A working outline for the corporate and investment banking director group in New York. Built from our conversation with Janine Travers and Cindy Wang on August 18. This is a draft to react to, and it will be shaped with your team before anything is finalized.
Roughly 40 IB and corporate banking directors in New York. They sit between the analysts they run and the MDs they report to, carrying client relationships, deal execution, and team leadership at the same time.
Directors need a visible path forward and a reason to build it at CIBC.
Client influence, difficult conversations, and presence with senior stakeholders.
Practical fluency, applied to how directors and their teams actually work.
Underneath all three: connectivity and enterprise mindset across the bank.
Six months. One program for the whole cohort rather than 40 separate coaching engagements. Three layers.
Exec-tier coaches. 60-minute sessions, 8 to 10 across the six months. Each director chooses their coach from a bench of 7 to 10 profiles that CIBC pre-vets, anchored by Rhys Gwyn and rounded out with senior operators from financial services and client-facing backgrounds. Directors set their own goals, and participation is opt-in.
A kickoff in New York, then three or four group sessions across the program. Working themes: managing the middle, negotiation and client influence, enterprise mindset in practice, and AI for directors.
A competency framework built with CIBC in CIBC's language. Managers involved at kickoff and midpoint. Pre and post measurement, and a portal for the L&D team to see how the whole cohort is moving.
A sample of the bench CIBC would pre-vet from. Each of these coaches spent years inside banks and on trading floors before they started coaching.
More than two decades in investment banking across London and Sydney. Managing Director and co-head of FICC and Equities for Goldman Sachs Australia and New Zealand, then head of Financial Markets for Investec Bank in Australia. Seven years coaching executives and teams, with a Master of Science in Executive Coaching and Organizational Consulting from NYU.
Built her career inside high stakes investing and trading environments, from J.P. Morgan to pre-IPO Robinhood and PayPal Ventures. Coaches senior leaders on decision making under pressure, executive presence, and leading through volatility.
More than 20 years across Fortune 100 companies, financial services, and consulting, including Executive Director at J.P. Morgan and top team performance work at Korn Ferry. Coaches senior executives through complexity, change, and high stakes communication.
Drawn from a bench of 300+ coaches, matched to the cohort and pre-vetted with CIBC before any director chooses.
Three frameworks hold the program together. Each one is built with your team, not handed to you finished.
Defined together during setup, in the language CIBC already uses. The starting point from our conversation: connectivity, enterprise mindset, director effectiveness, and retention. Every coaching goal, cohort session, and measurement maps back to it.
Each director is assessed against the framework at the start and end of the program. Cohort-level movement is reported to L&D. The result is a before-and-after picture of the group, not a stack of anecdotes.
Janine and Cindy get a portal showing enrollment, session activity, themes across the cohort, and competency movement. What any individual director discusses with their coach stays between them. Directors trust the program because the line is clear.
Shape the program together. Walkthrough with L&D, feedback folded in, business sponsor engaged.
Align on the final shape before CIBC's fiscal year closes.
Launch with the new fiscal year. Kickoff in New York.
Pricing is scoped to the program design: the size of the cohort, the coaching arc for each director, and the cohort session series. We will bring full commercials to the walkthrough, sized to the final shape of the program.