- Former Citi analyst Vitoria Okuyama said she chose investment banking mainly for money after growing up without funds for opportunities like traveling to the US Open.
- Within months of joining in 2022, extreme hours and stress triggered severe burnout, panic attacks, and a breakdown that required extended leave to recover.
- She later refused an associate promotion and left Citi in 2025 to pursue influencer work and other roles.
- Her story reflects a wider banking burnout and retention problem, fueling interest in workload fixes such as automation and stronger support.
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The personal story of Vitoria Okuyama illustrates a confluence of motivational drivers, structural strain, and shifting career paradigms in investment banking. Her motivation — rooted in early financial limitations and recognizing banking as one of the highest-paying and secure paths — is emblematic of many who enter roles driven by economic necessity and perceived status rather than intrinsic alignment.
The occupational pressures she faced are intense even by banking standards: long hours (10 a.m.–10 p.m.), weeks going to 4 a.m., virtually no recovery time, and emotional crises like panic attacks and aggression. These led to a complete breakdown rather than a momentary dip, only remedied after extended leave. Key data points: she joined Citi in mid-2022, burned out within nine months by May 2023, left completely by June 2025 after trying lighter workloads and being refused promotion.
Structurally, her case reflects broader industry patterns: firms’ support systems may allow marginal adjustments, but crossing a threshold leads to irreversible damage. Okuyama’s refusal of promotion suggests that career progression incentives may conflict with wellbeing goals. In her case, even retreating temporarily and pursuing alternative experiences (such as influencer work or ventures) become viable alternatives.
Industry-wide, burnout is not unique to Okuyama. Surveys show burnout is rising sharply among younger workers and especially in finance. Key metrics: roughly 48-66% of global or U.S. workers report experiencing burnout; among bankers, up to 72% consider quitting to avoid burnout. The data suggest that financial motivation alone, while strong initially, is insufficient buffer against emotional exhaustion, especially when workloads are unsustainable and recovery options are limited.
Strategically, banks face a growing retention and reputation risk. If junior analysts, already among the most replaceable yet crucial for deal-execution, burn out, institutions lose both talent and the human investment in training. There’s also increasing pressure from younger talent for meaningful work, well-being, and agency over their career paths. Automation and support systems are desired but are under-implemented.
Open questions include: What thresholds distinguish recoverable stress from chronic burnout? How effective are wellness programs in high-stakes environments like banking? To what extent should compensation or promotion models be restructured to align with sustainable career paths? And what role do alternative career models (influencing, startups) play in retaining talent within finance ecosystem?
Supporting Notes
- Okuyama worked from 10 a.m. to 10 p.m. for months, later from 10 a.m. to 4 a.m. daily during a brutal three-month stretch after returning from a red-eye flight.
- Burnout symptoms: panic attacks; emotional outbursts and aggression toward people close to her; confusion about behavior; crying every day; feeling unable to recover without full break.
- Joined Citi in 2022; burnout by May 2023 (~9 months in); took a leave including a retreat; left Citi permanently in June 2025; refused promotion to associate.
- Her initial drive: Tennis ranked 118 globally; at 17 qualified for US Open but lacked funds; decided banking was highest-paying option she knew.
- Wider burnout statistics: 55% of U.S. employees report burnout; 51% in Grant Thornton survey suffered burnout past year; 94% finance experts support AI automation as tool amid burnout; 72% bankers considering leaving current role to avoid burnout.
- Automation perceived as relief: finance professionals cite reducing manual work via AI; bankers want tools (automation/document aids) to spend time on strategic and analytical tasks.