153: Colm Kelleher, Chairman of UBS & Former President of Morgan Stanley, Discusses Culture, Leadership, Surviving the Great Financial Crisis and UBS Today
Sep 19, 2024
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Colm Kelleher, Chairman of UBS and a pivotal figure in banking, shares insights from a remarkable career including his tenure as President of Morgan Stanley. He discusses the critical lessons learned during the Great Financial Crisis and the intense pressure of leadership during turbulent times. Colm reflects on UBS's recent Credit Suisse acquisition, the essence of banking culture, and the evolving landscape of the financial sector. He also delves into regulatory challenges, the role of large banks amidst fintech disruption, and the strategic future of UBS.
Colm Kelleher emphasizes that a cohesive corporate culture is essential for banks to navigate crises and maintain operational effectiveness.
He highlights the importance of strategic leadership and adapting to technological changes to ensure the competitiveness of banks in the evolving financial landscape.
Deep dives
The Journey of Colin Keller
Colin Keller's background as one of nine children from a close-knit Irish family in England shaped his character and work ethic. He learned to be independent and resourceful early on, developing a sense of grit rather than competing for attention in his busy household. His parents instilled a strong sense of public duty, valuing education and community service, which influenced his career in finance. Keller's journey from an upbringing steeped in Irish culture to becoming the CFO of Morgan Stanley highlights the lessons of resilience and adaptation he embraced throughout his life.
Facing the Financial Crisis
During the financial crisis of 2008, Keller experienced unprecedented stress as CFO of Morgan Stanley, navigating the firm through one of its most critical periods. The cultural strength within Morgan Stanley, paired with a proactive approach from senior management, helped the firm to unite and tackle the challenges instead of succumbing to panic. Keller recounts how teamwork and a focus on their responsibilities allowed them to weather the situation, setting Morgan Stanley apart from its competitors. This experience reinforced his belief in the importance of having a strong, cohesive culture to guide a firm through tumultuous times.
Leadership Dynamics at UBS
Keller's leadership role at UBS involves guiding the bank through its integration with Credit Suisse while maintaining its global reputation. He emphasizes the importance of having a clear strategy and the right leadership team in place to navigate the challenges of merging two major institutions. Understanding the cultural distinctions between the organizations and ensuring a smooth transition will be critical to the future success of UBS. Keller's collaborative relationship with CEO Sergio Ermotti facilitates effective decision-making while keeping the firm's vision aligned with its operational objectives.
The Future of Banking
The banking landscape is evolving with a noticeable trend of polarization between large, powerful institutions and smaller entities struggling to adapt to rapid changes, particularly driven by technology and fintech advancements. Keller notes that regulatory frameworks must evolve to keep pace with these changes, ensuring banks remain relevant and competitive against non-bank financial intermediaries. He believes that as Europe strives to improve its banking structure, cross-border banking rationalization and competitive market regulations will be essential for survival. Ultimately, Keller sees a promising future for robust, well-managed banks as long as they adapt and innovate in a shifting economic landscape.
In an interview we had especially looked forward to, and with the Credit Suisse acquisition behind us, the MMP went to Zurich to talk to Colm Kelleher.
Described as one of the most influential and capable banking executives of the last several decades, he has been dubbed by the FT as 'Europe’s most powerful banker'. As Chairman of the UBS board, he helps manage an organisation with approximately $5.7 trillion in assets, employing 112,000 people.
After discussing the early forces that shaped him, he explains why he realised US banks were better placed to outgun their UK rivals, why he joined Morgan Stanley, and the journey to CFO and President. He discusses the brutal intensity of fighting to keep Morgan Stanley alive from following Lehman, and the emotional scars it left.
Colm describes the attraction of UBS, the preparation that made the Credit Suisse deal work in such an orderly manner as well as the business, the brand, and its position today.
He explains what culture means to him, Europe’s position in financial services, disintermediation, and the likely shape of banking going forward and why banks shouldn’t seek to be entrepreneurial.