Page 7 - Crossroads: September 2015 | Issue 9

relationship and at every business level through their entire financial life. On the control and support side, we need to integrate if we’re going to be efficient and effective at the high level we need to be. Culturally, the right pieces are in place, and while there’s a natural resis- tance to doing things differently, being successful in this company will mean embrac- ing change and helping the bank deliver on its capabilities.
We have ambitious goals. How are we going to beat our major competitors?
We have natural strengths our competitors don’t. For one thing, we’re part of a global top-ten bank that looks to us as a primary growth engine — and is willing to support and invest in us to fulfill our potential. That’s a unique position. Also, let’s not forget we’re already significant: the Americas generate almost $6 billion in revenue for MUFG. Still, everyone knows we can go a lot farther. Right now, we’re in the second or third inning of a nine-inning game. What’s next will require more hard work — purposeful work. That’s what put us where we are today, with solid footing, and it’ll take us where we want to be. In a prior chapter of my career, I was in an organization with goals similar to ours, but starting much farther behind, and we still made great progress. I’m positive we can do even better with our team here. We’re not writing a new playbook, just executingonbasics: Focusoncustomers and clients, prioritize activities and goals, and build our success one brick at a time.
How is the partnership with Sugu?
It couldn’t be better. We share a fundamental belief that business should be conducted with integrity, open communication, respect, and trust. We each have expertise that the other doesn’t, so we complement each other. Both of us also believe this should be fun, so we find moments to laugh and enjoy.
As you meet colleagues and clients, have there been any surprises?
No surprises, although learning more details naturally reveals greater complexities. So some September 2015
of the challenges I knew existed are a bit bigger than I thought. But so are the opportunities. What motivates me — and excites me more every week — is the fact that the things we can do, and have the resources to do, are big things. Everyone wants the bank to be successful, and people are counting on me to help lead the way. It’s an invigorating burden I’m honored to carry. But I know that talk is cheap. We need action. We need decisions that support execution, that support reporting and accountability, that build the team from entry to management level. We’re hiring both for where we are today and, more important, for where we’re going.
How do you manage work-life balance?
Everyone has their own definition of this. I’ve worked hard and traveled a lot throughout my career. I think the balance evolves over your life as the demands on your time change. I’m lucky — I’ve been married for 35 years and my wife and I have six wonderful children. Three of them live in New York. While certainly there have been stressful times, we’ve managed all the changes as a team. I will say that, espe- cially in the first chapter of this job — when I have so much to learn from our employees, clients, regulators, and colleagues in Tokyo — it’s tough to shut down. Even on vacation. I can’t imagine unplugging for a week. It’s not my nature, I’m old-school. My family knows they’renumberone,andwhentheyneedme, I’m there. But I am 24/7 available for the needs of this business. I am all-in to make this successful for our employees and our shareholder. That is a basic part of the require- ment of the job I have accepted.
I don’t expect that all employees have that same requirement, but when you’re here, I expect 100 percent, acting in the best interests of our colleagues, clients, and shareholder. I also expect all employees will find their own balance, and we will respect whatever that is. There should be no regrets about your commitments to family and friends or other outside interests, and we will support everyone in that regard. CR
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