Bernd Thiemann
|
Not until the Grosvenor House ball was it obvious the end had come. Rabobank’s London operation, particularly in equities, had been in trouble for months. The redundancies, hiring freezes and strategy reviews had begun in autumn 1998. Head of equities Marcus Grubb went shortly before Christmas, to be replaced by the man in charge of Dutch equities. Rampant overspending scuppered the Christmas party. Then Alex von Ungern-Sternberg, head of the investment-banking division, was thrown out too.
Access intelligence that drives action
To unlock this research, enter your email to log in or enquire about access
