The CEO and CUO who recognize that relationship-driven allocation is eroding portfolio returns must lead a deliberate transition—balancing relationship preservation with economic discipline through transparent frameworks and aligned incentives.
Collateral friction in cross-border structures demands a coordinated leadership response—the CUO who controls placement, the CFO who manages capital cost, and the CRO who governs enforceability risk must act from a shared framework, not from separate departmental perspectives.