CEO Cleaned The Bathroom.

Not many company executives are willing to confess that they used to clean the bathroom as a part of their own experience, but Peng Anjie, chief executive of MasterCard, is not the company executives who are usually impressed. He said that in 90s of last century, when PepsiCo Inc set up a PepsiCo (PepsiCo Inc) Kentucky Fried Chicken and Pizza Hut (Pizza Hut) fast food shop, they had done cleaning activities in the bathroom. "Cleaning the bathroom makes my wife feel that I am very valuable, and I am cleaning the bathroom at home," he said. "I am cleaning up the bathroom at the home of MasterCard."

His self mockery is also reflected in the costumes.

Peng Anjie, 50, is a Sikh, wearing a headscarf and a bearded face. This contrasts sharply with his predecessor, Robert Selander, who is now vice-chairman of the company. (Selander)

"I'm always joking with Bob (Robert's nickname)," Peng Anjie said. "I know that my costumes are different from many people in the world, but I don't think this can really explain myself."

His affinity is easy to dispel vigilance, but it also conceals his competitive personality.

After joining, he began to "wake up" Mastermind drowsy.

In order to speed up the decision-making process, Peng Anjie gave more privileges to lower level employees in contract negotiations, and created new departments to compete well with online electronic payment systems such as PayPal.

Peng Anjie tried to instilled a sense of urgency in his employees, which also applies to himself.

Any request sent to him will be automatically granted if no reply is received within two weeks.

"He works according to Peng's time, which is about 10 times the speed of ordinary people," said Josh Peirez, head of the MasterCard business development department, Josh Peirez.

Extroverted Peng Anjie encourages his employees to visit his office at any time and talk about any quality problems from the restaurant's coffee quality to international affairs. He will be very frank. This personality affects other executives.

Selander said Peng Anjie taught himself how to be more direct in feedback.

He said: "with Peng Anjie for two hours, you will be fully aware of his idea."

At the management meeting last December, Peng Anjie was impatient with the cliches of executives.

"I told them," I don't want this meeting to end like this.

You are not straightforward enough. "

So he told executives to anonymously write down the 5 most troublesome things on the card.

According to their answer, he drastically straightens out the company's Bureaucracy -- improving cost policy, hiring process and new customer signing process.

"A lot of the things we did in the past came from these meetings which made people angry and hard at work," he said.

Playing the role of corporate psychology analyst is quite different from that of Peng Anjie when he first started.

His father, a lieutenant general of the India army, moved a job every two years, so Peng Anjie often moved in his childhood.

"My career in moving has made me who I am now," he said.

"I can easily make friends and adapt to the new environment quickly.

I was always a new face in my family's home, so I must learn how to integrate into those established circles.

He believes that this also allows him to accept different views.

"When I came to the United States, I heard people talk about diversity," he said.

Despite running around the world, Peng Anjie did not give up his India tradition.

From his home in Manhattan to masterpiece headquarters in Paches, New York, and by I.M. Pei (Purchase), it takes a 30 minute drive to listen to the traditional sihting broadcast of traditional hymns all the way to New York.

However, he has been thoroughly Americanized, likes baseball (the Mets) fans, likes to listen to Quincy Jones (Quincy Jones) and Lady Gaga's music, and "almost owns all the records of New York Elvis Presley".

Peng Anjie received a bachelor's degree in economics from Delhi University, and got a master's degree from India Institute of Management in India. In 1981, he joined Nestle (Nestl) as a management intern.

13 years later, Peng Anjie signed up to become the marketing director of PepsiCo India district.

His work is all inclusive: he is responsible for selecting chickens of medium size (too big to be blown to the right place), to register, and to clean the bathroom.

When Peng Anjie learned that Pepsi intends to divest its catering business, it is time to change careers.

He wants to work for a large multinational company, and as an independent business, Pepsi's catering business is too small and its capital is not strong enough.

"I realized at that time that I was in the wrong place at the wrong time," he said.

He accepted a job offered by Citigroup and soon became a marketing director of Citigroup's personal banking business after a short period of debt collection.

Although for him, the banking industry is a new field, Peng Anjie has seen similarities with the catering industry.

"The first is to rely on the mouth, and the second is about money."

When he left Citigroup in 2009, he was chief executive of Citigroup's Asia Pacific business.

At the age of 50, Peng Anjie began to think carefully about what he wanted to do in the rest of his career.

He once thought of teaching, but it was hard to restrain his impulse to run a listed company.

So when a head hunter hit the phone in his home in the middle of the night and asked if he would be willing to become chief operation officer of MasterCard, Peng Anjie suddenly came to Hongkong.

In March 2009, he flew to Connecticut to meet with his family in serland.

The two men talked for 5 hours.

When Peng Anjie left the land, he decided that "this is a job that I can use all my skills and I have never done before."

The key is: when the board appointed Peng Anjie as chief operating officer, he promised to elevate him to CEO by June 30th.

By then, Selander, who has been in charge of the company for 13 years, will no longer be responsible for routine management.

In order to ensure foolproof, Peng Anjie agreed on a signing fee of 4 million 200 thousand dollars. If MasterCard fails to fulfill its promise, the money will go to him.

Peng Anjie's achievements, of course, bring financial rewards. When executive pay is under strict scrutiny, his salary of $13 million 500 thousand exceeds the head of Goldman Sachs and Bank of America. Although Peng Anjie's family has many successful people, his brother, Sachs, has served as a senior manager of Unilever, but now he works for private equity firms Clayton, Dubilier & Rice, but he has not made a fool of himself. "14 years ago, when I joined Citi in Citigroup, I was a junior manager, and now I am one of the heads of the company. This feeling is great," he said.