In a move that some are hailing as a strategic hire, Barclays has appointed Rob Patterson as the new Head of Data & Information Platforms Coverage within its Technology Investment Banking arm. With over 20 years of investment banking experience, primarily at Morgan Stanley, Patterson is being welcomed with open arms. But here’s the question: Is this appointment a true step forward for Barclays, or just another example of a “safe bet” in a rapidly evolving industry that demands fresh perspectives?
Don’t get me wrong, Patterson’s CV is impressive. His extensive client roster, featuring names like Accenture, Nielsen, and YouGov, shows that he can walk the walk. But in an industry where disruption is the new normal, should Barclays really be content with hiring someone who’s essentially cut from the same cloth as every other banking executive? Patterson’s appointment seems to reinforce the age-old investment banking formula—lean on experience, stick to what works, and avoid rocking the boat.
But herein lies the problem: The boat needs to be rocked.
Technology Investment Banking, particularly in data and information platforms, isn’t the same as it was two decades ago when Patterson entered the scene. The pace of change, fuelled by AI, blockchain, and decentralisation, is accelerating. Now, more than ever, this sector requires leaders who can not only navigate today’s landscape but also anticipate tomorrow’s opportunities and challenges.
Does Patterson, with his deep roots in traditional banking, embody the bold, forward-thinking leadership that the tech world craves? Or is Barclays simply reinforcing its comfort zone, doubling down on tried-and-tested leadership at a time when innovation should be the watchword?
Kristin Roth DeClark, Global Head of Technology Investment Banking, claims that Patterson will “deliver significant value for our clients.” But what value is that, exactly? More of the same? Another steady hand in a field that increasingly rewards risk-takers and visionaries? Where are the fresh faces? Where is the push for diversity in thinking and background that could truly propel Barclays into the next frontier of technology investment?
Barclays has already been involved in major transactions, from advising on CVC’s acquisition of Epicor to playing a role in Nuvei Corporation’s $6.3bn sale. But these deals, while significant, are based on the old model of big deals and bigger numbers. Is Barclays missing the opportunity to lead the charge on new tech frontiers like AI and Web3, where fresh thinking is crucial?
Patterson’s appointment might look like a win for Barclays on paper, but it risks signalling that the bank is more interested in maintaining the status quo than in pioneering the next wave of tech investment innovation. Instead of focusing on leaders who have already had their time in the spotlight, Barclays should be looking to those with disruptive mindsets, individuals who can break free from the rigid mould of traditional banking and usher in a new era for tech investment.
I’ve seen firsthand the need for change at Barclays. And while experience has its value, it’s vision and the willingness to take risks that will define the next decade of success in this space. Let’s hope that Patterson—though an undeniably safe pair of hands—can prove me wrong by bringing more than just his experience to the table.
Because in today’s tech world, playing it safe is the riskiest move of all.
