“I don’t ‘sell’; I solve problems”: How Alexandr Vavilov Elevates the Role of a Private Banker
When a business decides where to open an account, it looks for more than just a set of services and products. It’s like “finding your people”: you’re searching for those who will understand your business and help you develop it.
A similar process occurs in the sales department: private bankers seek clients who will appreciate their qualities. Our colleague Alexander Vavilov shares his approach to clients.
Officially, my position is called ‘sales manager’, but a more accurate title would be, of course, ‘private banker’. I’m not a ‘salesperson‘ literally: I don’t run around the market asking people to buy something from me, nor do I try to sell someone something they don’t need. I don’t ‘sell’; I solve problems.
My task is to help a client to get what they want, to assist them in finding the product or service they need, to find reliable tools for their business.
Then, I do everything in my power to ensure that a client can access our services as quickly as possible, meaning I work to expedite the account opening process.
It’s important to me that the client receives exactly what they truly need for their work. Promising a lot to the client, taking their money upfront, and then leaving them disappointed is not just “bad style”; it’s a strategically incorrect approach.
This is because, in our profession, reputation is incredibly important: clients and partners specifically recommend me and come back to me because there’s a foundation of trust. Trust is more valuable than the fleeting benefit from misleading a client.
As a private banker, I cannot offer any guarantees; I can only do what directly depends on me. And I do what I can to ensure the client is satisfied with both my services and the company as a whole. A private banker must understand his client’s business. I work with various sectors: from trading companies to online casinos and cryptocurrency exchanges.
Personal contact with the client is of utmost importance to me. It’s crucial to be as open as possible. As a result, I always develop a relationship of trust with both clients and partners.
In my work, I prefer to handle most issues in writing rather than over the phone. This isn’t bureaucracy but an opportunity to lay everything out clearly and sequentially, to have it written on paper, thereby minimizing potential mistakes and misunderstandings. The risk of these issues is much higher when you are talking on the phone: “you said something different,” “I misunderstood,” and so on.
I have been working in the financial market for over 10 years, some of these years were spent in consulting, including as the owner of my own company. At one point, I decided to take a career break and try my hand in the automotive business: it lasted a year, and it was terrible. The approach there was completely opposite to my values: it wasn’t about helping people but “just selling.” With my high level of empathy (which is important in work with clients), I was left feeling as if I was doing something wrong. So, I returned to finance.
I adore my job and can’t imagine myself without it. I don’t like long weekends — one day is enough for me to rest up and then get back to work.
Additionally, I’m a patriot of my company, considering it one of the best in the market — at least among all those I am familiar with. This applies both to the range of services offered and the organization’s structure itself. Of course, there are ‘weak places’, and there are things that drive me mad. I understand that nothing can ever be perfect, but we must strive for it.
I feel like we are growing together with the company. Over the years, I have made many incredibly valuable acquaintances, some of which have turned into friendly relationships and even friendship, as well as a vast experience. I feel that neither I nor the company have yet unveiled our full immense potential, and that we will manage to do so in synergy.
