Deutsche Bank has restored revenues and profits at its corporate and investment bank to pre-crisis levels. Doing so has required a complete overhaul of the markets businesses to focus on customer flow in cash markets rather than prop trading and structuring. Investors like this de-risked version. Its M&A franchise has come of age as well. Peter Lee reports.
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ON ANSHU JAIN’S first day as sole head of Deutsche Bank’s corporate and investment bank, by far its largest and most profitable division, he sits down with Euromoney to reflect on the enormous changes he has wrought inside the German bank’s core business since the start of 2009. Jain is a now 15-year veteran of Deutsche Bank. He was among the very first hires Edson Mitchell made when he arrived from Merrill Lynch in 1995 to begin one of the great transformations of modern banking: turning a traditional European commercial lender into a global markets powerhouse. Jain, who had run a multi-product hedge fund coverage group at Merrill, first ran the relative-value group and drove the sales effort at Deutsche, before taking over as head of global markets following Mitchell’s untimely death.
