BMO CEO White Sees Leverage Finance as an Important Business

The CEO discusses the integration of business operations across the US and Canada, highlighting similarities in management and sales structures. Regulatory environments in both countries are compared, emphasizing compliance with varying standards. The CEO addresses risk management in the leverage finance sector during a late credit cycle, noting the importance of selectivity in transactions. Finally, the potential for wealth management expansion in the US through acquisitions is explored, with a focus on strategic opportunities.

What is the CEO's perspective on the operational similarities between the US and Canadian markets?

• The US market is more challenging.

• The Canadian market is more profitable.

• There are more similarities than differences.

• They are completely different in every aspect.

How does the company approach regulatory differences between Canada and the US?

• By adhering to the strictest standard across all regions.

• By choosing the easiest regulations to follow.

• By ignoring them and focusing on profits.

• By operating only in regions with lenient regulations.

What is the company's strategy in the leverage finance segment during late credit cycles?

• To lower the standards for participation.

• To exit the market completely.

• To become more selective in transactions.

• To increase the number of transactions.

What is the CEO's view on the current risk level in the leverage finance market?

• It is unprecedented and very concerning.

• It is similar to past experiences and manageable.

• It is only risky in the US market.

• It is completely safe with no risks.

What is the CEO's stance on potential acquisitions in the US wealth segment?

• They plan to acquire multiple companies regardless of circumstances.

• They have no interest in acquisitions.

• They will only consider acquisitions if circumstances are favorable.

• They are actively seeking acquisitions.