Foreign Press Talk Series: Thanos Dimadis in Conversation with Global Wealth Management Leader Ida Liu

In this exclusive episode of the Foreign Press Talk Series, host Thanos Dimadis sits down with Ida Liu, a Global Wealth Management Leader. With more than two decades of experience in the financial services industry, Liu has a demonstrated track record of strategic execution, delivering results, and building high-performing teams. At the heart of this conversation was what makes great leaders today given the high-level leadership positions Liu has held throughout her esteemed career. Along the way, they touch on—among other things—the importance of mentorship, the value in cultivating different skills, and how the young generation perceives interpersonal interactions in the corporate world.

AFPC-USA is solely responsible for the content of this educational program. Below, foreign correspondents can read detailed takeaways about their discussion.

From the top, Liu offered significant insight into her career trajectory.

On the topic of leadership, Liu emphasized integrity as the cornerstone of her approach. “Do everything with the utmost integrity,” she said, underscoring the need for leaders to lead by example and create a culture that reflects their values. Empathy, she noted, is just as critical—understanding what people need and helping them thrive is part of what she considers effective leadership. “You have to throw the ladder down,” she added, pointing to her belief in supporting the next generation and building inclusive teams where every voice is heard. For Liu, fostering that kind of environment isn’t just good management—it’s essential for driving innovation.

Leadership, she explained, is not about self-promotion but about helping others rise—especially those who will come next. Mentorship, Liu said, plays a central role in that process—but not in the traditional sense. Rather than only looking up, she seeks insight from senior figures, peers, and younger professionals across industries. Some of her most innovative ideas, she said, have come from junior mentors. “Reverse mentorship,” she explained, “is where you get the most out-of-the-box thinking.” That kind of openness, she believes, is how strong teams are built—and how they win.

How can leaders approach rapid technological change?

Asked about how rapid technological change is shaping a new generation of leaders, Liu struck a hopeful but cautionary tone. While artificial intelligence and other innovations are driving greater efficiency, she believes the best leaders of the future will double down on human connection. “Lean in even more on communicating,” she urged, stressing that no matter how powerful the tools become, it’s critical that leaders understand how their teams are using them—and help guide that use responsibly.

Still, there’s a line she doesn’t believe tech should cross. “You can’t replace the human connection,” she said, gesturing to the in-person conversation she and Dimadis were sharing. Tone, body language, emotion—“the way that I’m reacting,” she pointed out—are all things that get lost in a virtual space.

Dimadis raised a concern often voiced about younger professionals: that Gen Z and younger millennials might be more comfortable online and more reluctant to engage in person, especially in formal leadership settings. But Liu pushed back. In her world—wealth management and private banking—face-to-face interaction isn’t optional, it’s essential. She said she hasn’t seen hesitation among young people in her field; in fact, she believes they thrive in in-person settings, especially when learning under seasoned leaders. “It’s an apprenticeship model,” she said, where mentorship happens not through screens but side-by-side.

Social media and digital platforms, she acknowledged, have their place as “enhancements”—but they should never be treated as substitutes for real human interaction.

When the conversation turned to artificial intelligence, Dimadis noted that Liu had sounded unusually upbeat in past remarks—almost optimistic—about its impact. But Liu was quick to correct him. “I don’t think my opinion is optimistic at all,” she said. “I think it’s realistic.”

For Liu, the rise of AI isn’t something to fear—it’s something to prepare for. “AI is here to stay,” she said, framing the technology not as a threat, but as a tool for unlocking “efficiency and productivity” across industries. While she didn’t shy away from acknowledging the disruption—citing estimates that roughly 20% of jobs are already being affected—she emphasized that AI is also a creator of new opportunities. “AI is not an enemy,” she said. The real challenge, she argued, lies in how organizations choose to use it and how they train teams to maximize its potential.

Dimadis echoed that point, noting that continuous learning—especially for younger generations—will be key in adapting to this new reality. Liu agreed without hesitation. Lifelong learning, she said, is central to her own leadership approach. Calling herself a “voracious learner,” she revealed that she reads multiple books at a time and keeps up with daily news to stay ahead in her field. That mindset, she said, is what she hopes to pass along to the next generation: a commitment to constant growth so they can stay sharp, agile, and prepared for whatever AI brings next.

