Financial "Her" Power | UBS Zhu Zhengqin: Life's "Balance" is more like dynamic priority management

Everyday Economic News Reporter | Li Yuwen | Edited by Wen Duo

Balancing career and family is a topic many working women pay attention to, especially in the high-intensity, high-pressure financial industry, where maintaining both seems even more challenging.

As International Women’s Day approaches, Daily Economic News (NBD) interviewed Zhu Zhengqin, Vice Chairwoman of UBS Global Investment Bank Asia. When we brought up this topic, she believed that everyone’s focus shifts at different stages—“balance” is not a fixed, perfect state but more like dynamic priority management.

During her 22 years at UBS, Zhu Zhengqin has grown from an analyst to her current position, experiencing life stages such as marriage and motherhood, and adjusting her career and personal life accordingly.

“This path isn’t a straight line, but it’s precisely these adjustments that have continuously strengthened my resilience and adaptability.” She believes these experiences have taught her to dynamically adjust priorities at different stages and to understand the needs of team members in various phases, helping her build an inclusive yet competitive team.

UBS Global Investment Bank Asia Vice Chair Zhu Zhengqin Photo Source: Provided by interviewee

Women Leaders Usually Have Three Notable Traits

NBD: Based on your career experience, what unique advantages do female leaders in the workplace possess? How might these bring different perspectives in team management and strategic decision-making?

Zhu Zhengqin: Over my 20-plus years in investment banking, I’ve witnessed a steady increase in the number of women executives in the industry. From my personal experience, I think female leaders typically have three prominent traits.

First, excellent collaboration and problem-solving skills. Investment banking often requires coordinating among various institutions and handling unexpected situations. Female leaders tend to be better listeners and communicators, able to unite the team, integrate resources, and drive projects forward smoothly.

Second, resilience and a long-term perspective. Women often need to switch between multiple roles—professional, manager, and mother—which particularly cultivates their stress resistance and big-picture thinking. The finance industry itself is characterized by high pressure and cyclical nature, making this resilience especially valuable for maintaining stability and continuing to face challenges in adversity.

Third, a talent for promoting diversity and innovation. Female leaders usually understand the needs of diverse teams and ensure different voices are heard. When serving clients, this multi-perspective approach can uncover unmet needs, creating a unique competitive edge.

Personally, my own journey exemplifies this. I’ve worked at UBS for 22 years, progressing from analyst to my current role, while also going through life stages like marriage and becoming a mother of two. I transferred from Beijing to Hong Kong, covering regional and industry sectors, and took on management responsibilities. This path wasn’t linear, but these adjustments continuously strengthened my resilience and adaptability.

These experiences have taught me to dynamically adjust priorities at different stages and to understand team members’ needs, helping me build a team that is both inclusive and formidable.

At the same time, they enable me to remain flexible under pressure and to think from a long-term perspective, grasping the overall picture. In large IPOs and M&A projects, I’ve observed that female managers often handle coordination among regulators, institutions, companies, and investors with delicacy, maintaining rhythm and resolving conflicts under high pressure, thus ensuring complex projects are executed efficiently.

NBD: You mentioned that the financial industry is highly stressful. How do you view the topic of “balancing career and family” within this industry?

Zhu Zhengqin: I believe that “balance” is not a fixed, perfect state but more like dynamic priority management. Everyone’s focus shifts at different stages, and the key is whether the workplace can provide enough flexibility and support. I was able to switch roles during certain periods because the company has mechanisms in place.

My approach is pragmatic: in work, I plan ahead, improve efficiency, and rely heavily on teamwork. In life, I coordinate well with my family, especially in spending time with my children. I also learn to do “less,” focusing on what’s most important, and using limited time on the most meaningful and valuable areas.

Society’s expectations of women are also changing. It’s now common for men to actively participate in parenting, which helps shift away from the traditional “women stay at home” expectation. What we need is to truly give women the choice—whether to fully dedicate themselves to their careers, balance both, or pursue other paths—so they receive equal respect and support without extra bias or pressure.

