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<v Speaker 1>there are a lot of women in your class, probably

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<v Speaker 1>about twenty four twenty five percent something like that, Yes,

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<v Speaker 1>and enough of us to cause trouble? All right? You

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<v Speaker 1>graduate from Harvard Business School and then you decide to

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<v Speaker 1>go to McKenzie, Yes, I did. And why did you

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<v Speaker 1>want to be a consultant? Well, first of all was

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<v Speaker 1>why didn't Why didn't I go back into banking at

0:12:06.440 --> 0:12:08.640
<v Speaker 1>that time? And I've been in banking in the eighties

0:12:08.679 --> 0:12:12.200
<v Speaker 1>where there weren't many women in banking, unlike the business school,

0:12:13.320 --> 0:12:17.280
<v Speaker 1>they wore suits with very big shoulder pads, and they

0:12:17.280 --> 0:12:21.120
<v Speaker 1>were more scary than the men um You remember that,

0:12:21.200 --> 0:12:24.679
<v Speaker 1>you remember the era. And so when I looked at

0:12:24.800 --> 0:12:30.199
<v Speaker 1>the consulting, particularly McKinsey, I like partnerships. I think partnerships

0:12:30.240 --> 0:12:33.320
<v Speaker 1>are great places to grow up. The apprenticeship models wonderful

0:12:33.920 --> 0:12:39.120
<v Speaker 1>global institution and firm, and also it was quite strategic

0:12:39.800 --> 0:12:41.800
<v Speaker 1>in what they were looking at. It was similar issues

0:12:41.840 --> 0:12:44.319
<v Speaker 1>to M and A at GOUM. But I thought I

0:12:44.320 --> 0:12:47.040
<v Speaker 1>would have a chance of having a family a bit

0:12:47.080 --> 0:12:50.719
<v Speaker 1>more predictability met in the work schedule. So you did

0:12:50.720 --> 0:12:53.439
<v Speaker 1>it for ten years, roughly ten years, and you had

0:12:53.440 --> 0:12:56.720
<v Speaker 1>two children during that time. So you you go to McKinsey,

0:12:56.760 --> 0:12:58.600
<v Speaker 1>you work your way up, you become a partner there

0:12:59.040 --> 0:13:01.920
<v Speaker 1>and you being a partner mckinsi's a great job. Why

0:13:01.960 --> 0:13:05.280
<v Speaker 1>did you decide to leave to go to city. Yeah.

0:13:05.360 --> 0:13:08.000
<v Speaker 1>I became a mum at the same time as I

0:13:08.000 --> 0:13:12.079
<v Speaker 1>became a partner, and I worked part time all the

0:13:12.120 --> 0:13:18.080
<v Speaker 1>way through my partnership years. And McKinsey was fantastic about

0:13:18.080 --> 0:13:21.080
<v Speaker 1>that because I was able to spend time with the

0:13:21.559 --> 0:13:24.719
<v Speaker 1>kids before they went into school, but then when they

0:13:24.760 --> 0:13:27.760
<v Speaker 1>got when they were then at school that I felt like, Okay,

0:13:27.840 --> 0:13:32.520
<v Speaker 1>I can go back full time working again, and I

0:13:32.640 --> 0:13:34.480
<v Speaker 1>you know, I honestly I felt like it was time

0:13:34.520 --> 0:13:36.959
<v Speaker 1>that I could prove that I would I could do it,

0:13:37.080 --> 0:13:39.480
<v Speaker 1>rather than just advice. All right, she went to city

0:13:39.559 --> 0:13:42.400
<v Speaker 1>at the time. Did you think a woman could become

0:13:42.559 --> 0:13:44.640
<v Speaker 1>or would ever become the head of city? I honestly

0:13:44.679 --> 0:13:48.240
<v Speaker 1>never thought about it. It mean, at that point, it's

0:13:48.320 --> 0:13:51.000
<v Speaker 1>a firm that there were quite a few women around

0:13:51.040 --> 0:13:53.640
<v Speaker 1>in I'd been in an environment was always very supportive

0:13:53.679 --> 0:13:56.760
<v Speaker 1>around it and fantastic mele mentors and others, and it

0:13:56.880 --> 0:13:59.240
<v Speaker 1>wasn't It was just never something I thought about. This

0:13:59.280 --> 0:14:02.560
<v Speaker 1>was twenty years ago, so I was just enjoying the

0:14:02.640 --> 0:14:05.200
<v Speaker 1>day job. So you had a series of jobs everyone

0:14:05.240 --> 0:14:07.360
<v Speaker 1>you were the CEO of this division or that division

0:14:07.360 --> 0:14:08.800
<v Speaker 1>and so forth. And one time they asked you to

0:14:08.800 --> 0:14:11.880
<v Speaker 1>move to Latin America to be the CEO of Latin America.

