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28. April 2026

Francesco Ceccato, CEO of Barclays Europe, on Banking, AI and What It Takes

You worked at Lazard, GE Capital, Bear Stearns and J.P. Morgan before taking over as CEO of Barclays Europe in 2020, alone in a Dublin apartment during lockdown. What did that experience teach you about leadership that no textbook could? The main lesson I would call out is that it was clearly a time when you had to be extremely resilient. You had to take the tasks you faced every day as the motivation to keep going despite the adverse circumstances. Banking is a very social job: you deal with colleagues, you work alongside them, and you improve both your
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« The Future Belongs to Those Who Partner Well » – Dr. Ian Roberts about the intersection of technology and business

You’ve spent many years working at the intersection of technology and entrepreneurship. What originally sparked your fascination with innovation? I’m an engineer by background. What has always fascinated me is not technology per se, but what technology can allow us to do. That fascination is very different from many people in the technical sector. They are often obsessed with technology for the sake of technology. If your interest is instead what technology can enable, then you quickly understand that
30. März 2026

Finance & Economics

Entrepreneurship

Die Kulturfrage des Unternehmertums – Dr. Florian Heinemann über die deutsche Start-up-Szene

Herr Heinemann, Sie haben in Ihrer Karriere sowohl in dynamischen Start-ups als auch in etablierten Unternehmen Führungsverantwortung übernommen. Wie hat sich Ihrer Meinung nach das Führungsverständnis in der Start-up-Szene in den letzten Jahren entwickelt?  Ich glaube, im Start-up-Bereich hat sich – trotz des technologischen Fortschritts – prinzipiell nicht allzu viel am Kern verändert. Als ich in den späten 1990er und frühen 2000er Jahren in diesem Umfeld anfing, dominierte ein relativ partizipatives Führungsmodell, bei dem es in erster Linie darum ging,
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