Joseph Otting, the current CEO of Flagstar Bank—one of the nation’s top-ranked regional banks—has built a career defined by adaptability, judgment, and leadership under pressure. Before leading one of America’s most prominent financial institutions, Otting also served as Comptroller of the Currency during President Donald Trump’s first term, overseeing the stability of the U.S. banking system at a national scale.
Reflecting on his rise, Otting rejected the idea of a single defining moment of certainty. “I don’t know if you ever truly know that you can operate at that level,” he said. Instead, confidence was built gradually, through “gathering skills and experiences along the way that prepare you for opportunities.” Early in his career, Otting intentionally sought out new environments, explaining that he would “always go to a geographic market where there were new opportunities,” allowing him to observe “lots of different leadership styles… and ways to motivate people.”
That exposure shaped his long-term vision. Otting recalled telling friends early on that he wanted to become a bank CEO—an ambition many doubted. “They thought I was full of it,” he said. Years later, he now “chuckles about that moment,” especially as some of those same people now serve alongside him.
Throughout his career, Otting has gravitated toward challenge. “I always love to step into situations that are in disarray or poor performance,” he explained, emphasizing the importance of bringing “leadership, and direction, and focus” to organizations struggling to find their footing. His professional path—from private banking to public service to executive leadership—was not rigidly planned, but rather “more opportunistic.”
That philosophy carried into his time in government, where the stakes were significantly higher. “You don’t need 100% of the information to make a decision,” Otting said. “It’s when you get 60 or 70% of the information… that you have to use your judgment.” He stressed that judgment, while imperfect, is essential: “Maybe your judgment will be wrong sometimes, but learn how to use your judgment.”
Integrity and trust, Otting argued, are foundational to leadership. “If you can’t trust the people that you are dealing with… you can’t have an organization… that are all pointed in the same direction.” Alignment, he noted, is rare at 100%, but even “92 or 93%… is generally deemed a success.”
Outside the board room, Otting prioritizes discipline and balance. He starts each day early, saying, “I get up every morning at 5:20… and I find that when I’m most not thinking about work is when a lot of my best thoughts come together.” Taking time for himself, he added, “gives you the opportunity to think broader.”
From banking to government to executive leadership, Otting’s career underscores a consistent message: growth comes from challenge, clarity comes from judgment, and leadership is ultimately about shaping outcomes for others.
Listen to the full interview on Spotify and Apple Podcasts!