Turning Challenges into Opportunities for Breakthroughs—Taking on Key and Complex Projects Proactively

NBD: As a female executive in finance, have you ever faced gender-related stereotypes? How do you turn such challenges into opportunities for self-breakthrough?

Zhu Zhengqin: At different stages of my career and life, when I needed to adjust my work rhythm, I did encounter some gender-related challenges. Early on, I sensed doubts from outside, such as whether women could handle high pressure or whether they were decisive enough.

But I’ve always believed that the best response is to demonstrate your professional ability and tangible results. So, I see these challenges as opportunities to break through—focusing on honing my expertise, proactively taking on key and complex projects, and letting results speak.

I also deeply appreciate the support system UBS provides. For example, our mid-to-senior level training includes discussions on “unconscious bias,” promoting fair promotion mechanisms. These experiences have taught me that facing challenges requires confidence, continuous learning, and actively seeking and building support within the organization.

NBD: From your perspective, does the current domestic financial industry have an “invisible ceiling” for women’s career development?

Zhu Zhengqin: Overall, the industry environment is showing positive and steady development. Some top-tier financial institutions in China now have women in leadership roles, reflecting a steady improvement in women’s status.

Data shows that women occupy a significant proportion of entry-level positions, but their representation declines sharply at higher levels, with women still underrepresented among senior executives. I believe the main obstacles are not personal ability but systemic factors—such as unconscious biases during promotion, insufficient mentorship throughout careers, and traditional expectations that women should shoulder more family responsibilities, which can sometimes conflict with career advancement.

NBD: What specific initiatives does UBS have to support women’s development and foster a diverse and inclusive workplace? What projects are currently implemented in China, and what are the future plans?

Zhu Zhengqin: “Diversity, equality, and inclusion” are core elements of UBS’s corporate culture. In China, we have a series of concrete measures:

In personal development, from campus recruitment to senior talent cultivation, we follow diversity principles and treat all candidates fairly.

For women at different levels, we’ve established programs like “GROW” and “Advanced Program” to nurture talent based on ability and potential. We also have mentorship platforms to facilitate exchanges between young women and experienced colleagues.

To foster a supportive environment, we regularly hold “She Power Forums,” inviting women from various roles to share career and life experiences. The company has a “Mom Club,” organizing family-themed activities to help employees feel a sense of belonging. We also implement flexible work arrangements, allowing employees to work from home two days a week, providing greater flexibility for those balancing family.

In work-life balance, we support internal transfers to help employees adjust their work pace at different life stages. For pregnant and returning mothers, the company offers tailored support to ensure smooth transitions.

I hope to work with industry partners to promote a more diverse, equal, and inclusive financial sector for sustainable development.

Careers Are Not Always a Straight Line—Horizontal Moves and Adjustments Can Lead to Growth

NBD: The financial industry has undergone significant changes recently, such as digital transformation reshaping the sector. For young women entering finance, what core skills should they focus on developing? Do you have additional advice for them?

Zhu Zhengqin: Industry change is accelerating, especially with digital transformation. For young women starting in finance, I recommend focusing on these key skills:

First, digital and technological literacy. You don’t need to be a tech expert, but understanding AI, big data, and their applications in finance, and leveraging these tools to improve efficiency, is essential.

Second, cross-disciplinary learning ability. Maintain curiosity, continuously expand knowledge in technology and other fields, and build a diverse knowledge base to adapt to rapid industry changes.

Third, interpersonal influence and communication. As remote collaboration becomes more common, establishing trust, effective communication, and consensus-building are increasingly important “soft skills.”

Additionally, I have some personal suggestions:

First, stay confident. Trust your professional judgment, don’t limit yourself because of gender. Be brave to express your opinions, actively seek challenging projects, and prove yourself through results.

Second, embrace lifelong learning. Build a solid foundation through practice and continuously update your knowledge.

Third, actively build your network. Engage with industry peers, utilize mentorship resources within and outside your organization.

Finally, plan your career without self-imposed limits. The career path isn’t necessarily linear—sometimes lateral moves or adjusting your pace can lead to more comprehensive and long-term growth.