Being in the C-suite is a high-pressure job with long hours, board responsibilities, and intense scrutiny. But what is it like to be a top executive when you’re off the clock?
Fortune’s series, The Good Life, shows how up-and-coming leaders spend their time and money outside of work.
Today, we meet Bianca Zwart, the 33-year-old chief strategy officer of Bunq, one of Europe’s fastest-growing digital banks.
Zwart’s story began with the simple decision to study Spanish at university.
“Not because it would lead to a specific job or boost my CV,” she tells Fortune. “I just wanted to do something I genuinely enjoyed. In a world focused on clear career paths and practical choices, it felt like a refreshing thing to do.”
Perhaps surprisingly, the experience led her to working at a bank straight after graduation—they needed multilingual staff. But the stint in the summer of 2015 opened her eyes to the reality of the industry: You’re making money out of other people’s money, so clients without large accounts are treated as “irrelevant” and those with money to their name are hounded.
After randomly hearing about Bunq, a more modern, user-first digital bank in a stand-up, the millennial searched for jobs there straight after the meeting and handed her notice in just weeks later.
That bold leap in 2016 took her from a frontline support job at a 30-person startup to the youngest chief strategy officer in European banking history.
Her ascent was swift and unorthodox: She went from team lead to head of PR to launching two of her own ventures, before boomering to Bunq in 2022 after “successful” exits.
Alongside founder Ali Niknam, Zwart has helped scale Bunq from an Amsterdam startup into Europe’s second-largest neobank, with over 700 employees and 17 million users on the continent. Over 20,000 people apply to work at the company every month. And Zwart’s role puts her at the center of this growth—with U.S. expansion next on her to-do list.
“Now, we’re scaling fast, aiming to build the first truly global neobank for people who live and work beyond borders,” the young exec says. And she’s herself become an example of living beyond borders, splitting her time between Rome and Amsterdam.
But wherever she is in the world, her routine stays consistent: She wakes up “ridiculously early” to work out, refuses to wear a watch (“I don’t need a ticking symbol of urgency strapped to my wrist”) and unwinds by learning new languages. She can already speak 5.
Zwart tries to take proper time off from it all, but admits it often results in just answering emails “from better-looking places.” But she thinks it’s part of the parcel of having a high-flying job.
“And honestly, I like it,” she adds. “For me, it’s less about switching off and more about switching perspective.”
The finances
Fortune: What’s been the best investment you’ve ever bought?
My Oura ring, which I quite randomly bought in NYC last year. I’m super disciplined, I love sports, and I’m always go-go-go—so having something that literally tells me to calm the **** down has been a game-changer. I’m still too stubborn to always listen, but I do take recovery more seriously now, and it’s made me smarter about how I train and rest.
And the worst?
An ab wheel for my home gym. Used it once, fell flat on my face. Pretty sure it was designed as a prank. Tiny wheel, no support, all the pressure on your lower back and none on your actual abs. Definitely not invented by someone who’s ever had abs… or empathy.
“Now, we’re scaling fast, aiming to build the first truly global neobank for people who live and work beyond borders.”Bianca Zwart, chief strategy officer of Bunq
What are your living arrangements like: Swanky apartment in the city or suburban sprawling?
I split my time between Amsterdam and Rome (plus whatever city I end up in for work). I thought I wanted more space, so I moved a bit further out of the city (it’s still just a 20-minute bike ride from the office). Turns out, I miss the noise. So I’m now looking to move back into the city of Amsterdam.
How do you commute to work?
Like a real Dutchie, I’m married to my bike. Rain or shine, we’re in this together.
Do you carry a wallet?
I get around just fine with my phone. Otherwise, it’s my Bunq metal card. The best part? With every €100 you spend, you help to plant a tree!
Do you invest in shares?
Yes, through multiple platforms, amongst which are Bunq stocks!
What personal finance advice would you give your 20-year-old self?
Compound interest is your friend. Start that business sooner rather than later.
What’s the one subscription you can’t live without?
