East West Bank recently welcomed Deborah Leerhsen as Executive Vice President and Head of Global Banking to lead our corporate banking, commercial banking and fee income businesses.

With over two decades of experience across Asia Pacific, Europe and the United States, Deborah has built a distinguished career guiding clients through global financial challenges, building strong relationships that fuel business growth, and creating a better workplace for future leaders. In this conversation, Deborah shares how she got started in finance, the bold career moves that shaped her journey, and the lessons she’s learned along the way.

How did you get your start in banking?

I thought my first step after the University of Chicago would be going to Latin America. I had applied for a Fulbright scholarship to study the differences between Argentina and Mexico—I had done some studying there and was waiting for a decision.

Then the recruitment cycle started. Investment banks and consulting firms came to campus, so I thought, “Might as well see if I get a job.” I got offers from several banks; some in Chicago and some in New York.

Then HSBC came to my campus with its International Management Program. It stood out as so different from anything else. I accepted my offer within minutes. My first job was in Singapore, supervising over 100 people in trade finance sales and operations. I had just turned 21, and it was a huge responsibility. We worked six days a week, and it was intense.

I remember my first team meeting because I talked a lot and then opened the floor up for Q&A, and no one said anything! It was a complete cultural shift from the United States, because in some cultures, people don’t want to say what’s wrong or what is going on.

I remember my parents visiting me and saying, “This is certainly very different from pursuing your Ph.D.” But I embraced it, and I loved learning from people who had been there for decades. I ended up staying at HSBC for over 20 years, and I never made it to Latin America.

Can you share a bold career move that paid off?

While I was in Singapore, I found an opportunity to move to Hong Kong to cover the bank’s most high-profile clients. I realized that this was the engine of the business—the most important part of the bank—and I wanted to be a part of that team.

So, I flew myself to the Hong Kong Sevens rugby tournament, where I knew one of the decision-makers would be. I introduced myself, made my case, and he said, “Okay, when the next job rotation comes, I’ll pick you for the role.”

When I finally joined the team, I saw firsthand the creative solutions that were put in place for our clients—helping them expand, plan for succession, or diversify geographically.

That was great experience for my role at East West Bank, because we have so many clients who have links to Asia Pacific, and we can help them across those places, in the corridors, which is very rare for a U.S.-based bank. Even for larger global U.S. banks, what they often have in Hong Kong or even Greater China is very limited, and their presence is more like dipping a toe in the water. Here at East West, we have robust capabilities and a true cross-border platform.

What brought you to East West Bank?

I first came across East West about five years ago and thought it had an interesting background—really aspirational in what it was trying to do. Then, fast forward to now, I was ready to make a move back to the United States from Australia, and I had already interacted with East West multiple times.

Sometimes, when you start paying attention to something, you notice it more. The Bank had participated in transactions helping clients who were in transition—whether it was succession, business difficulties or liquidity challenges. East West stepped in at critical moments, providing stability and relationship-driven solutions. That resonated with me.

When I started talking to the Bank, I had great conversations with [our CEO] Dominic. We had clients in common, and everything about it felt natural. There was no other place where I could bring together everything I had done in my career quite like this.

You worked in Hong Kong for several years. How did that experience shape your career?

I lived there by myself for a few years before moving to London, and then I moved back when an old team of mine—where I had a great experience—needed a new head. My former boss, who had hired me once before, really wanted me to return.

At the time, I was about to have a baby, and I realized that spending my maternity leave in Hong Kong would be much better than in the United Kingdom. I would be able to take about a year off, and there would be so much support for the mom and the baby. That was an important factor in my decision-making.

If you want to know why I was able to have the career I did and why my husband was able to work full-time, it’s because of the societal acceptance in Hong Kong that everyone who can be productive should be—including the people helping at home, tutoring kids or driving them to activities. The idea is to maximize a family’s productivity so that society as a whole benefits.

So, we made Hong Kong our home and raised our kids there. They still consider it home, and so do I, even though I was born and raised in New York.

You had to be a sponge to thrive and succeed in such different cultural environments. Were there moments where you wish you had done things differently?

I think life happens for you, not to you. There’s a force that pushes us toward where we’re supposed to be, to experience and learn and grow.

I believe things happen in the order they do for a reason. Maybe something that seems bad in the moment actually leads to learning or a better decision down the road. If we look at experiences that way, we’re always improving.

Sometimes, I think if I had known everything I know now, I might not have taken certain chances. But I’m glad I did. When I started in finance, I was in a structured program where I wasn’t necessarily in charge of where I went next, but I took control where I could. I influenced my path instead of just letting things happen to me. You make decisions based on the circumstances at the time, you learn from them, and the next decision you make is better. So, no, I wouldn’t change anything.

What advice would you give to women looking to grow in their careers while also thinking about raising a family?

Throughout my career, I’ve had great mentors—both men and women—who guided me during pivotal moments. Finding people who have been through similar experiences is key. Now, there are more women in leadership roles, but when I was coming up, they were few and far between.

I remember when I was pregnant and working in London, I had a two-hour commute to Canary Wharf, switching trains. Sometimes I couldn’t find a seat, and it was hard to stand for a long commute while pregnant. My boss, who had four kids, told me, “Just take a taxi.” I said, “That’s too expensive!” And she said, “I’ll approve it.” I didn’t take a taxi every day, but knowing I could kept me in the workforce and feeling more comfortable on the days I worked really late.

Later, when I was in a leadership position, I carried that forward. We improved nursing room facilities to make it easier for team members who were pumping. We also had offices with glass walls, and no one wanted to pump in their office. So we frosted the glass and put locks on the doors so people could feel comfortable. Struggling with challenges and then making things better for the next generation is something I find really rewarding.

How did you build such strong relationships throughout your career?

I see myself as a connector—matching people with opportunities. Even if I’m not working directly with someone, I’ll say, “Hey, I noticed this person needs help—you should reach out, or do you want me to introduce you?” I find building relationships so rewarding. I always ask: What does this person need? What does this client need?

When I worked at an Australian bank, one of the things we did was give letters to clients saying, “If you ever want to buy something, we’re the biggest bank in the country, and we want to support you.” I once gave a letter to a former Hong Kong client, and when I handed it to him, he smiled and said, “Oh, I have another one.” It was from my time at another bank, and he had framed it and put it on his wall because it meant so much to him. Moments like that remind me that banking isn’t just about numbers; it’s about trust, relationships and making a meaningful impact.

Finance is known for being high-pressure. How do you stay balanced?

I love yoga, hiking, pilates and personal training with weights. I love being active and being outside. Seeing the mountains here every day makes me happy. Being in nature is a real way for me to calm down—that’s why I love Pasadena. There’s still so much I want to explore on the West Coast because I haven’t lived here before, and it’s completely different. I also love movies, theater and reading.

What’s next for you?

I want to continue taking on larger leadership roles. I went from being a Hong Kong country head to taking on a regional position. Then I moved into a role overseeing Asia and Oceania during COVID, managing 13 markets. After that, I stepped into a global role at Commonwealth Bank, covering 14 countries—from the United States and Europe to China and Japan.

Moving to Australia and then stepping into a global role expanded how I think about leadership. Each shift gave me exposure to new challenges, new cultures and different ways of working.

Now, I want to take on enterprise-wide responsibilities. I’ve done commercial banking, large corporate banking, products, and transaction banking. The next phase for me is figuring out how all these pieces fit together from an organizational standpoint. That’s what I want to do next.