For its first ICON cover story, the magazine features Ömer Tetik, CEO of Banca Transilvania, in a conversation about the man behind the role. It is a portrait of a CEO who, according to the magazine, has humanized the banking world in Romania through his nature and actions: natural, open, and always close to people.
Being a CEO is a constant transformation. The greatest pressure comes from the responsibility of making decisions in a rapidly changing economic environment. Equally challenging is the temptation to be in multiple places at once. What helps me is my personality, staying grounded in reality, and, ultimately, the time I spend with my children, which puts everything into perspective.
Ömer Tetik
THE CEO AS A PERSON
Focus: clarity, pressure, balance, personal growth
On the limitations that the role helped him see:
The role of CEO forces you to confront your own limitations. I’ve learned that, no matter how much I plan, I can’t control everything. In a large organization, you have to accept that you don’t have all the answers and give your team room to operate. There are also limits to time and energy, so it’s important to manage both as effectively as possible. But there are also limits that make you better—it may sound paradoxical, but it’s true. Because once you acknowledge them, you become more efficient; you see exactly what matters. You stop running in all directions, you stop trying to solve everything on your own, and you see more clearly what is urgent and what is important.
About personal habits that help you rise to the occasion:
Exercise gives me the energy I need to keep up with my pace. Reading opens up new perspectives for me, and talking with people keeps me grounded. Clarity comes from the combination of energy, information, and dialogue.
On the value of moments of doubt:
I make decisions that affect many people. Doubt is healthy; it forces you to ask questions, to verify, and to seek out facts. It keeps you grounded and helps you think critically. It creates space for dialogue and, at the same time, is a sign of maturity.
Who or what helps him stay grounded in reality:
I’m curious, pragmatic, and connected to people and ideas; I enjoy listening, understanding, asking questions, and staying up to date on the latest developments—from an interesting trend to a book that can change your perspective. My children also help me a great deal; through them, I rediscover the world all over again, every single time.
VALUES AND RESPONSIBILITY
Focus: ethics, trust, impact, social role
What are the values you never compromise on, no matter the circumstances?
Integrity, respect, and a sense of responsibility—both personally and professionally. These are principles that are non-negotiable.
How are these values reflected in everyday decisions?
They are evident in the way we make decisions and communicate, and in the way we handle challenges.
What is a bank CEO's responsibility to society?
A bank influences how capital flows and how businesses and communities grow. My responsibility is to keep the bank strong, resilient, prudent, and capable of supporting the economy even in difficult times. I would say that, from this perspective, financial stability is a public service.
What role does trust play in the relationship between the bank and its customers?
It’s vital. Essentially, people entrust their money to us. And a bank that people trust becomes a part of their lives.
How is a financial institution’s credibility built—and how is it lost?
It is built through consistency in decision-making, transparency, results, and how you handle crises and challenges. But, just like trust in people, credibility in institutions can be lost quite quickly. That is why it is essential to have a solid foundation—so that, in difficult times, people continue to believe in you.
Are there right decisions that are unpopular in the short term?
Yes—these are the decisions where you choose caution over rapid growth, where you opt for something that has a better long-term impact rather than immediate results. My role is to make decisions that protect the bank, investors, customers, and, of course, the team.
What sense of responsibility do you feel toward future generations?
I think it’s both a professional and a personal matter. As the CEO of a bank that is part of the lives of millions of people and plays such an important role in the economy, I believe that every major decision also has implications for future generations. It’s a kind of legacy. I don’t view “future generations” as something theoretical or abstract—they are the children who use BT Pay Kiddo, who get their first card at BT, and who are colleagues just starting out. My three children help me better understand how the new generations think and what they want. For me, they are a constant reminder that today’s decisions must be made with tomorrow in mind.
What legacy would you like to leave behind as a leader?
It’s the way the company and its people continue to grow and make a real difference in people’s lives. Personally, I’d like people to remember that I led with respect, passion, and responsibility. That I made decisions that helped them grow, both as team members and as part of the bank.
