A Quote by Baiju Bhatt
We want to say in unambiguous terms that we're a different type of financial services company.
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At Travelers, we were much more opportunistic. It was very successful, but it wasn't an integrated financial services company. We had a property casualty company, a life company, a brokerage company. We were a financial conglomerate. It wasn't a unified, coordinated strategy of any sort. When it merged with Citi, that became a big issue; Citi, at that time, wasn't yet a fully integrated, coordinated company.
By any measure, CapitalSource outperformed both our direct competitors and the financial services industry in general, particularly in the context of the near collapse of the financial services industry where 19 of the 20 largest financial institutions in the country either failed or were bailed out by the government.
Coming to the growth potential in financial services, there is enough data to show that, usually, financial services grow about twice or two and a half times of what the economy, the GDP growth rates.
The amazing thing about IBM is that it's a company where I have had 10 different careers - local jobs, global jobs, technology jobs, industry jobs, financial services, insurance, start-ups, big scale. The network of talent around you is phenomenal.
I'm a believer. I'm one of the few standing before you today from a large financial services company that has not given up on digital currencies.
We believe digital payments are making financial services more universally affordable, accessible and, therefore, have the opportunity to drive financial inclusion and financial health for billions worldwide.
Financial inclusion matters not only because it promotes growth, but because it helps ensure prosperity is widely shared. Access to financial services plays a critical role in lifting people out of poverty, in empowering women, and in helping governments deliver services to their people.
If you look across a 30-year career in the company, I've executed in a wide arrange of environments. In financial services all around the world, in industrial businesses, and in the acquisition and strategy work.
I have been an organizer and then activist and a legislator, all of that. But then there's this big gap after I advanced in Congress and ended up as the ranking member of financial services committee. It took me into the financial services issues and Wall Street and Dodd Frank. And it took me away from the things that I did years ago.
I want Britain to be the home of successful competitive and stable financial services.
The financial crisis of 2008 created a seismic shift in the dynamics of trust in financial services. FinTech would have happened without the global financial crisis - but it would have taken much longer.
Most governments want their citizens to be part of the financial system, to be productive citizens as a result of having access to be able to manage and move money in a seamless way. But the traditional financial services infrastructure is not designed to handle that because, predominantly, it's an expensive infrastructure.
No one can say that democratizing financial services is bad. It is good for communities, countries, the global economy, and educational progress.
I've been fortunate enough to experience financial success on a large scale through both my music career and my many business ventures. With this type of financial success comes financial responsibility.
Software is inherently complicated. If you say to somebody I want an airline reservation system, to really say what you want in terms of overbooking and fares, and different airlines communicating with each or schedule changes, it's immensely complex. And so you can't write a program that's any simpler than that full specification.
Atheist is really ?a thoroughly honest, unambiguous term,? it admits of no paltering and of no evasion, and the need of the world, now as ever, is for clear - cut issues and unambiguous speech.
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