Barbara Ellington, Lifestyle Editor

William "Bill" Clarke, president and chief executive officer of Scotiabank Jamaica, has been with the bank for 40 years, working his way to the top. He leads a bank that is No 1 in the market.

Just months into your first year at Scotiabank, you almost left the job. What's the most valuable lesson learnt in that year?

WBC: There was Playboy Club Hotel in Oracabessa where I prospected for a job as night auditor. At that time, I was of the view such a job would have been far more glamorous than working as a teller at the bank. Having been told in clear language by my mentor Gene Williams why I should not take up the offer, the thought wasted away quite rapidly.

I learnt from that intervention that all that may glitter is not necessarily gold. I stayed, not knowing what might be the outcome, but having some assurance that her objective and motivation were in my best interest.

What was your salary then versus an entry-level salary for a high-school graduate today?

I recall the salary for a teller was £500 then (J$1,000) per annum. The entry-level salary for a teller confirmed in the post today is J$968,000 per annum.

What was your first supervisory position and how did you cope?

My first supervisory position was assistant Scotia Plan loans officer, Spanish Town branch, in 1970. It was a really great assignment. I had the opportunity of learning how to lend money and most important, to collect if things did not go well for the customer. I had an excellent supervisor, Anthony Mah-Lee, who was one of the best in the island at that time.

What was your first top-management post and looking back, what would you have done differently?

I was appointed district general manager in 1994. In retrospect, I would have taken time out to pursue academic qualifications, at least to the master's degree level.

How many courses have you done on the job and elaborate on the university bit.

I have undertaken and qualified for several professional designations and developmental courses at institutions such as The Institute of Canadian Bankers and Harvard Business School.

In retrospect, I should have made the sacrifice to attend university, but the exposure over these many years working for Scotiabank was like being from the 'university of life'.

I would encourage any young person to pursue academic qualifications to the highest level affordable before embarking on his or her chosen career.

How many persons have you fired and what was it like the first time?

It became necessary to disengage the services of several senior officers for a variety of reasons. While it is by no means a pleasant task, the strategic objectives and ultimate success of the business are of paramount importance, consequently acting in a dispassionate manner is not always popular, but necessary.

In the last 10 years, have you ever felt like leaving before retirement? What drives you?

The last 10 years have been the most dynamic in the history of Scotiabank Jamaica. So, there really has been no compelling reason for me wanting to leave before retirement.

Given the large number of professionals who have joined the team in the last decade, I believe I am obligated to see them achieve the objectives that were set when they entered the service.

Since assuming the role of CEO in 1995, I have been consistently motivated by the ongoing growth and success of our bank.

I can say without fear of contradiction that we have a cadre of the best financial services professionals in Jamaica and possibly the entire region.

There is no glass ceiling in Scotiabank Jamaica; women occupy the majority of senior and executive positions across the group.

I am driven by excellence and being able to surpass the milestones that were achieved yesterday.

Mediocrity is not an option.

If you lack the can-do spirit, I become quite impatient. I become highly motivated when someone says 'it cannot be done'.

Have you ever disappointed your family in your quest to do the perfect job?

In the early years of my children's education I was involved in the activities that most parents are obliged to undertake. I was PTA president at two different schools.

Given my passion for excellence and to ensure that Scotiabank remains the pre-eminent financial institution in Jamaica, my family has always made sacrifices to accommodate my career.