Sergio Ermotti

We still need to take out 3 billion of cost and finalize the restructuring.

And then we can...

We are prepared for growth, and that's the reason why we are investing top line, but also in efficiencies, AI, and how we can become better and stronger.

There is still, unfortunately, a big chunk of the savings are going to come by disconnecting all the IT systems, data centers, but also there is a painful part on the account, but it's within what we always announced.

So I think the direction of travel is set.

Well, we always need to be open.

I think the word is not...

You know, my job is to prepare and to present to the board as many candidates possible internally, and the role of the board is to also evaluate external candidates and find the best solution for the future.

But I would say the bank is very strong, my team is very strong, and I do believe that, you know, an evolution is what we need.

It's probably not a revolution, but, you know, it all depends.

Well, we always, every year, I present ideas.

And, you know, succession is not a process that you do, you know, only a few months or years before somebody leaves.

Succession is something that we manage every year.

And from my standpoint of view, we need to be just prepared to have the best person for that moment

Well, look, you know, right now I'm very focused on finishing my job.

Honestly, I think this is still very intense activity, and then it's going to be, you know, I need to reflect.

I was very proud.

I mean, in a tragic moment for Switzerland and for the banking industry, I was very proud in 2023, two years after I left, that UBS was asked to step in and help stabilize Credit Suisse and be part of the solution.

That was, for me, almost reaching what I always thought I wanted to show with our transformations in the first period.

Right now, I think that we have a solid bank, a stronger bank than before, and I believe we are set for growth.