Quotes of All Topics . Occasions . Authors
Being different is critical.
I have a very, very difficult job.
We're a boring retail and commercial bank.
I am not confident that Europe can make it.
We can support innovators and entrepreneurs.
I think cash will be around for a long time.
I would love it if you became a Santander customer.
I consider myself to be quite persuasive when I want.
We need the banks to be attractive to investors again.
I started at the bottom. Nobody has given me anything.
When times are tough, we tend to outperform as margins increase.
I'm confident in our team and our capacity to continue to deliver.
We can help families buy their homes and invest in their educations.
It has to be convenient. You have to be able to bank with me anytime.
I wanted to be a journalist. The other thing I wanted to be was a spy.
Santander gives you a unique opportunity to invest in the U.K. economy.
It is going to sound cliched, but my husband has been incredibly helpful.
We need to stop frowning upon failure whilst criticising those that succeed.
For me, my husband gives me advice all the time - he's been very supportive.
We need critical mass. We need people, not just one or two. We need a lot of them.
I wanted to be a journalist. I used to write articles at university about politics.
We are the most British of Britain's banks. This always gets a chuckle; I don't why.
I want the best people, not just on the banking side but on innovation and technology.
I don't think of us as defending ourselves. I think of us as a challenger, an attacker.
We can help companies committed to addressing global challenges such as climate change.
Profit, wealth creation, competition - these are not dirty words but the lifeblood of a dynamic economy.
You are not going to get married through technology. You are not going to buy a house through technology.
I'm very happy in the U.K.; I love it here. Even the weather - I'm from a place where it rains almost as much.
Discretion is the most important thing for a banker. That is the philosophy of the family... I mean, of the bank.
We need to change how we run banks. We need to change the culture. If we get it right, we can have a huge impact.
We didn't invent gunpowder. What we did was take things that were there and put them together in a way that works.
I get the sense that the British do not like to look at things on the bright side of life. Maybe it has something to do with the weather.
The thing that really sticks - and when you talk to entrepreneurs, they say the same - is just thinking about the next day, the next week.
We are a challenger bank; let me say that once, twice, and three times if necessary because people still sometimes think of us as being very big.
I am confident that our experience, our scale, our intimate knowledge of the needs of our customers put us on the front line of economic and social progress.
I think of digital as a means to an end: How do I service and get more loyal customers, how do I achieve operational excellence, and how do I change my culture?
I didn't join a bank because my father worked in a bank or because I thought I was going to be a banker or because I thought I was going to be where I am today.
Bright graduates will either set up their own companies or come and work for us or a consulting firm or government. But going to work for a small company if you are really good? No way.
If the government is funding itself at 2 per cent, you know, how much are you going to pay savers if you want to lend money at a cheaper rate? People have the incentive to build a factory or open new stores. It is a trade-off.
We are going to make people who do some things with Santander into loyal customers who bank with us every day. This is what will allow us to compete in a world where banking customers have more and more choice. If we don't do this, then we won't grow in the next decade.