| Jos ter Avest, Head of global private banking, ABN Amro Being able to retain staff Satisfying and engaging clients Building local relationships |
|
|
Olivier Coenon, Head of development, BNP Paribas Private Bank Client segmentation A comprehensive list of offerings Capacity to invest in new business opportunities |
|
|
Damian Kozlowski, CEO, Citigroup Private Bank A focus on structuring solutions and top-tier advice – not product manufacturing |
|
|
Sarah Deaves, CEO, Coutts UK Understanding your clients Developing a solid relationship with your clients Great staff geared to client service |
|
|
Jeremy Marshall, CEO private banking, Credit Suisse UK Living or dying by private banking It shouldn’t be a peripheral business Investment performance Breeding talent |
|
|
Rob ten Heggeler, Chief executive of global private banking, Fortis MeesPierson Great service Commitment Being in it for the long-term is essential |
|
|
Clive Bannister, CEO group private banking, HSBC Private Bank Having the right team in place Having a wholly open-architecture approach Having a parent company with integrity and calibre |
|
|
Philippe Damas, Head of ING Private Banking People, people and people Products are necessary, IT... |
Access intelligence that drives action
To unlock this research, enter your email to log in or enquire about access
