ING’s £1 deal: 30 years of UK growth

What do you remember about the day ING acquired Barings Bank?

I vividly recall that Sunday. It was one of those days that turned routine into history. I had been at my girlfriend’s house at a dinner party the night before and was driving home when I got an urgent call from one of the Barings Bank’s Directors asking me to come into work immediately as there had been a problem. I drove straight into the office without hesitation. At work, there was a palpable mix of anxiety as we scrambled to put together cash ladders and manage the uncertainty. Later that evening, as I returned to my car, (knowing administrators were on the verge of being appointed). I discovered that every parked car had received a parking ticket. I remember thinking, “I work for a bank that has gone bust, I’m not sure if I’ll be paid again, and now I have a parking ticket – this is really not my week!” I even made a written appeal to challenge the ticket, noting the exceptional circumstances, but it was ultimately refused, and I had to pay it.

It was a major news event, but for you it was also personal - doing everything to save the bank for colleagues and clients. What was that like?

It was a very surreal experience. The collapse of Barings dominated every moment of the day, from reading about it on the train and seeing news crews along Bishopsgate to entering an office where administrators directed every move and then coming home to the latest headlines on potential buyers. Even in the chaos, we experienced touching moments, like clients calling to ask if their deposits could help us, though we had to decline. Every day, we worked closely with the administrators to decide what client business we could manage and which roles we needed to step away from to allow another bank to help. Amid the shock, sadness, and uncertainty, there was a strong sense of camaraderie and genuine affection for Barings and its culture.

We were all shocked and deeply sadden by what had happened but we were also having to deal with massive uncertainty in our lives as the many twists and turns of parties who might be interested in buying all or part of the bank was played out, and of course the prospect existed that at the end of the day maybe no one would be brave enough to make the purchase because of the open positions in Asia and the associated losses were too big.

How did your family and friends react when you started working under the ING banner – and has that perception evolved over time?

When ING took over from Barings, it wasn’t about ‘joining’ a new bank. It was about being part of a transformation. Initially, my family and friends were curious and a bit unsure because ING wasn’t a familiar name in the UK at that time. But as our story unfolded and ING’s bold vision became clear, their curiosity turned into genuine pride. Over the years, they began to see, I was fortunate to have had some great opportunities, which would have been impossible in a far smaller organisation. The ING name became considerably more familiar in the UK and could be seen as bank that was steadily reshaping the industry.

In your view, what makes ING different from other banks in the UK?

ING stands out because we combine deep sector expertise with a truly open and collaborative culture. I work on the operations side and it’s not merely about processing transactions, it’s about understanding the full client journey and sharing insights at every level. Whether you’re speaking with a colleague or a senior leader, everyone brings a perspective to the table. This culture of continuous learning and the signature ‘orange spirit’ that I feel drives our ability to innovate and stay ahead.

Is there a moment in your career that captures the essence of ING’s culture?

One unforgettable chapter was our family moving to Singapore. Relocating was a huge step, balancing personal challenges with professional growth in a completely new culture. Thanks to ING’s global mobility programme, the transition was smooth and enriching. I was able to immerse myself in a new culture while staying aligned with our core values. Working alongside colleagues from different regions highlighted the importance of adaptability and collaboration. That experience not only broadened my perspective but also made a tangible impact on my career growth.

What advice would you give to someone just starting at ING today?

My advice is simple: embrace every opportunity, even those that push you out of your comfort zone. At ING, every experience, however small it may seem at first, contributes to your growth. Build authentic relationships, stay curious, and take on new challenges without hesitation. The unique ING differentiators – our commitment to innovation, collaborative culture, and customer-first mindset – mean that every step you take here is supported by a framework built on trust and continuous learning. Trust that these experiences will enrich your career in ways you never imagined.