For the first ICON cover story, the magazine spotlights Ömer Tetik, CEO of Banca Transilvania, in a conversation about the person behind the role. It’s a portrait of a CEO who, according to the magazine, has humanized banking in Romania through who he is and how he acts: down-to-earth, open and always close to people.
Being a CEO is a constant process of transformation. The greatest pressure is bearing responsibility for decisions in a rapidly changing economic environment. Just as hard is the temptation to be in several places at once. What helps me is my nature, staying in touch with reality and, ultimately, the time I spend with my children, which puts everything into perspective.
Ömer Tetik
The CEO as a Person
Focus: clarity, pressure, balance, personal growth
On the limits this role has brought to light:
The CEO role puts you face to face with your own limits. I’ve learned that no matter how much I plan, I can’t control everything. In a large organization you have to accept you don’t have all the answers and make room for the team. There are limits of time and energy too, so it’s important to manage both as well as possible. But there are also limits that make you better—it may sound paradoxical, but it’s true. Once you acknowledge them, you become more effective and see clearly what matters. You stop running in all directions, stop trying to fix everything on your own, and see more clearly what’s urgent and what’s important.
On the personal habits that help him meet the demands of the role:
Exercise gives me the energy I need for the pace I keep. Reading opens up new perspectives, and conversations with people are a reality check. Clarity comes from a mix of energy, information and dialogue.
On the usefulness of moments of doubt:
I make decisions that affect a lot of people. Doubt is healthy; it forces you to ask questions, to check, to seek data. It keeps you present, with your feet on the ground, thinking critically. It’s a space for dialogue and, at the same time, a form of maturity.
On who or what helps him stay grounded in reality:
I’m curious, pragmatic and connected to people and ideas; I like to listen, to understand, to ask questions and keep up with what’s new—from an interesting trend to a book that can change your perspective. My children help a great deal too; through them, I rediscover the world each time.
Values and Responsibility
Focus: ethics, trust, impact, social role
Which values will you never compromise on, no matter the context?
Fairness, respect and a responsible approach to risk—both personally and professionally. These are non-negotiable.
How do these values show up in day-to-day decisions?
They show in how we make decisions and communicate, and in how we handle challenges.
What responsibility does a bank CEO have toward society?
A bank shapes how capital flows, how businesses and communities grow. My responsibility is to keep the bank strong, resilient, prudent and able to support the economy even in difficult times. From this perspective, you could say financial stability is a public good.
What role does trust play in the relationship between a bank and its customers?
It’s vital. People literally place their money in our hands. And a bank people trust becomes part of their lives.
How is a financial institution’s credibility built—and lost?
It is built through consistency in decisions, through transparency, results and how you manage crises and challenges. But, like trust in people, an institution’s credibility can be lost quite quickly. That’s why it’s essential to have a solid foundation—so that in difficult moments people continue to trust you.
Are there decisions that are right but, in the short term, unpopular?
Yes—those are the choices where you opt for prudence over fast growth, when you choose something with a better long-term impact instead of immediate results. My role is to make decisions that protect the bank, investors, customers and, of course, the team.
What responsibility do you feel toward future generations?
I think it’s both professional and personal. As the CEO of a bank that is part of the lives of millions of people and plays such an important role in the economy, I believe every major decision also relates to future generations. It’s a kind of legacy. I don’t see “future generations” as something theoretical or abstract—they are the children who use BT Pay Kiddo, who get their first card at BT, and the colleagues at the start of their careers. My three children help me better understand how the new generations think and what they want. For me, they are a constant reminder that today’s decisions must be made with tomorrow in mind.
What legacy would you like to leave as a leader?
It’s about how the company and its people continue to grow and have a real impact on people’s lives. Personally, I’d like people to remember that I led with respect, passion and responsibility. That I made decisions that led to their growth as team members, and to the bank’s growth as well.
Decisions at the Top
Focus: decisions, pressure, solitude, strategy
Which decisions can never be delegated?
Those that concern direction and the company’s ultimate accountability. These always stay with the CEO—both because they are part of the role and because, once transferred, they can affect the organization’s coherence and unity.
How do you handle the pressure of decisions with a major impact on the economy?
At BT, the main financier of the Romanian economy, I know there are decisions that can influence lending, investment and the banking system, which is why I manage them very rigorously. I assess the impact, look at multiple scenarios, and consult with teams across the bank precisely so decisions are not taken in isolation. When it comes to government decisions that influence the economy, it’s different because we don’t control the direction, only the consequences. We adapt quickly, analyzing the impact on customers, on costs and on the stability of the banking system, engaging with the authorities and keeping our balance.
How lonely is the CEO role, really?
It is and it isn’t a solitary role. The solitude comes from the nature of the responsibility, not from a lack of people around you. You discuss, you analyze, you consult—but the final ownership sits with you, as CEO. It’s a form of solitude specific to leadership. And not every dilemma can be shared, while the pressure is, ultimately, very personal.
How do you publicly take responsibility for a decision that didn’t have the desired outcome?
I see it as an act of responsibility. A CEO cannot control every variable, but can control the response. If I’m in that situation, I acknowledge reality, explain the context, adjust course and, if needed, take personal responsibility.
What has been the most difficult decision in your career?
The hardest decisions are always the ones that involve people. Whether we’re talking about reorganizations, changes of direction or quick calls in periods of crisis, my role is to make them with clarity, empathy, integrity and courage.
Rapid-fire questions and answers:
BEYOND THE CEO
What’s the first thing you do before you start your workday?
I start with a morning coffee, followed by a shake while I read the news.
One thing you always have on your desk?
A notebook and a pen. I can’t focus without a pen in my hand.
What does a perfect day off look like?
Breakfast at home with the kids, a bike ride in the woods, a few hours unwinding with a book in hand, and a long dinner out with friends.
PERSONAL INFLUENCES
Someone who has influenced you?
My sister, for her care and respect for people, and her “endless” strength.
A piece of early-career advice that proved essential?
Don’t shit your way up, you may meet that shit when going down. (Roberto Marzanati)
What has surprised you most since becoming CEO?
I’ve managed to stay connected to real life, keep my friendships, and have a very close, very good relationship with my kids.
A lesson you learned the hard way?
Good times breed bad decisions; only the paranoid survive.
LEADERSHIP, PUT DIFFERENTLY
What quality do you value in the people you work with?
Commitment and openness.
What don’t you tolerate in a team?
A lack of collegiality.
What do you tell yourself when things don’t go according to plan?
What I tell my kids: “Don’t give up. Try again, differently and better!”
What question do you ask most often in meetings?
What are we leaving here with? What do I need to do?
What do you hope will endure beyond the results?
An organization and a legendary, resilient culture that can face any challenge.
BEYOND THE TITLE
What brings you satisfaction?
Positive feedback or a gesture of appreciation.
What do you want people to understand about the CEO role?
The CEO is under the greatest pressure. Colleagues, clients and authorities don’t turn to me when things are going well, but when there are issues or challenges. It’s also the CEO who keeps morale high and the strategy intact.
What motivates you when the pressure is very high?
Knowing we have a strong team and that I’m not alone. I’d also add the impact of our work in Romania.
ÖMER THE PERSON
Music or silence?
Music, hard rock.
What do you miss from before you became CEO?
Time. Especially time for myself.
What small thing helps you stay calm?
I make light of setbacks and try to keep my spirits up.
What have you discovered about yourself?
When I think I can’t, I can do more.
