How UBS Became Home to Half the World’s Billionaires
By Elisa Martinuzzi and Joel Weber | October 3, 2017
Photographs by Kalpesh Lathigra
The CEO of UBS, Sergio
Ermotti, is a trader at heart. Yet the most recent chapter of his career begins
with the investment banker overhauling an investment bank. It’s 2011, and he’s
just been named interim chief executive officer of a Swiss bank that’s no longer
quite so secretive, that’s still reeling from the financial crisis, and that’s
been tarnished by a rogue trader’s $2.3 billion loss.
Ermotti quickly embarked
on a Matterhorn-size strategic shift that downplayed the company’s investment
banking and asset management efforts to focus on building the world’s largest
wealth manager. The resulting stability and credibility has made UBS Group AG
such a model that investors now value the bank at a premium to its European
rivals, several of which have attempted to deploy versions of Ermotti’s
playbook. Asked if there’s a limit to how big UBS can grow from an assets
perspective, Ermotti says, “If I look at the size of some of our
asset-management competitors, it doesn’t look like it.” In two recent
interviews, Ermotti discussed his strategic vision, the role technology will
play in shrinking the bank over the next decade, and a regulatory landscape so
inhospitable that it’s like “they’re living on a different planet”—which could
someday even mean the Swiss bank reconsiders its Swissness.
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