0:14:11.920 --> 0:14:13.200
<v Speaker 1>Did you think that was a dead end, You're going

0:14:13.280 --> 0:14:14.800
<v Speaker 1>to move to Latin America get out of the way

0:14:14.800 --> 0:14:16.560
<v Speaker 1>of the succession, or did you think that was a

0:14:16.600 --> 0:14:20.120
<v Speaker 1>way to get promoted. It was a big turnaround role.

0:14:20.520 --> 0:14:22.080
<v Speaker 1>And it's one of those ones you say if I

0:14:22.120 --> 0:14:25.440
<v Speaker 1>did a good job, then that was going to put

0:14:25.480 --> 0:14:28.600
<v Speaker 1>me in good position for bigger, bigger opportunities head And

0:14:28.640 --> 0:14:31.160
<v Speaker 1>if I did a bad job, then you know, so

0:14:31.320 --> 0:14:33.520
<v Speaker 1>be it. You wouldn't you weren't afraid they would forget you.

0:14:33.640 --> 0:14:36.160
<v Speaker 1>You're down in Brazil or something, and you weren't afraid

0:14:36.160 --> 0:14:39.200
<v Speaker 1>they would forget you and everything like that. Okay, so

0:14:39.240 --> 0:14:41.320
<v Speaker 1>you did a good job, you come back and you're

0:14:41.360 --> 0:14:43.560
<v Speaker 1>the head of the Global Consumer Bank. What is that

0:14:43.680 --> 0:14:48.040
<v Speaker 1>Global Consumer Bank in City? So that that's retail banking.

0:14:48.160 --> 0:14:50.520
<v Speaker 1>That's a credit card, which I believe you are a

0:14:50.560 --> 0:14:53.600
<v Speaker 1>proud owner of a City credit card. David, I am

0:14:53.720 --> 0:14:57.040
<v Speaker 1>I have that in here. I can't. I'm getting I

0:14:57.040 --> 0:14:59.360
<v Speaker 1>don't have enough frequent Flyer miles on it, though I'm

0:14:59.400 --> 0:15:01.760
<v Speaker 1>trying to. You told me I'm not qualified for my

0:15:01.880 --> 0:15:04.120
<v Speaker 1>frequent fire miles. But yeah, you've got the wrong card.

0:15:04.520 --> 0:15:07.280
<v Speaker 1>Is it a it? Is this the best credit card

0:15:07.320 --> 0:15:12.640
<v Speaker 1>you can get? So, David, you have the one with

0:15:12.720 --> 0:15:18.200
<v Speaker 1>our wonderful partner of American Airlines and they yours is black.

0:15:18.240 --> 0:15:21.800
<v Speaker 1>I can mind which is better. You've got to ask

0:15:21.840 --> 0:15:25.320
<v Speaker 1>for it, David. Okay, all right, Well, although I suspect

0:15:25.320 --> 0:15:27.320
<v Speaker 1>you may not be flying quite as much on the

0:15:27.400 --> 0:15:33.720
<v Speaker 1>commercial airlines. Currently, many CEOs are under pressure to take

0:15:33.840 --> 0:15:38.560
<v Speaker 1>positions on public policy matters, So positions are on voting

0:15:38.680 --> 0:15:42.720
<v Speaker 1>rights or or um climate change. So where do you

0:15:42.760 --> 0:15:45.480
<v Speaker 1>think CEO should be getting in the middle of talking

0:15:45.520 --> 0:15:47.560
<v Speaker 1>about those kind of things or do you try to

0:15:47.600 --> 0:15:51.880
<v Speaker 1>not do that when they matter to your business model? Um,