Todoist. There’s so much going on every day, and it keeps it all out of my head. It’s basically my second brain. It’s worth every single cent.
Where’s your go-to wristwatch from?
I don’t actually wear a watch. Even without notifications, it still adds noise. It’s this constant reminder of how late you are, how fast the day is going. My brain already runs on deadlines—I don’t need a ticking symbol of urgency strapped to my wrist.
The necessities
How do you get your daily coffee fix?
I’ve got an Italian Moka at home. It’s a bit of calm and beauty at the start of the day, especially when everything else is already moving incredibly fast.
I love the Italian way of drinking coffee: a quick espresso at the bar, standing, no nonsense—pay 1 euro and you’re out. When I’m in Rome, I fully adapt to that. But when I’m in Amsterdam, I switch to a more “Northern-European” style: longer coffees, more milk-based, and usually something to-go.
What about eating on the go?
I probably love eating while continuing to work a bit too much. I’m a sucker for efficiency, so in Amsterdam I often eat on the go—grab something at the station and keep moving. In Rome, I slow down, sit down, and actually enjoy the meal.
In Rome, there’s this spot called Sano, più o meno (“healthy, more or less”). It’s a family-run place that makes fresh sandwiches, salads, and warm meals daily. The vibe is exactly what I need: more or less healthy, no pressure, good food. In Amsterdam, for a proper sit-down, my favourite is Zoldering.
Where do you buy groceries?
Albert Heijn, the store Dutchies love most. Or I order from Crisp, especially when I’m in between trips. Lately it’s been more like: one meal at home, then back to the airport.
That said, my favourite place to do groceries is actually in NYC when I’m there for Bunq. Brooklyn Fare is a dream—800 types of snacks I’ve never seen before, colour-coded shelves, everything perfectly arranged.
How often in a week do you dine out versus cook at home?
I eat out quite a bit—usually at least twice a week—but I also love cooking healthy stuff when I can. In Rome, it’s more common to go out for dinner during the week to catch up with friends or family, so I’ve definitely picked up that habit. It’s about the food, of course —but even more about being in the moment.
What would be a typical work outfit for you?
When I’m not speaking on stage: jeans, loafers, oversized shirts. We’re a real tech company—people wear whatever makes them feel comfortable.
The treats
How do you unwind from the top job?
Sports keep me sane. I’ve done them at a high level: Synchronized swimming, kickboxing, and now I run marathons. I usually work out in the morning (and get up ridiculously early), so after work I can actually hang out with friends and my dog, Nacho. I recently rekindled my love for Pilates, like half the planet apparently.
I also love learning new languages (I speak five, although to be honest, they start to blur after four—I just go with whatever language shows up in my brain mid-sentence). And I love reading, even if I wish I had more time for it. Right now, I’m in the middle of “A Little Life” by Hanya Yanagihara – just a light, uplifting read… kidding. But it’s beautiful.
How do you treat yourself when you get a promotion?
I usually end up with a new challenge to tackle. That’s my version of a reward, something new to learn, build, or figure out. It keeps things interesting and keeps me moving forward
Take us on holiday with you, what’s next on your vacation list?
The Dolomites, Italy. Hiking during the day, spa in the evening. I’ve never been, so I’m really looking forward to it. After that, I’m off to Curaçao for a wedding. One of the perks of having lots of international friends: I get to turn their weddings into little adventures.
I’m all about exploring new places—there’s still so much out there I haven’t seen. No holiday home (yet); I like the freedom of staying on the move. I travel a lot for work too, so I’ll often bring a friend along and turn it into a mini adventure. Work during the day, explore the city at night—it’s a pretty good setup.
How many days annual leave do you take a year?
I do try to take proper time off, but in reality, I often just answer emails from better-looking places. It comes with the job (and honestly, I like it). I find that a change of scenery gives me fresh ideas and helps me stay focused. I’m not great at sitting still anyway. For me, it’s less about switching off and more about switching perspective.
