Former global head of equity capital markets at Bank of America and now MD at Seda Experts recounts a boss who once scolded a colleague for strolling through an airport after a Zurich pitch. The anecdote illustrates a long‑standing belief in investment banking that constant urgency signals competence. That mindset resurfaces as the FT examines the leadership style of Vis Raghavan, Citigroup’s head of banking.

Raghavan’s tenure at JPMorgan was marked by a hard‑charging approach that some colleagues praised and others decried as abrasive. Citi defended him as a “proven leader with a well‑earned track record for driving results,” while critics argue his methods perpetuate a toxic culture. The clash underscores how senior bankers balance pressure with employee morale in a profit‑driven environment.

The FT piece warns that pressure alone does not guarantee better deal flow; unchecked intensity can spur attrition and short‑term wins at the cost of long‑term franchise health. Firms that tolerate bullying risk eroding talent pipelines, while measured rigor can sharpen pitches and protect market share. Ultimately, banks must judge when drive translates into sustainable performance rather than collateral damage.