0:15:52.000 --> 0:15:55.680
<v Speaker 1>and when they're important for progress. UM. If you're a bank,

0:15:55.760 --> 0:15:58.480
<v Speaker 1>you care a little about economic growth and progress around

0:15:58.520 --> 0:16:01.360
<v Speaker 1>the world, So yes, we will speak out on that. Also,

0:16:01.360 --> 0:16:04.320
<v Speaker 1>if it's very important to our people the communities that

0:16:04.360 --> 0:16:06.880
<v Speaker 1>we're in, it will be topics we'll talk about. We

0:16:06.960 --> 0:16:10.960
<v Speaker 1>don't view that as being political, but it's about what

0:16:11.000 --> 0:16:14.040
<v Speaker 1>do we stand for as a bank? Now, what about diversity,

0:16:14.200 --> 0:16:16.960
<v Speaker 1>equity and inclusion. What are you doing to make sure

0:16:17.120 --> 0:16:20.560
<v Speaker 1>you have other diversity standards met in the bank? It's

0:16:20.720 --> 0:16:22.800
<v Speaker 1>it's a really important part of the bank because I

0:16:22.800 --> 0:16:27.320
<v Speaker 1>think because we've got people from everywhere who work at

0:16:27.400 --> 0:16:30.440
<v Speaker 1>City and they want to work for an American enterprise.

0:16:31.240 --> 0:16:36.600
<v Speaker 1>It's a real compelling point of the bank in attracting

0:16:36.680 --> 0:16:41.520
<v Speaker 1>talent from all over the world for City. My predecessor

0:16:41.880 --> 0:16:44.400
<v Speaker 1>really was very focused on making sure that we had

0:16:44.440 --> 0:16:47.840
<v Speaker 1>strong diversity of all types in the bank, and we

0:16:47.920 --> 0:16:52.560
<v Speaker 1>worked out that radical transparency is very, very valuable. So

0:16:52.600 --> 0:16:57.360
<v Speaker 1>we put out three year targets on representation and we

0:16:58.200 --> 0:17:02.440
<v Speaker 1>disclose those every close exactly what they are. The targets

0:17:02.480 --> 0:17:05.959
<v Speaker 1>we have on both recruiting and in retention and in

0:17:06.119 --> 0:17:10.360
<v Speaker 1>promoting or in everybody's schoolcard. And we also have pay equity,

0:17:10.720 --> 0:17:13.720
<v Speaker 1>so every single year we measure you have a third

0:17:13.760 --> 0:17:17.480
<v Speaker 1>party come in and make sure that every woman is

0:17:17.520 --> 0:17:20.480
<v Speaker 1>paid exactly the same as a man in the same

0:17:20.560 --> 0:17:23.520
<v Speaker 1>job performing at the same level. When did you realize

0:17:23.600 --> 0:17:26.280
<v Speaker 1>for the first time I could be or you could

0:17:26.280 --> 0:17:28.600
<v Speaker 1>be the CEO of the bank. I mean, you know,

0:17:28.720 --> 0:17:30.080
<v Speaker 1>there are a lot of people. You have two hundred

0:17:30.080 --> 0:17:32.399
<v Speaker 1>and thirty thousand employees, a lot of them want to

0:17:32.400 --> 0:17:34.639
<v Speaker 1>be When did you realize for the first time you

0:17:34.960 --> 0:17:38.160
<v Speaker 1>had a chance to get that when I was made

0:17:38.240 --> 0:17:41.680
<v Speaker 1>president of the bank. Because up until then you just

0:17:41.760 --> 0:17:44.280
<v Speaker 1>you don't really have a sense. But that was a

0:17:44.359 --> 0:17:49.920
<v Speaker 1>point when Mike and John had a conversation about being

0:17:49.960 --> 0:17:52.880
<v Speaker 1>a likely successor, but no guarantees in life, and I'd

0:17:52.880 --> 0:17:56.320
<v Speaker 1>better do a good job. Okay. So your predecessor was

0:17:56.359 --> 0:18:00.960
<v Speaker 1>Michael Corbett. Yeah, he retired about two years ago. Succeeded him.