Fortune wants to hear from leaders on what their “Good Life” looks like. Get in touch: orianna.royle@fortune.com
Good morning. Chickenjoy—its crispy, juicy fried chicken—and Jolly Spaghetti are signature menu items at Jollibee, a Filipino fast-food chain that is building a growing fan base in the U.S. Now, the company is setting its sights on Wall Street.
The Philippines-based Jollibee Foods Corporation (JFC), the restaurant’s parent company, disclosed earlier this month that it plans to spin off its international operations and pursue a U.S. initial public offering for that business. The contemplated spin-off and listing are targeted for late 2027, leaving “quite a bit of time ahead of us for the work to be done,” Jollibee Global CFO Richard Shin said during a Jan. 14 media roundtable.
JFC, which includes restaurant brands such as Smashburger and The Coffee Bean & Tea Leaf, is currently traded as a single group on the Philippine Stock Exchange and operates in 33 countries. Over the past 15 quarters, JFC’s international network has posted a 26.7% compound annual growth rate, outpacing the group’s overall 15.1% rate of expansion. The separation reflects increasingly distinct strategic profiles for the domestic and international businesses, Shin said.
In March 2025, Jollibee launched its first U.S. franchising program. After opening its first North American location in 1998 in Daly City, California, the brand has since expanded to more than 100 locations across the U.S. and Canada as of early 2026.
Why go the route of a U.S. IPO? “I think there’s a fact that we can all agree on: the U.S. capital markets have deep investor-based experience in valuing global consumer and restaurant growth companies,” Shin said on the call.
Many such companies are still growing into their potential yet are often rewarded with higher multiples and valuations, he said. While that outcome is not guaranteed for JFC, a U.S. listing offers greater capital depth, liquidity, and broader analyst coverage, with any final decision subject to valuation and required approvals, he added.
The IPO market in the U.S. is heating up again, Fortune’s Jeff John Roberts writes in a new feature article. “While 2026 will almost certainly not match the banner year of 1999, which saw 476 companies go public, investors should have far more choices than they did four years ago, when just 38 firms held an IPO,” he writes.
Shin also framed the separation of JFC in terms of simplifying how investors assess the corporation, noting the group includes businesses at different stages of their life cycles, with varying returns and opportunities. Distinct domestic and international entities, he suggested, could offer investors clearer, more targeted investment options as the strategic profiles of the two segments continue to diverge.
Reasons for pursuing the separation include improved transparency, discipline in capital allocation, execution against the growth strategy, and the ability to attract an investor base aligned with the risk–return profile of each business rather than being judged solely on short-term financial metrics, he said.
“The transaction is aligned with the Jollibee Group’s long-term value creation strategy,” Shin said.
With its eyes on Wall Street, Jollibee is betting that global taste and investor appetite, will be on its side.
Helen Cai was appointed senior executive vice president and CFO of Barrick Mining Corporation (NYSE: B), effective March 1, following the departure of long-serving finance chief Graham Shuttleworth, who will be leaving the company after its year-end results. Cai has served on Barrick’s board since November 2021 and brings more than 20 years of experience in equity research, corporate finance, capital markets, and M&A at firms across the mining, industrial, and technology sectors, primarily with Goldman Sachs and China International Capital Corporation.
Meredith Peck was named CFO of Zekelman Industries, the largest independent steel pipe and tube manufacturer in North America. Peck succeeds Mike Graham, who will retire on May 15 following a planned transition period. She brings more than 20 years of financial leadership experience to Zekelman Industries and most recently served as CFO for COTSWORKS, Inc., after earlier roles as the company’s controller and then vice president of finance and administration. Earlier in her career, Peck held senior leadership roles at KeyBank and began her career in public accounting at PwC, and she is also a former U.S. Coast Guard officer.
Big Deal
In a blog post on Sunday, OpenAI CFO Sarah Friar provided an update on the tech giant, including its revenue. In 2023, revenue reached $2 billion in annual recurring revenue; it rose to $6 billion in 2024 and jumped to more than $20 billion in 2025.
