🏆Top 10 Badass Rockstar on LinkedIn. LinkedIn Rising Star.Top Person Ambassador. Chief Executive Officer. Entrepreneur. Dare to be different!

I'm passionate about my work. I always walk the extra mile for my clients. I believe in treating clients fairly.

I'm a Badass Rockstar from Venus.

Elsie G.

Bret Packard

Bret Packard Enterprises

Ecosystems & team design.

Risk management.

Investor.

Founder

Managing Director, Asia Wealth

Barclays

Managing Director (Southern Africa Region)

Managing Director (Zambia)

Managing Director, Premier Banking and Liability Products (Emerging Markets, Middle East and Africa)

Managing Director, Premier Banking, Current Account/Savings Account Products, Barclays Financial Planning (United Kingdom Retail Bank)

Managing Director

Citi

Wealth Management Head (Asia Pacific)

Consumer Sales and Distribution Director / Investments Business Manager (Japan)

CitiGold Sales Director (Asia Pacific)

CitiGold Director / Sales Logistics Director / Area Director / Area Sales Manager / Branch Manager / Market Manager / Management Associate (North America)

Senior Executive, Retail Banking and Wealth Management

Founder, Bret Packard Enterprises | Top 100 Thought Leaders of the Year, Global Excellence Awards

My philosophy is built on relentless self-discovery, disciplined execution, and an unshakable belief that anything is possible. 

I thrive on critical thinking, constantly disrupting my own assumptions and unlearning outdated habits to evolve. 

Success isn’t a finish line—it’s a continuous journey of raising the bar, dissecting performance, and programming myself to eliminate distractions and insecurities.

I’m driven to unlock my full potential through habits that align with my mission and deliver validated outcomes. 

I practice as fiercely as I play, embracing every challenge as an opportunity to ask, “How good can I be?” 

Fear is sidelined, momentum is protected, and excuses are unacceptable. 

I set strict boundaries to safeguard my focus, delay gratification to stay hungry, and bring an A-game that leaves no doubt: when I’m at my best, I win—every time.

I see consequences as the driver of change, sacrifice as the path to the next level, and achievements as sweeter in reflection than in the moment. 

From the inside, I shape my reality, always chasing something just out of reach, knowing the market respects my edge. 

I’m not just in the moment—I’m part of it, building a legacy where what’s good for one fuels greatness for all.

Stay hungry. Never settle.



Experience:
Over a span of 30 years, I have worked in the international banking and wealth management sector across 30 countries, transforming large and complex high-growth businesses and product lines.  As an Executive Director on the subsidiary boards of the largest banks in two countries, I have run businesses in complex regulatory environments, transformed operating cultures, revamped executive leadership teams, implemented corporate governance & risk management systems and revamped faltering businesses to generate sustained profitability in both benign and adverse market conditions.

Participation trophies will break you.

I’ll be blunt: the market doesn’t care about your feelings, it cares about results. When everyone gets a ribbon just for showing up, you train people to expect reward without performance. That’s poison in business.

I’ve seen this mindset (and had to clean it up!) — a team leader “pampers” everyone the same way—free lunches, praise in meetings, and bonuses handed out across the board regardless of who actually delivered value. The top performer who closed three deals gets the same treatment as the person who missed every target. What happens next? Top talent leaves and you’re left with weak people that happily receives “pampering.”

In the real world, incentives must match outcomes. Winners should win.  Underperformers should either step up or step aside.

Competition builds resilience, accountability, and excellence.

Participation trophies build entitlement—and entitlement is the fastest way to lose.

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Stress is like capital.  Too much and you blow up.  Too little and you get lazy, soft, irrelevant. 

The magic  middle is controlled pressure with disciplined recovery. 

If you want average results, go with the crowd — don’t try to be the best in the world at one crowded thing.  

If you want explosive upside, you stack rare combinations and become scarce — and scarcity has pricing power.  Do what we did in Japan - own a small, high-leverage niche and dominate it — build a reputation where the competition is thin, but the impact is massive.

Here’s the goal: disproportionate output for measured input.   That’s scale — and it’s how value explodes.

Be disciplined —— with stress. 

Be ruthless —— about skill stacking.

That’s how you become an asset — not an expense.

Don’t fall for the “narrative” scam.

Many executives pitch or follow “narratives,” politicians sell visions, and the media packages everything into something that sounds inspiring. But here’s the cold, hard truth: reality doesn’t care about your “narrative” — it cares about execution.

In business, the market is the ultimate judge. You can have the most beautiful pitch deck, the most compelling mission statement, and a story that makes people feel good.  None of that matters if you can’t deliver results. Revenue, margins, and cash flow—those are the facts that keep the lights on.

I work with some amazing people with boring stories, but they are incredible operators.  Guess what?  Those are the winners - hands down.  Why?  Because they get things done.

So, spend less time polishing the story and more time improving your product, serving customers, and generating profit ——because at the end of the day, the numbers don’t lie.

It’s like looking in the rearview mirror, you’re highly likely to hit whatever is standing in the road ahead.  Preparing solely for past events is a recipe for being blindsided by unexpected and uncontrollable events in the future.  What you want to do is build in anticipatory thinking so you can handle volatility you haven't even seen yet.

Let me provide 3 examples from the aftermath of the 1997 Asia Financial Crisis.

* The Chiang Mai Initiative (CMI):
    * Launched in 2000, this was a direct response to the liquidity crisis.
    * It created a network of bilateral currency swap arrangements between ASEAN countries, China, Japan, and South Korea.
    * The Anticipation: It assumed that global dollar liquidity could dry up again instantly. By pooling $240 billion, the region created its own "firewall" to provide immediate US dollar support to members during a speculative attack.