0:18:01.040 --> 0:18:03.639
<v Speaker 1>What was the biggest challenge you had in becoming the

0:18:03.720 --> 0:18:09.800
<v Speaker 1>CEO right away? It was COVID, So this was becoming

0:18:09.880 --> 0:18:12.480
<v Speaker 1>CEO during COVID is not the easiest because you know,

0:18:12.680 --> 0:18:15.640
<v Speaker 1>one's used to going around going to different sites, seeing

0:18:15.680 --> 0:18:19.359
<v Speaker 1>our people, seeing our clients in person. And while Zoom

0:18:19.480 --> 0:18:22.240
<v Speaker 1>did an amazing job, it is not the same and

0:18:22.320 --> 0:18:24.920
<v Speaker 1>so I know you have to learn how to lead

0:18:24.960 --> 0:18:28.400
<v Speaker 1>in a different way. Today. City is a bank that

0:18:28.560 --> 0:18:31.640
<v Speaker 1>is announced it's changing its strategy and you now want

0:18:31.640 --> 0:18:35.960
<v Speaker 1>to be a consumer and institutional business bank in the

0:18:36.000 --> 0:18:39.960
<v Speaker 1>United States? Is that right? Yeah, and you're getting out

0:18:39.960 --> 0:18:42.520
<v Speaker 1>of the consumer business outside of the United States. So

0:18:42.560 --> 0:18:44.880
<v Speaker 1>what we've said we are rather than what we're not,

0:18:45.600 --> 0:18:49.560
<v Speaker 1>is that it's a pretty extraordinary bank in its history

0:18:50.640 --> 0:18:55.120
<v Speaker 1>and its presence globally. It's uniquely operate opens the door

0:18:55.160 --> 0:18:57.760
<v Speaker 1>as a bank in a hundred different countries. So the

0:18:58.520 --> 0:19:02.000
<v Speaker 1>City is to be the pre eminent banking partner for

0:19:02.160 --> 0:19:06.040
<v Speaker 1>companies and for investors and for individuals across border needs.

0:19:07.240 --> 0:19:09.880
<v Speaker 1>And that's the vision of the bank. That's the will

0:19:09.920 --> 0:19:15.160
<v Speaker 1>serve that client base as their absolutely critical partner. Hey see,

0:19:15.160 --> 0:19:17.800
<v Speaker 1>you've sold a number of your international consumer businesses and

0:19:17.920 --> 0:19:22.320
<v Speaker 1>you've an Now you're trying to sell your business in Mexico,

0:19:22.440 --> 0:19:25.680
<v Speaker 1>the consumer business business. Who are you going to sell

0:19:25.720 --> 0:19:29.439
<v Speaker 1>that too? Oh, we've been We've been fortunate to have

0:19:29.480 --> 0:19:31.520
<v Speaker 1>a lot of interest there. Look, we looked at we

0:19:31.560 --> 0:19:36.359
<v Speaker 1>looked at a consumer banking and we could see that. Originally,

0:19:36.400 --> 0:19:38.359
<v Speaker 1>the view had been that you would get a lot

0:19:38.400 --> 0:19:41.880
<v Speaker 1>of global scale and consumer banking, and we were very

0:19:41.920 --> 0:19:45.240
<v Speaker 1>strong in a number of different geographies. But the reality

0:19:45.400 --> 0:19:48.320
<v Speaker 1>is you don't get as much scale globally. It's much

0:19:48.320 --> 0:19:51.160
<v Speaker 1>more about local scale and those businesses. So we decided,

0:19:51.400 --> 0:19:53.639
<v Speaker 1>let's focus. We want the bank to be simple. We

0:19:53.720 --> 0:19:56.440
<v Speaker 1>want to be truly excellent or what we do. And

0:19:56.480 --> 0:19:59.280
<v Speaker 1>that's better if you're a more focused bank around for

0:19:59.320 --> 0:20:02.359
<v Speaker 1>your business life. So that's right, that's the path we're on.