This revenue growth closely tracked an expansion in computing capacity. OpenAI’s computing capacity rose from 0.2 gigawatts (GW) in 2023 to 0.6 GW in 2024 and about 1.9 GW in 2025.
Friar writes: “Compute is the scarcest resource in AI. Three years ago, we relied on a single compute provider. Today, we are working with providers across a diversified ecosystem. That shift gives us resilience and, critically, compute certainty.”
In an accompanying LinkedIn post, Friar said that from a finance perspective, demand is real and growing at rates never seen by any company previously, and that customers are paying in proportion to the value delivered. She added that capital is being deployed deliberately into the constraints that actually matter, especially compute.
Going deeper
ACCA (the Association of Chartered Certified Accountants) and IMA (Institute of Management Accountants) have published a Global Economic Conditions Survey, based on the results of their Q4 2025 poll. Members from around the world share their views on the macroeconomic environment.
Confidence among CFOs improved somewhat, but remained below its historic average, and the key indicators point to caution at their firms, according to the findings. Accountants flagged economic pressure, cyber disruption, and geopolitical uncertainty as the top risk priorities, underscoring that risks are increasingly complex and interlinked.
“Accountants remain cautious entering 2026, amid a highly uncertain global backdrop,” Jonathan Ashworth, chief economist of ACCA, said in a statement. “The global economy performed better than expected in 2025 and looks set to remain resilient in 2026 amid recent monetary easing by central banks, stock market gains, supportive fiscal policies in key countries, and the ongoing global AI boom.” However, there remains significant uncertainty, amid a wide range of risks, “not least on the geopolitical front, which are more heavily skewed to the downside,” he said.
Overheard
“We are entering an IPO ‘mega‑cycle’ that we expect will be defined by unprecedented deal volume and IPO sizes.”
—Goldman Sachs’ global co-head of investment banking, Kim Posnett, recently told Fortune. Posnett discussed how she sees the current business environment and the most significant developments in 2026 in terms of AI, the IPO market, and M&A activity. Posnett, named among the leaders on Fortune’s Most Powerful Women list, is one of the bank’s top dealmakers and also serves as vice chair of the Firmwide Client Franchise Committee and as a member of the Management Committee.
Alfia Ilicheva came from the world of public markets, including four years at one of the world’s largest hedge funds, Bridgewater. But when she transitioned over to the private side, including serving as the CEO of an Apollo-backed investment platform, she realized the difficulty of fund administration for operations like private equity and venture capital. Instead of having access to real-time and accurate data like at Bridgewater, which can rely on publicly available information, this new world was filled with manually compiled and fragmented data subject to human error and inconsistent metrics. “How could it be that hedge funds are so into the future and private capital markets are so backward,” she remembers thinking.
As private markets explode and AI makes automation increasingly possible, Ilicheva saw an opportunity to build the next generation of fund administration software for everyone from venture capital outfits to PE giants like Apollo. After initially planning to bootstrap the project, which she named Formulary, Ilicheva was introduced to Hari Arul, a partner at Khosla Ventures, who immediately saw the appeal of the idea. Khosla is leading Formulary’s $4.6 million seed round, which Ilicheva says is three times oversubscribed, with participation from Human Ventures, Serena Williams’s venture firm, and others.
In the red-hot field of private investments, buoyed by the rise of private credit and massively valued companies like SpaceX and OpenAI, fund administration may not be the most alluring area for innovation. But the ability to track investments, returns, and performance—and accurately convey the information to investors, or limited partners—is a necessary foundation.
The existing options fall into two camps: the service side, or high-touch accounting companies, like SS&C and Citco, or the software side, like Carta. As Ilicheva interviewed general partners and former clients in her user research, she realized that nearly everyone was dissatisfied with the existing options to the point that most turned to shadow fund administration, where they would hire outside firms but keep their own books at the same time. “When you raise a fund, your dream is to generate alpha by investing capital, not redoing someone’s work,” Ilicheva said.