DECISIONS AT THE TOP
Focus: decision-making, pressure, loneliness, strategy
What are the decisions that can never be delegated?
Those related to the company’s direction and ultimate responsibility. These always remain with the CEO—both because they are inherent to the CEO’s role and because, if delegated, they could undermine the organization’s coherence and unity.
How do you handle the pressure of making decisions that have a major impact on the economy?
At BT, the main financier of the Romanian economy, I know that certain decisions can influence lending, investments, and the banking system, which is why I manage them with great discipline. I analyze the impact, consider multiple scenarios, and consult with teams across the bank—precisely to ensure that decisions are not made in isolation. When it comes to government decisions that affect the economy, the situation is different because we don’t control the direction, but rather the consequences. We adapt quickly, analyzing the impact on customers, costs, and the stability of the banking system; we engage in dialogue with the authorities and maintain our balance.
How lonely is the role of CEO, really?
It is and isn’t a solitary role. The loneliness stems from the nature of the responsibility, not from a lack of people around you. You discuss, analyze, and seek advice, but the final decision rests with you, as CEO. It is a form of loneliness unique to leadership. Moreover, not all dilemmas can be shared, and the pressure is, after all, deeply personal.
How do you publicly take responsibility for a decision that didn't produce the desired result?
I believe it is an act of responsibility. A CEO cannot control all variables, but can control how they respond. If I find myself in this situation, I acknowledge the reality, explain the context, adjust the course, and, of course, if necessary, take personal responsibility.
What was the hardest decision of your career?
The hardest decisions are always the ones that involve people. Whether we’re talking about reorganizations, changes in direction, or quick decisions during times of crisis, my role is to make them with clarity, empathy, integrity, and courage.
Quick Q&A:
BEYOND THE CEO
What’s the first thing you do before starting your workday?
I start with my morning coffee, followed by a shake while I read the news.
One item that’s always on my desk?
A notebook and a pen. I can’t concentrate without a pen in my hand.
What does an ideal day off look like?
A homemade breakfast with the kids, a bike ride in the woods, a few hours of relaxation with a book in hand, and a long dinner out with friends.
PERSONAL INFLUENCES
Is there anyone who has influenced you?
My sister, with her kindness and respect for others, and her “endless” strength.
Any advice you received early in your career that turned out to be essential?
Don’t shit your way to the top; you might run into that shit on your way down. (Roberto Marzanati)
What has surprised you the most since becoming CEO?
I’ve managed to stay connected to real life, maintain my friendships, and have a close and very good relationship with my children.
What lesson did you find harder to learn than you would have liked?
Good times lead to bad decisions; only the paranoid survive.
LEADERSHIP, A DIFFERENT PERSPECTIVE
What quality do you value most in the people you work with?
Commitment and openness.
What can’t you tolerate in a team?
A lack of teamwork.
What do you tell yourself when things don’t go according to plan?
It’s what I tell my kids, too: “Don’t give up, try again, and do it even better!”
What’s the question you ask most often during meetings?
What are we taking away from this? What do I need to do?
What do you hope will remain after you're gone, beyond your achievements?
A legendary, solid organization and culture capable of rising to any challenge.
BEYOND THE JOB
What brings you satisfaction?
Positive feedback or a gesture of appreciation.
What do you want people to understand about the role of CEO?
The CEO feels the most pressure. Colleagues, clients, and authorities don’t turn to me when things are going well, but when there are problems or challenges. It’s also the CEO’s job to keep morale high and the strategy on track.
What motivates you when the pressure is really high?
The fact that we have a strong team and I know I’m not alone. I would also add the impact of our work in Romania.
ÖMER THE MAN
Music or silence?
Music, hard rock.
What do you need before becoming a CEO?
Time. Especially time for myself.
What small thing helps you stay calm?
I make light of my troubles and try to keep my spirits up.
What have you discovered about yourself?
When I think I can't go on, I can do even more.