0:20:02.640 --> 0:20:06.159
<v Speaker 1>So the bank stock under your predecessors and to some

0:20:06.240 --> 0:20:08.840
<v Speaker 1>eccenter you hasn't really moved in ten years. Is that

0:20:08.920 --> 0:20:12.440
<v Speaker 1>a concern. Well, we're transforming the bank to make sure

0:20:12.480 --> 0:20:15.960
<v Speaker 1>that we're in a very different position. So we're changing

0:20:16.000 --> 0:20:18.119
<v Speaker 1>the strategy of the bank because we talked about and

0:20:18.160 --> 0:20:22.440
<v Speaker 1>that entails selling sixty five thousand employees. It's twenty five

0:20:22.520 --> 0:20:25.280
<v Speaker 1>percent of our employee base, so we can really focus

0:20:25.280 --> 0:20:29.159
<v Speaker 1>and double down on the businesses that makes sense. Two

0:20:29.560 --> 0:20:32.479
<v Speaker 1>thirty thousand you have, you're selling sixty five thousand. Yes,

0:20:32.920 --> 0:20:35.920
<v Speaker 1>While yes, it's a lot, and I think it's under

0:20:35.960 --> 0:20:39.720
<v Speaker 1>the belief that what where we truly excel. We will

0:20:39.760 --> 0:20:45.240
<v Speaker 1>move every single day four trillion dollars of volume for

0:20:45.480 --> 0:20:48.960
<v Speaker 1>five thousand multinational firms and there's no other bank in

0:20:49.000 --> 0:20:52.400
<v Speaker 1>the world that can do that. That's an incredible asset

0:20:52.640 --> 0:20:56.400
<v Speaker 1>for America. It's a strategic asset for the States because

0:20:56.440 --> 0:20:59.960
<v Speaker 1>you'd much rather have American companies operating on an America

0:21:00.040 --> 0:21:03.960
<v Speaker 1>and banking rails and not foreign banking rails, particularly these days.

0:21:04.280 --> 0:21:07.120
<v Speaker 1>So that's what we're focusing the bank around, is that

0:21:07.240 --> 0:21:10.679
<v Speaker 1>client base. And it's a big transformation. David right, This

0:21:10.840 --> 0:21:14.720
<v Speaker 1>is bold. This takes some courage to do. We're making

0:21:14.840 --> 0:21:17.800
<v Speaker 1>really good progress on it, and we're putting a lot

0:21:17.840 --> 0:21:21.800
<v Speaker 1>of investment into modernizing the bank because we've had some

0:21:21.840 --> 0:21:24.840
<v Speaker 1>regulatory orders against us as well, to make sure that

0:21:24.880 --> 0:21:27.720
<v Speaker 1>we make the investments we need to and making sure

0:21:27.760 --> 0:21:32.040
<v Speaker 1>the culture is there of real excellence. But also to

0:21:32.119 --> 0:21:34.760
<v Speaker 1>be a human bank. We've talked about that being important

0:21:35.400 --> 0:21:38.600
<v Speaker 1>or put all of that together. That's a lot of transformations,

0:21:38.640 --> 0:21:41.560
<v Speaker 1>a lot of work, but we're really we're determined around it,

0:21:41.920 --> 0:21:45.280
<v Speaker 1>and we're completely convinced that that puts the bank into

0:21:45.320 --> 0:21:50.040
<v Speaker 1>a different profitability, different return profile and ultimately the benefit

0:21:50.040 --> 0:21:52.760
<v Speaker 1>of our shareholders. Suppose I'm listening to what you say,

0:21:52.760 --> 0:21:56.359
<v Speaker 1>and I say, she's obviously urtic killer, she's committed. Maybe

0:21:56.359 --> 0:21:59.280
<v Speaker 1>I'll myyer stock. You think your stocks are goodbye? Right now? Yes,

0:22:01.560 --> 0:22:04.800
<v Speaker 1>very my buy it. I can get an appreciation of

0:22:04.960 --> 0:22:07.399
<v Speaker 1>some percent I can be happy with you think not

0:22:07.440 --> 0:22:11.679
<v Speaker 1>as good as private equity returns, but good Right for

0:22:11.840 --> 0:22:14.600
<v Speaker 1>young professionals, why should they want to work in a

0:22:14.680 --> 0:22:17.480
<v Speaker 1>large commercial bank. What's the appeal of it? Why if

0:22:17.520 --> 0:22:19.600
<v Speaker 1>somebody gets goes to Harvard Business School, why not go