Ilicheva planned to find a happy medium between the two models by leveraging AI to massively scale up the service approach, creating software for their own in-house accountants, which Ilicheva playfully calls bionic accountants. “They’re really focused on having a grip on the numbers and delivering service, but they’re not manually entering things in an Excel spreadsheet, which has been the industry’s burden for the past decades,” she said.
The challenge in creating a tech-enabled services company, of course, is scale, with a pure SaaS model able to grow at a much faster clip. When I asked Khosla’s Arul how he thought about the approach, he said the key is to deliver the vast majority of the product through technology: “It’s important for any entrepreneur or any investor to look at an AI-enabled services business and say, the margin of how this business runs looks more like a technology company than a services company.”
Arul said that while Khosla is not yet using Formulary, which is just now coming out of stealth, he’s optimistic for a future where tedious processes like ensuring data accuracy for LPs can be fully, reliably automated. Ilicheva mentioned one possible future use case for Formulary as drafting LP letters, which Arul wholeheartedly endorsed, along with a portal where investors could communicate directly with the system to understand the value of positions, fund deployment, and future capital calls. “[That] sounds pie in the sky relative to what the reality is today,” Arul said, “But it doesn’t feel out of reach.”
In today’s CEO Daily:Fortune‘s AI editor Jeremy Kahn reports on the AI buzz at Davos
The big story: SCOTUS could upend Trump’s leverage to acquire Greenland.
The markets: Jolted by Trump’s renewed tariff threats.
Plus: All the news and watercooler chat from Fortune.
Good morning. I’m on the ground in Davos, Switzerland, for this year’s World Economic Forum. As Diane wrote yesterday, U.S. President Donald Trump’s arrival later this week along with a large delegation of U.S. officials eclipses pretty much every other discussion at Davos this year. But, when people here aren’t talking about Trump, they are talking about AI.
At Davos last year, the hype around AI agents was pierced by the shock of DeepSeek’s R1 model, which was released during the conference. We’ll see if a similar bit of news upends the AI narrative again this year. (There are rumors that DeepSeek is planning to drop another model.) But, barring that, business leaders seem to be less wowed by the hype around AI this year and more concerned with the nitty-gritty of how to implement the technology successfully at scale.
On Monday, Srini Tallapragada, Salesforce’s chief engineering and customer success officer, told me the company is using ‘forward deployed engineers’ to tighten feedback loops between customers and product teams. Salesforce is also offering pre-built agents, workflows, and playbooks to help customers re-engineer their businesses—and avoid getting stuck in “pilot purgatory.”
Meanwhile, at a side event in Davos called A Compass for Europe, that focused on how to restore the continent’s flagging competitiveness, AI was front-and-center. Christina Kosmowski, the CEO of LogicMonitor, told the assembled CEOs that to achieve AI success at scale, companies should take a “top down” approach, with the CEO and leadership identifying the highest value use cases and driving the whole organization to align around achieving them. Neeti Mehta Shukla, the cofounder and chief impact officer at Automation Anywhere, said it was critical to move beyond measuring automation’s impact only through the lens of labor savings. She gave specific customer examples where uplifting data quality, improving customer satisfaction, or moving more workers to new tasks, were better metrics than simply looking at cost per unit output. Finally, Lila Tretikov, head of AI strategy at NEA, said Europe has enough talent and funding to build world-beating AI companies—what it lacks is ambition and willingness to take big bets.
Later, I met with Bastian Nominacher, co-founder and co-CEO of process analytics software platform Celonis. He echoed some of these points, telling me that to achieve ROI with AI generally required three things: strong leadership commitment, the establishment of a center of excellence within the business (this led to an 8x higher return than for companies that didn’t do this!), and finally having enough live data connected to the AI platform.
For further AI insights from Davos, check out Fortune’s Eye on AI newsletter. Meanwhile, Fortune is hosting a number of events in Davos throughout the week. View that lineup here. And my colleagues will be providing more reporting from Davos to CEO Daily and fortune.com throughout the week.—Jeremy Kahn
This is the web version of CEO Daily, a newsletter of must-read global insights from CEOs and industry leaders. Sign up to get it delivered free to your inbox.
Politics8 years ago