Charles has extensive experience as a banker and a consultant and is a well-known public commentator on financial services industry issues. Beginning his career with Citibank as a commercial lender, he also worked as a merchant banker with Schroders and Bankers Trust and as a consultant with Mercer Management Consulting and McKinsey & Co. before founding FIC Advisors in 1995.
As banks go through their annual strategic planning exercise, they need to make sure they include a rigorous implementation plan.
While growing in the current environment may not seem easy, it can be achieved if banks are willing to reorganize sales processes, take advantage of Big Data and partner with alternative providers.
Bankers that fall into the 'we’re-all-the-same' trap are setting themselves up for failure, since it is possible for financial institutions to differentiate themselves.
Too many banks these days, in an urge to grow, overlook the basic analytical procedures required when acquiring another institution.
Managers who avoid taking action can leave an institution with underperforming employees who drag down overall results.
Although it seems a thankless task at times, annual strategic planning provides an important driver of future financial results.