The life so brief, the art so long in the learning, the attempt so hard, the conquest so sharp, the fearful joy that ever slips away so quickly by all this I mean love, which so sorely astounds my feeling with its wondrous operation, that when I think upon it I scarce know whether I wake or sleep.
Tony Comper is a visionary and a futurist. He doesnt just have a vision he has the gift of being able to execute, to create reality out of that vision. This is a very special and rare gift.
He and his wife Liz had a home on Yonge near Summerhill. There was a park behind it, and I remember the story that he and Liz would look out their window and see these young kids playing soccer on the field that was near their home. They enjoyed watching those kids play the game and they knew that one day they would like to become more involved in soccer.
A number of years later, I came to Tony with the idea of BMO participating as our major corporate partner in Toronto FC and told him about the soccer pitch we were building. Tony supported our idea and our vision and brought BMO on board as our major corporate sponsor. Today, Toronto FC play at BMO Field and proudly display the BMO logo on their jerseys.
Tony deserves much of the credit for supporting the idea that BMO should be a part of Major League Soccer. I remember when we introduced Toronto FC to the city. The Bank had created soccer balls with the BMO logo on them and they were being given away at BMO branches throughout the city. It caused a great deal of excitement in many of our communities around the BMO bank branches, as soccer is a number-one sport among many first- and second-generation Canadian immigrants.
Tony knew this was an opportunity for BMO to develop a higher profile within the communities they served. It wasnt just about putting BMOs name on jerseys and on the stadium their support had engaged people who were very involved with and truly passionate about the game, and this has been great for our team, our city and for Major League Soccer. As a footnote, BMO has also supported soccer at the grassroots level for years, and there are now over 800,000 kids registered in leagues and playing soccer in Canada today.
Our organization worked very closely with the people at BMO to develop the right branding. Toronto FC has gone on to win the MLS Cup, Supporters Shield and the Canadian Championship, and BMO has been there through all of it because of Tonys vision and desire that his bank should be a part of the beautiful game.
We now have three MLS teams in Canada: Montreal, Vancouver and Toronto. Toronto FC has the distinction of being first, and BMOs endorsement has provided the very strong foundation from which we have grown our fan base and developed our team. We can credit them with helping us succeed in a very big way, where various teams had not been able to do so.
In addition to his vision and business acumen, Tony is a very special guy, and with his wife, Liz, has given a tremendous amount to the community. They were a great couple and had such a wonderful relationship. They were two different characters, but they balanced each other beautifully. Liz was the life of the party. She was no shrinking violet, but in a very nice way. She never pushed herself on people. She was a very genuine woman. Together and separately they supported many philanthropic endeavours, but it wasnt only the money they gave it was the time, the energy and enthusiasm they devoted to their charitable causes, none more so than the program they founded, Fighting Antisemitism Together (FAST), which you will read more about later in the book.
Larry Tanenbaum is the chairman of, and a major shareholder in, Maple Leaf Sports & Entertainment, as well as the co-owner of the 2019 NBA champion Toronto Raptors, Toronto Maple Leafs, Toronto Argonauts and MLS champions Toronto FC. Larry is a highly successful entrepreneur and philanthropist. BMO partnered with Larry in support of Toronto FC and BMO Field in Toronto.
Now I pray to all those who hear or read this little
treatise... if there should be anything that displeases
them, I pray them also that they attribute it to
the fault of my ignorance, and not to my will, which
would most eagerly have said better if I had had knowledge.
For our book says, all that is written is for our
teaching and that is my intention.
Geoffrey Chaucer, The Canterbury Tales
The day in February 1999 when I was handed the responsibility as Chief Executive Officer of BMO following Matthew Barrett, I soon understood I had accepted more than a job. I had inherited a serious situation with no time to learn the ropes. The government had just turned down a proposed merger between Bank of Montreal and Royal Bank of Canada. People wanted answers from me on where we would go next. They wanted to know what answers I might have for the future of BMO. In the face of this urgency, I just repeated my mantra: festina lente. Make haste slowly. Whatever moves I made, they would not be rushed. It might have been easy to act quickly in my new job, to impress people with speed. But I knew there was much time ahead to get it right.
As I looked at the challenges of a new millennium ahead, I was also looking backward. That day, I received a trust begun in 1817 by people who knew Canada was different and needed to be served differently if it were to achieve its destiny in the world. The way to achieve that destiny was through a stable banking system that reflected not London, not New York, but Canada. The group that launched the enterprise has succeeded, probably beyond its wildest dreams. Their boldness and courage were as true in 1999 as they were in 1817. Having said that, I saw that for me to succeed I had to be myself, not imitate the past.
I also knew the responsibility that trust carried. Although I might move among prime ministers and business tycoons, I was also walking with the customer whose life was invested with us. It wasnt just our employees and shareholders to whom I owed a debt of service. While the public image of banks is often cold and impersonal, to me the reality is the absolute opposite the public we serve is a choir of many voices with hopes and dreams. The balance between creating opportunity for customers while protecting their wealth is the other great trust I was handed. Quite something for a kid who once planned to be an English professor teaching Chaucer.
As I said in my farewell speech in 2007, I had started working at Bank of Montreal in the glorious we-can-do-anything summer of 1967. I chose this professional life, because I knew then that BMO was an honourable place, that I would never have to mumble the answer when asked where I worked or feel the need to mount a defence of my bank. From my time working summers there as a student, I knew it was filled with good, decent, salt-of-the-earth people who had no stronger motive in their working life than the success of their customers a quality I believe endures to this day. My summer job turned into a lifelong career at the Bank of Montreal, full of rich experiences. I learned a lot of leadership wisdom along the way, some of which Ill share in the pages of this book.