Can an Architect’s Mindset Rebuild the Future of Corporate Banking? — Eko Sanusi, Mizuho

Eko Sanusi’s journey into the executive world began not in a counting house but in an architecture firm. Driven by a love for numbers and analytical depth, he transitioned into banking, only to discover that his training in engineering and design was his greatest competitive advantage. At Mizuho, Eko approaches a corporate banking problem like a design project: looking at human behaviour, project lifetimes, and the physical constraints of the industries he finances. He believes that whether you are writing a credit report or composing a song for the office, the goal is always the same: to create a framework where people and capital can perform at their best.

How does an architect’s eye improve Corporate Credit Risk?

Eko explains why he views financial forecasts as physical structures rather than just rows of digits.

“I have always liked numbers, and in architecture, much of the job deals with the art of design. I decided to transition into banking to lean into that analytical strength, but I soon realised that my training as an architect was incredibly beneficial. Architecture is about understanding human behaviour. Today, I use that same mindset to design internal frameworks and applications.

The biggest misconception is that you must be an accounting expert to be a good analyst. When I see a financial forecast, I’m not just looking at digits; I’m looking at the length and lifetime of a project. I look at the ‘S-curve’ and the behaviour of the people involved. That ‘outside’ knowledge allows me to structure financing for developers with a level of detail that a traditional background might overlook.”

Why should bankers learn Prompt Engineering?

Despite not having a technical background, Eko designed an AI tool by focusing on user-friendly frameworks rather than alphabetical logic.

“I am a user, not a developer. I know how I want an application to behave, so I designed the framework and discussed it with our IT team. I even took classes in low-code development and prompt engineering to better understand how IT professionals think. Effective tools shouldn’t just follow an ‘A to Z’ logic; they should be user-friendly. By understanding the process of building, I can tell the IT team, ‘Don’t do it in alphabetical order; I want this specific feature in the first place.’ It is a constant collaboration to ensure the technology serves the human analyst, not the other way around.”

How do you maintain zero-hierarchy learning in a global bank?

Eko identifies three distinct sources of knowledge that keep him ahead of the curve in Indonesia’s emerging markets.

“I learn from three main sources: my seniors, my clients, and my juniors. My seniors provide the wisdom of experience, while my clients provide the points of innovation, like the asset-heavy business model of a data centre. Interestingly, I learn a lot from my juniors regarding technology. They grew up with digital tools in a way I didn’t. They might show me how to use tools like Canva to present a story more effectively than a traditional PowerPoint. There is no hierarchy when it comes to learning; everyone has something to contribute to the collective intelligence of the firm.”

Why is Indonesia’s culture the ultimate challenge for multinationals?

Expanding into the Indonesian market requires more than just capital; it requires a deep understanding of local nuances and regulatory shifts.

“Multinationals often underestimate the challenges here. There are two main factors: regulatory stability and culture. While the government has moved to a ‘single door’ online submission system for licences, stability is always a talking point during leadership changes. However, culture is equally critical. You can bring the best engineers from your home country, but you must work alongside local people to understand the nuances of the Indonesian market. Understanding local culture is the only way to maximise the massive potential we have here in commodities and emerging tech.”

Can sustainability move from a “Cost” to a “Profit Center”?

Eko shares how he acts as a matchmaker to help clients turn waste into electricity and build integrated EV ecosystems.

“A few years ago, sustainability was viewed strictly as a cost. Now, clients see it as a way to generate profit. I have seen manufacturing clients build biogas power plants to turn waste into electricity to stop paying electricity bills. In the nickel industry, we see a similar shift. As bankers, we often play the role of matchmaker, linking suppliers and technology players together. When the technology improves, the business grows, and we get the transaction. Everyone wins. We are financing the development of an integrated ecosystem, not just a single project.”

What is the “Heart Test” for effective credit leadership?

Eko encourages his team to look at the unwritten data and creates an environment where creativity can flourish.

“I lead by example. I often ask my juniors: ‘If this were your own money, would you lend it to this company?’ If the numbers look good but your heart says no, there is usually something in the unwritten data that you need to consider. I also believe in making the office environment fun. I voluntarily wrote and composed a song for our office morning bell on the piano and saxophone. It isn’t in my job description, but it creates an atmosphere where people feel comfortable and creative. We must constantly ask how our current knowledge can make us better leaders for the future.”

Join the Conversation: The Ortus Club’s Executive Network

Across Eko’s insights on design-thinking in finance, AI collaboration, and Indonesia’s cultural nuances, one pattern is clear: these challenges aren’t solved in isolation. They require a peer-level perspective and high-trust dialogue.

His vision of the banker as a “Matchmaker” reflects a broader reality: today’s financial leaders cannot rely on internal data alone. The most effective executives, especially those navigating complex sustainability shifts and emerging markets, actively seek out peer dialogue as a strategic necessity.

At The Ortus Club, we host curated executive roundtables that bring together senior leaders facing these exact challenges. Step away from the traditional accounting mindset and engage in the kind of open, high-value conversations that bridge the gap between architectural vision and financial execution.

Frequently Asked Questions

Q: How does an architecture background help in banking?

A: It provides a foundation in project management, human behaviour analysis, and the ability to visualise the “S-curve” (the lifecycle) of a project, which is vital for structuring complex corporate loans.

Q: What is the “S-curve” in project financing?

A: The S-curve is a graphical representation of a project’s cumulative progress over time. In banking, it helps analysts understand when the highest capital requirements will occur and when returns will begin.

Q: Why is Prompt Engineering relevant for banking executives?

A: As banks adopt AI, leaders need to understand how to talk to these models. Prompt engineering allows non-technical users to design frameworks that ensure AI outputs are accurate and aligned with business needs.

Q: What are the key commodities driving Indonesia’s economy?

A: Indonesia is a global leader in nickel (essential for EV batteries), palm oil, and coal. Eko notes that these sectors are currently undergoing significant shifts towards more integrated and sustainable technologies.

Q: How does a “Matchmaker” role benefit a bank?

By connecting clients with technology providers or strategic suppliers, a bank helps ensure the success of the client’s project, thereby reducing credit risk and increasing the volume of financial transactions.