(Registered Director Towards French Regulators)
Revenues € 600 Million, Staff : 550
- Building-up the “One Bank” :
- Gathering all businesses in one single location and creating a natural cross-fertilizing work space
- Creating a “Shared Governance”: Country ExCo, Risks Committee, etc …
- Formalizing the “One Bank” Corporate Values (Corporate Identity Chart)
- Creating a common operational plat-form: the “Shared Services” (IT, Ops, Finance, Risks, Compliance, HR, Legal, Corporate Services)
- Stimulating the business cross-fertilization: creation of the “Single Global Currency” (cash remuneration of business finding between business divisions)
- Give life to the “one bank” culture through “: One Bank”Corporate Communication : monthly “One Bank” Newsletter, “Extended Exco” breakfasts, “One bank” Business off-sites, Quarterly Town Halls, Annual Cross-borders events, creation of the “One Bank” Diversity Committee, creation of the “One Bank” Sustainable Development Committee, …
- Legal Entity rationalization : cutting down from 25 legal entities to 2 legal entities (1 branch for Investment Bank and one subsidiary for Private Bank)
- Implement Risks organization complying with Regulatory requirements:
- Rethink Risks Management Operating Model further to Regulator’s audit negative report (part of the remediation plan)
- Elaboration of the Risks Governance (procedures/policies/Governance bodies)
- Up-grading of the risks functions staffing
- Be the Senior point of contact for local and central Regulators (ACPR, AMF, FSA, FINMA, CSSF)
- Create and drive (Western Europe COO) sub-regional business cluster for Western Europe (France, Italy, Spain, Portugal, Belgium, Luxemburg and Monaco) and replicate the “best practices” “invented” in France
- “Changing the paradigm”: from a centralized to a decentralized operating model:
- Rebuilding business divisions as “Front to Back Profit Centers”
- Regain the control of costs (businesses back in control of their costs)
- Redesign a “mean and lean” organization (Social Plan, Off-shoring, …)
- Keep the organization together in spite of a dramatic organizational up-heaval
- Implementation of retention/incentive program for targeted staff
- Creation and implementation of the “one single team” for Corporate functions off-shored (Poland, Luxemburg, India)
- Keep alive the “one bank” principle at Country Management level (one single ExCo, Risks Committee, …)
- Conducting the Private Bank transformation program: migration of support platform to Luxemburg, transformation of French subsidiary into a branch of Luxemburg
- Re-think remuneration policy in the frame of CRD IV and re-structuring:
- Implement CRD IV at the best of staff interests (staff classification, materiality, Fixed versus Variable remuneration, …)
- Elaborate, propose and implement “smart” alternatives (“actions Macron”, Expatriate premium, Subsidiarization of business, …)
- Setting-up “Asset Management” business (Hedge Fund) business (2016-2017):
- Creation of CS Quantitative Asset Management (London/Paris/NY/Hong-Kong) splitting-off from the Investment Bank
- LBO of CSQSAM and creation of QRT (Hedge Fund) : High Frequency Trading for third party funds
- Elaborating and implementing all Human Capital features of the projects (Staff social status, transfer modalities, etc …)
- Creating a work space environment meeting the Company “start-up” spirit
- Leading BREXIT project for France resulting in the creation a “BREXIT” subsidiary
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