How CFO became the toughest job in banking

Funding costs are rising and the markets periodically shut down. But regulators want you to raise more and to hold more short-term liquidity that you can’t reinvest at a profit. You don’t know how regulators will classify your risk assets or how much capital they will require you to hold. But it will be more than you have. Raising it will cost more than you can earn as a return on it. Fancy a challenge? Become a CFO. Peter Lee reports.

CFOs ride out the storm

Swimming not drowning?: (l-r) John Cryan, UBS; Chris Lucas, Barclays; John Gerspach, Citigroup; Ruth Porat, Morgan Stanley; Chuck Noski, Bank of America

Swimming not drowning?: (l-r) John Cryan, UBS; Chris Lucas, Barclays; John Gerspach, Citigroup; Ruth Porat, Morgan Stanley; Chuck Noski, Bank of America

THE CHIEF FINANCIAL officer is having a hard life. “I had a couple of weeks of good sleep after the Dodd-Frank Act was passed and then I realized I had to focus on Basle III. I asked my CEO this morning: when does this get easy? And he told me: ‘When you die.

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