1. Michael R. Kirby... DRIVING RESULTS THROUGH STRATEGIC AND OPERATIONAL EXCELLENCE
LINE INFORMATION HERE Accomplished C-level Executive with a history
of achievement at driving global growth of
financial services organizations engaged in
commodity, fixed income and equity trading,
as well as advisory services and lending.
Revenues have reached $2B, while holding
responsibility for as many as 1,700 personnel.
Expert in leading organizational transformation
and change, while maximizing productivity of
human capital, business systems and
processes. US and UK citizenships. MBA,
University of Chicago.
Speaking Personally
Q How would describe your leadership style and what is the key
to motivating and directing global talent?
A. My leadership style is direct and communicative and encourages
challenge, risk taking and decision making with a focus on building a clear
vision, organizational structure and strategy with my team and agreeing
achievable but stretching objectives. This, combined with my team knowing
that I will always back them up, helps me to manage complexity, creates a
sense of purpose and team unity and most importantly buy-in. Talented
individuals are looking for challenges yet expect and deserve autonomy to
deliver results. Delegating authority and creating accountability motivates
staff as they feel they are in control of their own destiny and that others will
be held to the same high standards that they expect of themselves. I am
always on the lookout for finding talent and will never hold anyone back from
a role that will further their career.
Q
A.
How has vast international experience shaped your thinking
on running a business?
I’ve had the privilege of living in New York, London and Hong Kong and to
travel the world doing business in the major financial centers in the US, Latin
America, Europe and Asia-Pacific, including managing the separation and
integration of the most complex banking integration ever undertaken in Asia-
Pacific which spanned 15 countries and 3 acquisition partners. I have gained
invaluable insight into how various cultures look at customers, partners,
measured results and timelines. My international experience has taught me
how to operate in an ambiguous environment where you don’t have all the
answers and subtlety is as important as solutions.
Q What is the secret to executing on strategic plans during
post-merger integration?
A. Establishing a formal communication plan that focuses on delivering staff
clarity regarding organizational structure and the timing of key decisions over
the next several months with a directional view by quarter is critical to
obtaining staff buy-in. Building the integration plan around synergies and in
particular revenue growth synergies enables staff to focus on delivering results
that were promised as a part of the acquisition rather then spending time
creating plan after endless plan.
Q What are the key differences between working with a large
multinational organization and a smaller domestically focused
organization?
A. Within large organizations care must be taken and time must be spent to
understand the organization, how it operates, and to identify the key decision
makers and opinion influencers. The ability to understand and navigate the
organization is often the difference between success and failure. Smaller
companies have fewer resources, tend to be more narrowly focused and
have a more limited understanding of areas beyond their expertise. Working
with smaller organizations is about asking probing questions, keeping them
focused on the core of what they really want to accomplish and helping to
educate them in areas where they have less expertise.
8 Evergreen Avenue • Westport, CT 06880 • (203) 461-1442 • Mikekirby70@hotmail.com