0:22:19.640 --> 0:22:22.480
<v Speaker 1>to a private equity firm, a hedge firm, one of

0:22:22.480 --> 0:22:28.359
<v Speaker 1>these important organizations. And what's the how do you recruit

0:22:28.400 --> 0:22:30.560
<v Speaker 1>people into place like city? What is it that you

0:22:30.600 --> 0:22:33.720
<v Speaker 1>say is so great about being a commercial banker. America's

0:22:33.760 --> 0:22:36.760
<v Speaker 1>global banks are right in the center of some of

0:22:36.800 --> 0:22:39.880
<v Speaker 1>the biggest challenges that are going on in the world. Geopolitically,

0:22:39.880 --> 0:22:43.640
<v Speaker 1>we get pulled into the conversations we're supporting, we're playing

0:22:43.640 --> 0:22:48.159
<v Speaker 1>a critical role in supporting clients and countries, and you

0:22:48.200 --> 0:22:51.720
<v Speaker 1>get an opportunity to come and work and learn in

0:22:51.760 --> 0:22:55.560
<v Speaker 1>a team environment, in an apprenticeship model on how to

0:22:55.680 --> 0:22:57.720
<v Speaker 1>tackle and solve some of these pieces. What do you

0:22:57.760 --> 0:23:02.159
<v Speaker 1>do for relaxation and to get away from the office

0:23:02.160 --> 0:23:05.960
<v Speaker 1>from time to time? You are a golf or or something. Yeah, look,

0:23:06.440 --> 0:23:09.840
<v Speaker 1>I love spending time with my kids, so um, you know,

0:23:10.119 --> 0:23:12.080
<v Speaker 1>being able a chance to spend some time with them.

0:23:12.119 --> 0:23:14.520
<v Speaker 1>They're less enthusiastic now than they used to be, and

0:23:14.520 --> 0:23:17.200
<v Speaker 1>they're little about that. But I'll take what I get.

0:23:17.600 --> 0:23:19.960
<v Speaker 1>Did they tell him? They tell their friends who you are.

0:23:20.080 --> 0:23:23.440
<v Speaker 1>They don't want to tell. So when I was announced

0:23:23.440 --> 0:23:25.560
<v Speaker 1>the CEO, I knew it was going to happen. I

0:23:25.640 --> 0:23:30.200
<v Speaker 1>called up my duke son and I zip didn't pick

0:23:30.280 --> 0:23:33.760
<v Speaker 1>up as usual, and I said, please call me um,

0:23:33.800 --> 0:23:36.119
<v Speaker 1>and I get it. He didn't pick up. No, No,

0:23:36.119 --> 0:23:39.480
<v Speaker 1>I didn't pick up. He send a mess about I'm busy.

0:23:39.680 --> 0:23:41.880
<v Speaker 1>I said, didn't know. Please, I've got some news. Could

0:23:41.880 --> 0:23:44.720
<v Speaker 1>you could you pick up? And he's like, Mum, I

0:23:44.760 --> 0:23:48.040
<v Speaker 1>mean I'm on zoom calls, I'm you know, I'm really busy,

0:23:48.480 --> 0:23:50.840
<v Speaker 1>and he did not pick up. Did not pick you up.

0:23:50.840 --> 0:23:53.560
<v Speaker 1>I ended up having to text him the next morning,

0:23:53.680 --> 0:23:56.600
<v Speaker 1>but it was going to be announced. And then he

0:23:56.760 --> 0:23:58.360
<v Speaker 1>came back to me at the end of the day

0:23:58.400 --> 0:24:01.719
<v Speaker 1>and said, Mum, you were It was a text message,

0:24:01.720 --> 0:24:03.400
<v Speaker 1>it wasn't a call. I said, Mummy, you know you're

0:24:03.400 --> 0:24:06.560
<v Speaker 1>all lived the news today. Are you important or something?

0:24:06.760 --> 0:24:12.280
<v Speaker 1>Dot dot dot dot dot. Thanks for listening to hear

0:24:12.359 --> 0:24:14.919
<v Speaker 1>more of my interviews. You can subscribe and download my

0:24:14.960 --> 0:24:18.280
<v Speaker 1>podcast on Spotify, Apple, or wherever you listen.