One got the news while traveling in Mexico City; another while attending a sibling’s birthday lunch in Buenos Aires. A third was visiting his mom in Karachi, Pakistan.
These are just some of the places where, last week, members of JPMorgan Chase’s newest class of managing directors answered calls from their bosses telling them they’d done it — earned the promotion that would vault them into the bank’s highest echelon outside the C-suite, and the zenith of their Wall Street careers.
Every year, America’s biggest bank by assets promotes new classes of MDs in business lines spanning tech to asset management. This year, some 227 executives were elevated to MD in the commercial and investment banking division, which generated about $70 billion in revenue last year — almost 40% of the firm’s overall revenue for 2024. That includes 118 MDs in global banking and markets, groups that advise on corporate mergers and facilitate trades for large investors.
Business Insider spoke to five of these new CIB managing directors about how they got the news and their best advice for climbing the ranks. They’re leaders across a range of businesses. One, for instance, is an investment banker specializing in healthcare services. Another is an executive in payments, a segment of CIB that manages cash and transaction services for companies. CEO Jamie Dimon called it out earlier this year, praising the business line for growing its fees “by double digits for the fourth consecutive quarter,” and generating more than $18 billion in revenue throughout 2024.
The MDs talked about a range of issues, from their top workplace habits to the early-career worries young people should stop sweating over. Some shared thoughts that turned more poignant — like the pride of being a Latin American woman and mother who broke through; the youthful déjà vu of reveling in the big news with a parent; and the incurable longing to share the triumph with lost loved ones.
We’ve presented the MDs’ responses in their own words, edited for length and clarity, and organized them alphabetically by last name. Their insights reveal a class of leaders who seem to agree that their newfound prestige comes with greater expectations. As one of the MDs put it succinctly: “It’s so much more than a title.”
Florencia Ardissone
Division: Payments
Role: Customer Insights, Data & Analytics
Location: New York
Where were you when you got the news and how was it delivered?
I was at lunch with my family in Buenos Aires, Argentina, celebrating my sister’s 40th birthday when my manager video called me to share the great news. It gave us yet another wonderful reason to raise a toast.
What does being an MD mean to you?
Becoming a managing director, a senior leader at JPMorgan, is a major accomplishment that I am very proud of, particularly as a Latin American woman and mother living in New York City. It’s a great professional milestone at a very special time in my personal life, as I just had my second baby boy. Recently, however, I’ve lost some dear friends and family members to cancer, including my grandmother and my aunt. I only wish I could celebrate this with them, too.
What’s one attribute you think helped you get ahead at work that some people tend to overlook?
Resilience. In my role, I have the opportunity to simultaneously create, test, and develop multiple products, with each project advancing at its own pace. When challenges arise, it often takes creativity and persistence to find an alternative approach. Instead of getting frustrated or giving up, I focus on finding a viable solution.
How do you manage your time day-to-day? Are there rituals or routines that keep you focused?
My primary goals are to maintain a healthy lifestyle and a positive mindset. I prioritize being a present parent, starting my day with my kids before biking to work. To stay active, I take the stairs, choose healthy meals, practice yoga, and maximize my steps. Professionally, I focus on setting clear, quantifiable goals, minimizing unnecessary meetings, and dedicating time for uninterrupted work. I adhere to mantras such as being genuine, consistent, responsive, and thoughtful, celebrating team successes, and leading by example.
How did you build support internally for this promotion? What did you do to stay on senior leaders’ radar?
Building support internally takes time and involves engaging with different businesses and senior leaders who interact with the products I develop. Ultimately, it’s about understanding your stakeholders, their goals, and how we can better serve our clients. Over time, I’ve built trust and gained exposure to senior managers who know they can rely on me.
What’s something junior people think matters that actually doesn’t?
People often assume that having a large team and many direct reports is crucial for promotion, but that’s not the case. While a big team can sometimes enhance your promotion prospects, the firm is primarily interested in the impact and leadership you demonstrate, rather than the size of your team.
Mei Chang
Division: Global Banking
Role: Healthcare Investment Banking
Location: New York
Where were you when you got the news, and how was it delivered?
I was traveling in Mexico City and received multiple calls from the co-heads of my group and sector — not a bad place to be for a real-time celebration!
What’s one workplace quality you think helped you get ahead that most people overlook?
Anticipation. As a junior banker, you have to get out ahead of requests from deal teams and senior bankers. As a more senior banker, you need to anticipate client needs and industry trends.
How do you manage your time day-to-day? Are there rituals or routines that keep you focused?
