The Chief Operating Officer Community

Our members are banking and asset management COOs operating at regional and global levels

In banking, they represent Markets, Banking, and Securities Services at business, CIB, and Group levels. These COOs act as in-business, right-hand executives to the CEO, managing first-line strategy, transformation, regulatory oversight, controls, product development, sales, trading business management, and in-business innovation and change.

Our member COOs differ from a COO focused solely on Operations and Technology.

Engagement Opportunities

Our COO community meets quarterly, with global and/or regional COOs attending roundtable dinners in London and New York, hosted by iCOOC members. These dinners, attended by 10–20 COOs, provide opportunities for enhanced networking and discussions on market-wide, non-proprietary challenges. Dinner protocols include leaving mobiles at the door, with all debates conducted under the Chatham House Rule.

Globally, we also coordinate COO Cluster Calls, where 4–6 global COOs participate in virtual meetings. Each call has a COO advocate and sponsor. Additionally, we host quarterly COO Recess Innovation Dinners in New York and London.

Depending on the agenda, meetings may focus on specific business topics or include buy- and sell-side participation. In 2025, discussions will align broadly with the following themes:

Understanding the role of the COO

Every COO’s role is unique, yet they face common challenges and responsibilities, such as:

  • Increasing efficiency within business operations
  • Staying within budget while meeting investor demands
  • Realizing cost savings and future business benefits
  • Enhancing the performance and agility of business and operational functions
  • Demonstrating leadership and fostering a culture of loyalty, performance, and innovation
  • Improving financial metrics and governance
  • Upholding ethical standards, especially regarding control and regulatory compliance
  • Strategic planning and fostering alignment within the leadership team
  • Attracting, hiring, training, and retaining talented professionals

COOs must master operational excellence and resilience while driving and executing the business strategy.

A Dichotomy in the Role

COOs face a dual focus:

1. Managing immediate operational performance to ensure optimal results.

2. Shaping long-term strategy, leveraging their unique position to engage with the board on key issues, such as:

  • Discussing business performance and strategic decision-making.
  • Driving operational innovation and embracing new technologies.
  • Transforming and aligning operations front to back.
  • Realizing efficiencies and standardization.

The main challenge is finding the balance to showcase their strategic value. COOs often feel confined to the “operational trenches,” but they thrive on fresh challenges and the opportunity to collaborate across diverse functions.

Shifting Perceptions

COOs must challenge the perception that their role is primarily about “keeping the lights on.” Instead, they should demonstrate their strategic contributions and ability to “move the needle” on business performance. By engaging with nearly every function, COOs can:

  • Identify interdependencies and integrate activities across the business.
  • Break down silos, both functional and geographical.
  • Combine assets to drive efficiencies and transfer best practices.

Shaping the Industry Together

While responsibilities vary between organizations, all COOs carry the heavy burden of shaping key components of their company and collectively, the industry. This is best achieved by collaborating with internal leadership and through the International COO Community, peers across the industry.

For further information and in the first instance, please contact Maurice Evlyn-Bufton, CEO: