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In Asia, three major segments are rapidly being targeted in digital banking: the so-called unbanked populations; mass affluent and wealthy; and small and medium enterprises (SME). Whist unlikely to enter the micro-loans space, Hamers' experience extends beyond end-consumers. He has tried his hand at Germany’s competitive SME market – the «Mittelstand» – and also piloted algorithm-based credit scoring and lending for SMEs in Spain.

What’s more, Hamers joins a bank that is not only equipped with a large tech budget but also one that has already partially embarked on cultural transformation with a greater emphasis on issues such as «passions» or «legacy» rather than just pricing. Lower interest rates, lower expected returns and relatively higher fees (compared to fintechs and passives) will deem this necessary to better compete beyond mere quantitative measures.

Return to Profitability

After taking the top job in 2013, ING returned to profitability under Hamer’s watch and also repaid the Dutch government for the bailout money received during the financial crisis. In an exit statement with his former employer, Hamers highlighted a 20 percent and 70 percent increase in its overall customer base and primary customer base, respectively, 

«I am convinced that the steps we have taken to prepare ING for a digital and mobile future will continue to pay off. In the coming months,» he said.

«This decision has been very hard for me having in mind the many talented and dedicated colleagues and friends I have worked with over the past 29 years. But I am also honored to get the opportunity to lead an established institution like UBS.»