BRINGING PEOPLE AND IDEAS TOGETHER IN A CHANGING WORLD
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Armstrong Wolfe is an executive search and Financial Services advisory firm.

Focusing on Investment Banking, Markets and the Chief Operating Officer (COO), Armstrong Wolfe bridges traditional competitive lines to identify possible areas for cooperation and collaboration.

By partnering some of the world’s principal banks, Armstrong Wolfe hosts COO and Chief Control Officer (CCO) forums and workshops in New York, London, Toronto, Singapore and Hong Kong. The company also holds a regular Brexit Dinner and a series of Women in the COO Community leadership evenings.

Through these events, the firm promotes and fosters cross-industry teamwork and partnerships. This brings the banking community and its business leaders together to create innovative solutions that meet the common challenges and demands of regulation and cost efficiencies in testing market conditions.

Arising from these forums, Armstrong Wolfe is involved in several joint market ventures, securing a reputation for innovation and thought leadership.

Armstrong Wolfe complements this work with the provision of executive search, working for some of the world’s leading banks. The firm is recognised as an authority within business management; namely the roles of the COO, CAO, Chief Control Officer (1&2 LOD) and Chief of Staff, as well as roles that are embedded in business management and/or the executive management office.

INDUSTRY INSIGHT

Articles

Conduct and Control

Article

At a Armstrong Wolfe COO Forum, there was a collective recognition that the present intensive phase of industry evolution is generational, offering no simple, short-term fix.

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Setting the Scene: An Adventure into the Control World

Article

In 2013, I wrote my first paper investigating the role of the COO. Specifically, it focused on operational risk responsibilities and how I saw the COO as the de facto control officer.

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The Accidental COO

Article

“Historically the COO role was used to help administrate and support the business, executing the strategy and aligning the organisation to ensure

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A Leap of Faith

Article

One of the key challenges for any business is meeting the staffing demands for precise technical skill sets at peak times: if one bank is looking

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RESHAPING THE CONVERSATION WITHIN OPERATIONS AND TECHNOLOGY

Article

The Q2 2016 Armstrong Wolfe COO forum was attended by over 50 COOs within Markets and regional bank-wide COOs in London and New York.

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Career Progression as a COO

Article

Career management and how best to develop talent within the COO function have been the subjects of debate within banking for years. It is a question

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The Banking COO v Non-Banking COO

Article

The roles have a common name and common behavioural traits, but there ends their commonality. The limited reading material

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New Horizons and Troubled Waters

Article

New horizons and a higher threshold for performance frames the future of business management, as CEOs seek quantification of value

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Redefining the role

Article

The principal responsibilities of the COO were established in response to the demands of the business head to have a reliable and senior resource at hand to deal with

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The Origin of Species

Article

I first came across the role of ‘business manager’ when recruiting for Lehman Brothers in the late 1990s. At the time I was a partner in a new search business, Alexander Mann Global Markets

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Defining the Indefinable

Article

The role of Chief Control Officer might seem self-explanatory. However, situated within a complex and multifaceted banking environment, the simplicity of the title

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Skill set migration for the COO

Article

Whilst many COOs venture down their careers with a sense of shrinking opportunity, some have taken the advantage of

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Ageism in Banking

Article

Below the corporate face of banking rests a growing pool of highly
experienced and unemployed bankers. They are the casualties of the turmoil in the

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The Markets’ COO

Article

‘In a glass-walled room on floor thirty-two, high in one of the towers of Canary Wharf, East London, three people sat quietly.
One Asian, one Caucasian and one Hispanic. Two men

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In the Beginning – The Regulator 2

Article

From the ashes of the Credit Crunch rises the Phoenix. The COO defined, empowered, more accountable. The principal responsibilities

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Playing Second Fiddle

Article

The evolving role of the COO – how its mandate is defined, its tasks allocated and executed, and the nature of its growing internal and external accountability – is a subject of debate

read more»

Conduct and Control

Article

At a Armstrong Wolfe COO Forum, there was a collective recognition that the present intensive phase of industry evolution is generational, offering no simple, short-term fix.

read more»

Setting the Scene: An Adventure into the Control World

Article

In 2013, I wrote my first paper investigating the role of the COO. Specifically, it focused on operational risk responsibilities and how I saw the COO as the de facto control officer.

read more»

The Accidental COO

Article

“Historically the COO role was used to help administrate and support the business, executing the strategy and aligning the organisation to ensure

read more»

A Leap of Faith

Article

One of the key challenges for any business is meeting the staffing demands for precise technical skill sets at peak times: if one bank is looking

read more»

RESHAPING THE CONVERSATION WITHIN OPERATIONS AND TECHNOLOGY

Article

The Q2 2016 Armstrong Wolfe COO forum was attended by over 50 COOs within Markets and regional bank-wide COOs in London and New York.

read more»
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