After 10 years in the industry, I’ve found that no two days look exactly alike, and part of the key to longevity is remaining nimble. I’m intentional in carving out regular time each week to step back and think “bigger picture” — whether it’s ideas for clients or new industry thought pieces — to ensure I don’t get caught up only in the execution of the day-to-day job. On a personal front, sometimes my days might end with a smoothie and boxing class; other times, the situation might call for a smashburger and fries.
How did you build support internally for this promotion? What did you do to stay on senior leaders’ radar?
Define and gain alignment on your goals, demonstrate progress and success toward those goals, and touch base with key stakeholders regularly.
What’s something junior people think matters that actually doesn’t?
Only keeping your head down and working hard behind the scenes and not also pairing it with active communication and advocacy. While I believe banking is a meritocracy, meaning hard work is critical, relationship building is how we grow our external business — so it makes sense that that is how people succeed internally too.
Shakir Iqbal
Division: Sales
Role: Cash Equity Sales
Location: Dubai
Where were you when you got the news, and how was it delivered?
I was actually in Karachi, Pakistan, visiting my mother for Eid holidays when my manager called me from London. She was the first person I told, which felt like being back in high school again!
What does being an MD mean to you?
It’s so much more than a title. For me, it is a personal validation and recognition of my hard work that goes beyond business results.
What’s one quality you think helped you get ahead that most people overlook?
Fearless networking. During my career, I’ve developed a network of clients, colleagues, and friends inside and outside the industry. Whether it’s through my university affiliations, past professional roles, or at JPMorgan, I have actively looked to build relationships. I have never shied away from reaching out to learn about people’s roles, regardless of their seniority, to connect with them and strengthen our shared networks.
How do you manage your time day-to-day? Are there rituals or routines that keep you focused?
I live and die by my to-do lists. This applies to my professional and personal life. At home, it annoys my wife at times, but if it’s not on “The List,” it will never happen!
How did you build support internally for this promotion? What did you do to stay on senior leaders’ radars?
While business results are at the core of it, I made sure that all stakeholders were aware of my story. When your senior leaders, partners and colleagues have equity in your career, you are more likely to win. I also make it a point to look beyond my business, interacting with other business lines, which not only expands my network but ensures that the firm as a whole benefits.
What’s something junior people think matters that actually doesn’t?
Being in sales, one thing I have always told junior people is that it’s not just about the most senior decision-makers. Invest time with deputies of your client CEOs and the other individuals from the client company. Not only is it respectful and rewarding, but they are also often the future leaders and decision-makers of those respective organizations.
Kevin Koblenzer
Division: Securities Services
Role: Fund Services
Location: Boston
Where were you when you got the news, and how was it delivered?
I was at a pub in Dallas, Texas, for a long-awaited gathering of old high school friends when I received a call from my manager on my cell phone. After the terrific news, I proceeded back into the pub to find my buddies, raised my arms, and had a celebratory toast. Of course, the next round was on me!
What does being an MD mean to you?
I am extremely proud of this accomplishment as it validates my contributions and the impact I’ve had on the business throughout my career. More importantly, it opens the door to even more possibilities to make a difference and influence our strategic direction.
What’s one workplace habit you think helped you get ahead that most people overlook?
There’s always an opportunity to improve a product, process, or activity.
How do you manage your time day-to-day — are there rituals or routines that keep you focused?
There always seems to be more to do in a day than one could ever complete, so I ensure that my priorities remain focused on activities that will have the most impact. One personal routine that I encourage is to set aside at least a 90-minute block on your calendar each day to catch up on key initiatives and priorities and to stick to it.
How did you build support internally for this promotion? What did you do to stay on senior leaders’ radar?
Here are two suggestions: First, volunteer to drive strategic client initiatives, which shows your desire to contribute beyond your role. Second, know when to escalate a serious matter, and if you can proactively recommend a solution to the problem, even better.
What’s something junior people think matters that actually doesn’t?
The amount you speak in meetings doesn’t matter; it’s the quality of your contribution to the conversation when you do speak that counts.
Richuria Patel
Division: Markets
Role: Fixed Income Financing
Location: New York
Where were you when you got the news, and how was it delivered?
I was on the trading desk when my manager called me into his office to deliver the message in person. Being a JPMorgan lifer, it felt like a full-circle moment to get the news on the same date I originally joined the firm as a college graduate.
How do you manage your time day-to-day? Are there rituals or routines that keep you focused?
No two days are ever alike for me. On any given day, I find myself juggling anything from managing risk positions to finding solutions to help clients navigate a volatile market, to helping a teammate figure out their next vacation.
What’s something junior people think matters that actually doesn’t?
Being the loudest voice in the room! As you become more senior, listening becomes monumentally more important than just being the loudest person in the room to prove your worth. Quiet leadership focused on thoughtful and meaningful contributions is often far more effective. EQ matters so much more as you continue to grow in your careers as leaders.
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