Leading through uncertainty to grow a global business

“Do what you can in a day and don’t look too far forward,” advised Martin Gilbert, Global Chairman of Revolut, as he participated in a fireside chat at Bayes Business School about his experiences of success, challenges and lessons from leading and growing financial services firms.

In a discussion chaired by Dr Robin Bagchi, Visiting Professor at Bayes, Martin described the importance of remaining calm and resilient during pressure points, and maintaining a positive workplace atmosphere in an industry that commonly comes under review from investors, regulators and the media.

“Cover up people’s weaknesses and let them show their strengths”

As well as being resolute to satisfy high stakeholder demands, Martin highlighted the positive impacts of delegation and confident decision-making – both on leaders themselves and those working alongside them. Failure to delegate, he said, is an obstacle to scaling operations, attracting clients and growing a business. Decision-making, meanwhile, whether ultimately right or wrong, is important for providing direction and avoiding organisational stagnation.

Reflecting on experiences of growing Aberdeen Asset Management and building a strong and empowered team, Martin stressed the importance of visibility and having a presence at the heart of an organisation. He provided his own example of having the furthest desk from the lift in an office so that he could pass people in person and see them face to face.

“Build relationships before you need them”

Leading a high profile, global organisation naturally generates greater attention. Martin explained that building positive relationships with media and regulatory bodies, and speaking with them regularly, can act as a crucial defence against negative publicity if issues do occur, as well as a positive opportunity to drive awareness of industry trends.

He also described the benefits of artificial intelligence (AI) in building customer care platforms across global networks in different time zones, offering words of advice to audience members contemplating a leadership journey of their own – “it is better to try and fail than to not try at all.”

A Q&A with an audience of students, academics, alumni and practitioners followed, exploring topics on the role of a chairperson, employee ownership behaviours and motivation, along with topical questions on senior decision-making with reference to the Chancellor’s upcoming Budget.

The event was introduced by Amanda Goodall, Professor of Leadership at Bayes.

Professor Goodall said the evening offered a rare opportunity to get a first-hand glimpse into the work of a successful leader:

“Effective leadership requires a selection of both soft and hard skills. Not only must the best leaders develop and motivate people, but they should be champions in their field with knowledge to drive companies and sectors forward.

“Martin Gilbert is one of just a few people who can say they’ve transformed a small investment firm into a global powerhouse, successfully navigating economic turbulence and crises along the way.

“It was very insightful to hear about his fintech leadership journey and expertise, which will no doubt inspire many who were in attendance this evening. Our thanks go to Martin and Robin for delivering such an interesting and entertaining discussion.”

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