The intersection between leadership and multiculturalism

When the conversation turned to multiculturalism, Dimadis framed it as a vital leadership asset—an ability to draw from diverse perspectives and cultural experiences. He noted Liu’s global background, from her upbringing to her global career spanning many countries, and asked how that multicultural foundation has shaped her leadership.

Liu described herself as “American-born Chinese,” raised just outside San Francisco in what she called a “very bi-cultural” household. Summers spent in Asia and a formative exchange program in Spain during high school gave her early exposure to life across continents. Those experiences, she said, allowed her to “see, witness, [and] live in multiple geographies,” ultimately shaping her identity as a “global citizen.”

That cross-cultural fluency, she explained, has proven essential in leading global teams. For Liu, effective international leadership requires openness to different customs and traditions, along with the ability to navigate complex cultural dynamics. “It’s been hugely beneficial,” she said of her multicultural background—an asset that’s helped her build trust and collaboration across borders.

Navigating new chapters and risks

Reflecting on the most difficult moments of her career, Liu recalled the burnout she experienced early on in investment banking—a grueling chapter marked by 120-hour workweeks and constant travel between New York and Hong Kong. The unrelenting pace left her drained and questioning her path. “I pulled all-nighters once, twice a week,” she said, describing the period as both formative and unsustainable.

At a breaking point, Liu considered a major shift. Though she had built her career in finance, she had also turned down a job as a fashion buyer straight out of college—and had maintained close ties in that world. When the opportunity arose to join designer Vivienne Tam’s team, Liu took what she called a “big risk,” stepping into a new industry with lower pay and different expectations. “Sometimes,” she said, “you have to take a step or two back to move forward.”

That leap proved pivotal. While working in fashion, she spotted a clear gap: creative professionals lacked access to tailored financial advice. Designers were constantly asking her basic investment questions—“What stock should I buy? What bond should I buy?” Recognizing an unmet need, Liu pitched a new wealth management concept to Citi. It was a risk, she said, but the idea not only took off—it became a major success.

Dimadis pointed out that not everyone is comfortable taking such bold risks and asked what makes someone willing to embrace uncertainty. Liu responded with candor, citing her own cultural background and the often risk-averse tendencies among women, particularly Asian women. “Many of us believe that if we work hard and keep our heads down, we’ll be recognized,” she said. “But that’s not how it works.” To succeed, she argued, people must become their “own best cheerleader,” capable of advocating for themselves and clearly articulating their value. “You can’t expect anyone to be a mind reader.”

Dimadis asked whether she’s seen her own team members hesitate to speak up, concerned about overstepping or facing repercussions. Liu said she hopes no one on her team feels that way—and she sees it as a core leadership responsibility to ensure that’s the case. “Great leaders get their teams to contribute,” she said.

That includes drawing out ideas from quieter voices in the room. “If someone’s around the table, there’s a reason for it,” Liu said. It’s up to leaders to ask the right questions, encourage input, and “unlock the contributions” of every team member—not just the loudest.

Liu recalled the skepticism she faced when she left the world of investment banking and stepped into fashion. The move—from a “very corporate environment” to a “very creative” one—raised eyebrows. “What is she doing here? She’s an investment banker,” people would ask. But Liu quickly proved her value. Her financial background brought much-needed structure to designer Vivienne Tam’s operations, helping to launch a new dress line that doubled revenues, expand into European markets, open new storefronts, and secure major brand collaborations.

It wasn’t a conventional pivot. She remembers attending creative meetings at 2:00 a.m. and adjusting to a very different work rhythm. But rather than seeing her career as split between two worlds, Liu now views it as a fusion. Private banking, she says, has allowed her to blend both the strategic rigor of finance with the collaborative spirit of the creative industries.

How Liu approached different challenges while staying true to her roots

When the conversation turned to her current role in finance, Liu was clear about what fuels her. “It’s a privilege to serve the wonderful clients I’ve worked with over the last 20 years,” she says. Acting as a trusted advisor on everything from wealth management to legacy planning has been a source of deep fulfillment. She also takes pride in building strong, diverse teams and mentoring emerging talent. “I feel extraordinarily rewarded,” she says, particularly when creating environments where different voices and perspectives are not just included, but encouraged.