* Massive Reserve Accumulation:
    * Nations like South Korea and Thailand pivoted from being net debtors to aggressive savers.
    * The Anticipation: They anticipated that foreign investors would be "fickle." By building massive foreign exchange reserves, they ensured they could defend their own currencies without needing an external bailout.

* Structural Surveillance:
    * The region established "Early Warning Systems" to monitor short-term capital movements.
    * The Anticipation: Instead of waiting for a crash, they now track "hot money" in real-time to spot bubbles before they burst. 

The Result 
When the 2008 Global Financial Crisis hit, East Asian economies were among the most resilient in the world. Because they had anticipated a repeat of 1997’s liquidity dry-up, they had the "cash on hand" and regional agreements necessary to stay stable while the West struggled. 

Don’t be obsessed with the rear view mirror whilst driving.

Opportunity is what you’re shown.  

Risk is usually what you’re not.

I learned this firsthand when I was in Mumbai. Everyone around the table was focused on the opportunity being laid out—the market size, the growth story, the excitement. It all sounded impressive. But experience teaches you to listen for what’s missing.

So I started asking myself a simple question: what aren’t they showing me?

That’s when the real picture appeared. The risks weren’t obvious on the surface, but they were there—buried in the assumptions, disguised in the projections, quietly sitting behind the narrative — high risk, just packaged to look safe.

In business, the smartest people in the room aren’t hypnotized by the presentation — they’re scanning the gaps.

Let me tell you something about “risk experts.”  I’ve overseen product and distribution teams where highly paid “risk experts” drowned us with endless superficial talking, 80-page decks and emails filled with elegant equations, simulations, and volatility bands so tight they looked bulletproof.  

They sold certaint — they sold control — and they forced it upon the people.

Then reality showed up - a crisis.  

Their bulletproof approach worked like a wet paper sack.  They didn’t just miss the magnitude — they missed the timing.  And when it hit, it hit fast — and major disruption.

Thankfully, our team was adaptable and we knew to question the relevancy of such models that didn’t have a snowball’s chance to deal with the real world.

Here’s the truth: spreadsheets don’t run businesses — cash flow does.  Customers do.  Markets do.  

Reality is the ultimate stress test — if your strategy can’t handle that, your model isn’t sophisticated — it’s dangerous.

Everyone’s throwing around the term “Black Swan” when talking about the potential U.S.–Israel–Iran conflict. But let’s be clear: that’s not really accurate.

A true Black Swan, as the infamous Nasim Taleeb states, is something nobody sees coming, yet it hits with massive impact—completely outside expectations.

A Middle East escalation? That’s not a surprise. Tensions between the U.S., Israel, and Iran have been building for decades—nuclear disputes, proxy wars, sanctions, and regional power struggles. Governments, analysts, and markets have long known this conflict could erupt.

Contrast that with the 2008 Global Financial Crisis. When Lehman Brothers collapsed, credit markets froze overnight and the global banking system nearly seized up. Very few people truly expected the entire financial system to teeter on the edge that quickly — that’s closer to a real Black Swan.

Today’s geopolitical tensions are different—they’re known risks with uncertain timing.

The bottom line: don’t try to predict shocks — because you can’t.

The one you hesitate to disagree with most is yourself.

I saw this clearly in the aftermath of the Asia Financial Crisis in 1998, where I was assigned to install a sales management process that linked activity to outcomes—real accountability.  Before the crisis, with a few exceptions, the system worked like this: when the tide rose, everyone looked like a genius; when it fell, people blamed the market - no discipline, no measurement.

One of my peers immediately saw me as a threat to his “territory.”  Not because the idea was wrong, but because it contradicted the story he had been telling himself for years—that the old way worked.

Dangerous.

People defend their narrative even when reality has already disproved it. They protect their ego instead of protecting the business.

Great operators do the opposite. They challenge their own assumptions first. They ask: What if I’m wrong?

Markets punish denial —— data doesn’t care about your pride.

If the tide exposes the flaws, change the system—not the excuse.

Let me tell you something: a lot of so-called experts think they can predict the future - they can’t. 

Anyone who’s built anything significant knows uncertainty is the only constant - yet society & institutions keeps pretending that models, forecasts, and fancy spreadsheets can remove risk — it’s nonsense.

Surprises happen all the time — the winners aren’t the people who think they can predict everything; rather, they are the ones who prepare for volatility and protect their downside.  Cash flow, diversification, and disciplined risk management—that’s what keeps you alive when the unexpected hits.

Plan for uncertainty, not perfection. If your strategy only works in a perfect forecast, you’re already in trouble. 

Build a team that can handle shocks and still produce results.

Give a “useful idiot” facts, and he’ll make his own downfall.

Give them real numbers, real consequences, real market signals, and watch what happens. They’ll ignore discipline, overestimate their brilliance, and double down on bad decisions. 

Why? 

Ego.

And ego is the most expensive liability in business.

Smart operators use facts as tools. Fools use them as decorations. They cherry-pick what feels good, dismiss what hurts, and then act surprised when reality collects its debt—with interest.

I saw this firsthand in the Middle East. The team had a long list of excuses—market conditions, culture, timing—why growth wasn’t possible. We stripped it down to facts: conversion rates, customer acquisition cost, and sales cycle inefficiencies.  No emotion, no narratives—just data.  Within weeks, excuses disappeared. Within seven months, the business delivered double-digit growth. That’s what happens when facts run the room.

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Elsie G.

Bret Packard

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Bret Packard

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Bret Packard's LinkedIn Performance

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