Leadership in Markets today: A conversation with Mandy Wan
Markets in Motion
Co-Head of CIB APAC, International Markets
“I stay grounded by focusing on what supports our clients’ financial objectives and by making informed, data-driven decisions."
Q: How did you get into banking, and what set you on this path?
I started in banking in 2006. During my final year at university, I joined a European bank through a part-time program on the trading floor. After graduation, I was offered a full-time role on the sales desk in Hong Kong. That opportunity shaped the beginning of my career and set everything in motion.
Q: You’re Head of Markets in our APAC region and co-lead the APAC office. How do you begin the day and prepare the team to respond effectively as conditions shift?
We begin each day by reviewing our exposures. With conditions in Asia moving quickly, we closely examine liquidity changes, client sentiment and funding or margin levels that may become important during the session. I work with our senior management team and risk partners to align on what to watch.
We also start the morning with a short review across trading, risk and support teams. Looking at how liquidity moved overnight and whether anything may create new pressures for clients helps us stay ahead of the day. These conversations keep the team aligned before activity increases.
Q: You have worked on trading floors for more than twenty years. What has shaped your approach to fast-moving markets?
I have seen many cycles of market volatility. I stay grounded by focusing on what supports our clients’ financial objectives and by making informed, data-driven decisions.
Q: When a client needs to act quickly, how do you decide what to do?
I confirm what the client wants to achieve and what the data is telling us at that moment. If the pricing window is stable, we move. If waiting will give us a better outcome, we agree the point that will trigger the action. The goal is to keep decisions controlled and informed, that are based on the environment, not the pace.
Q: APAC is large and complex. How do you keep the region connected?
We share information across locations throughout the day. A shift in one market can influence another, so quick readouts between Hong Kong, Singapore and other hubs help us respond together instead of working in separate directions.
Q: You often bring junior colleagues into the flow early. Why is that important?
Our junior colleagues will learn and build judgment by being involved. I ask our junior colleagues to take part in readouts and own parts of the process because the experience helps them grow.
Q: How do you link client support and risk discipline when markets move quickly?
They belong together. Clients rely on clear explanations of pricing, conditions and execution strategy. Internally, the same clarity strengthens our risk management. Both support stronger outcomes.
Q: What remains constant for you across different cycles?
Begin with a shared view. Focus on the indicators that matter. Raise issues early. Communicate clearly. Act deliberately. These practices help teams navigate fast conditions and help clients move forward even when the environment changes quickly.
Q: As your responsibilities have grown, how has your leadership style evolved?
As my mandate has expanded, my leadership style has become more thoughtful and intentional. I have learned a great deal from experience, particularly from mistakes, and I place strong emphasis on continuous learning. As you grow, you see more clearly the value of stepping back, listening carefully and considering the broader context. Finding the balance between urgency and strategic thinking helps ensure decisions are not only responsive in the moment but also aligned with long-term objectives.