But Liu is equally candid about what she’d change. She points to persistent barriers—namely, the “glass ceiling” for women and the “bamboo ceiling” for Asians in corporate America. While she notes progress in gender representation at the leadership level, she highlights the stark gap when it comes to Asian leaders. Only 3% of Fortune 500 CEOs are Asian, and most of those are South Asian.

She attributed part of this to cultural dissonance. Values like modesty and humility, often taught in Asian households, can be misread in Western corporate environments. “We’re told to keep our heads down, not to speak up,” Liu explains. But in corporate America, those very behaviors can be seen as signs of passivity or a lack of leadership potential. “Those are exactly the things you shouldn’t be doing if you’d like to get ahead.”

Liu said these biases—both conscious and unconscious—contribute to leadership gaps. But she believes they’re addressable. Educating others on cultural nuance, she argues, is key to “unlocking the power of a diverse, inclusive team.”

Liu traced her leadership values back to her roots, beginning with the story of her parents. Both immigrants from Taiwan, they met while attending college in Berkeley and built a life together from modest means. Growing up in that household, Liu says she absorbed a relentless work ethic and an unwavering “can-do attitude.”

Her father’s early business failure turned out to be formative. Rather than retreat, he “doubled up,” launching a venture capital firm that ultimately succeeded. His “infectious optimism,” she says, became a guiding force in her life and her brother’s. From her mother, Liu inherited something equally vital: a commitment to kindness and respect. “One of the biggest-hearted, kindest-hearted people I know,” Liu says of her, adding that this ethos has shaped her approach to leadership and team-building.

Liu also credits her husband as a key part of her success. Celebrating their 20th anniversary this year, she says the two have “grown up in the business together.” His steady support, she adds, has been essential: “No leader can succeed without the support of their partner.”

On a personal note, she mentioned her two young children, ages 9 and 11. Liu said she hopes to pass along to them not just ambition, but belief—that with resilience, support, and a strong sense of purpose, “it’s possible” to pursue success and still live a balanced, grounded life.

Liu’s excitement was palpable as she described her next professional chapter as one fueled by “purpose” and “impact.” Though she did not reveal specifics, she framed the transition as a culmination of over 25 years of experience in global finance and leadership. This new endeavor, she says, is an opportunity to bring “more innovative solutions” to clients worldwide—solutions shaped by years of seeing where traditional wealth management has fallen short.

Without naming names or outlining a business plan, Liu signals that this next move is less about stepping away and more about stepping forward—into a space she believes can be more agile, inclusive, and forward-thinking. The decision, she suggests, is grounded not just in ambition, but in a desire to better serve clients in a world of accelerating change.

Liu’s thoughts on our current moment and how leaders can step forward

Our current political, financial, and economic environment was another topic of discussion and Liu said she is deeply optimistic personally but generally more cautious about global affairs today. She highlighted how geopolitical risks, especially US-China tensions and the trend toward economic decoupling and nationalism, have become front-and-center issues—something less discussed five or ten years ago. She stressed that long-term, sophisticated investors should stay focused on their goals despite near-term noise, making strategic shifts when needed. She sees strong opportunities in private and direct investments globally, attractive fixed income yields in the US, and a significant trend toward alternatives and private markets for alpha generation.

When Dimadis reflected on the US-China trade talks, noting the cultural differences in negotiation styles that add complexity and distance between the parties, Liu agreed. She suggested that successful negotiations require openness and empathy—truly understanding the other side’s perspective instead of approaching talks with a fixed mindset. Encouraging dialogue and openness is essential to productive conversations.

And when asked for her thoughts on the media, Liu said she believes the media is one of the most important—and possibly the “most critical”—forces shaping how perspectives are shared worldwide. 

The conversation naturally concluded with a discussion of Liu’s hopes and dreams for future leaders, and keeping in line with much of what she said prior, Liu said she would hope people lead with passion, empathy, purpose, and a focus on positive societal impact beyond just business success. 

“My greatest hope also is that we can all communicate with a huge amount of empathy and openness with one another,” she said. “I think the results will be much, much, much greater if we approach everything with an open mind.”

Her greatest fear, she added, is a societal retreat into closed-mindedness and backward-looking attitudes that hinder progress. She hopes humanity continues moving toward a harmonious, open, and collaborative global environment where everyone can “succeed together.”