Jan De Braeckeleer Email & Phone Number

Bratislava, Slovakia

After the successful merger, the CEO asked me to continue to transform the bank, with major focus on deepening the client services end-to-end (from digital origination until Datawarehouse integration) on the new ICT platform and migrate seamlessly the customers of all our segments to this platform. This will further enable the digitalization of our services and as well as business growth.

Bratislava, Slovakia

Urgently stepping halfway in a merger to ensure the successful implementation of 2 major changes in parallel: a completely new core banking system launch while merging 2 banks, which strict timeline was under threat.We realised the ultimate goals (business case): absorb the second bank with minor cost increase (ultimately even with the expected pay back time halved), activate a new banking core system for daily banking as first stepping stone to enable business growth.

Varna, Bulgaria

At the start of 2019 we created a strategy “if, where and how” a second SSC could serve KBC group, leading to setting up a sister organization in Varna (BG), fully up and running as of January 1st, 2020.As the growth for SSC Varna is projected at double speed of SSC Brno, building up new knowledge anchors and competence centers for a workforce of 1000+ FTE, the Board of KBC Group requested me to (solely) focus on leading the SSC in Varna.Key for success: strong focus on leadership; promoting and embedding the culture of continuous improvement in terms of efficiency, quality and risk; cumulating technical skills and expertise to apply all sorts of automations (RPA, IPA, Microbots, workflow tools,...), while experimenting with Artificial Intelligence.After stellar growth (till 450 FTE in 18 months) with strong “way of work” foundations implemented, I got another (urgent) assignment. I count on my replacer to mature the founded culture, which is the key for further success.

Brno, Czech Republic

The strategic aim upon assignment as general manager of the SSC was to reverse the sub-optimal reputation and to prepare for growth. We created a unique concept of embedding the overall company strategy and culture, focusing on continuous improvement in terms of efficiency, quality and risk. Successful implementation resulted in drastic improvement of the perception and appreciation of our services and the desired growth of new business. Key attribute was a heavy focus on the leadership combined with creating clear, understandable and measurable way of working standards, while ensuring sufficient degrees of freedom.Nowadays, the benefits can be noticed through the high standards of performance in the fields of the (operational) risk management, service level management, quality management and drive for efficiency.Speaking in figures, the success is confirmed by quadrupling the staff size till over 1000FTE and tens of FTEs performed by the robots, developed by the SSC RPA Competence center, and managing a turnover budget of 50Mio EUR.While established as mainly a “pure” operations center, the SSC grew up over the years towards becoming rather knowledge anchors and competence centers, serving almost all business lines of KBC Bank and Insurance.As enabler the SSC built up and matured its own supporting units (HR & Leadership, Finance, Operational Risk & Compliance, Facility management, as well as Project office and an Operational Excellence team), while using the KBC Groups ICT infrastructure. The above mentioned RPA Competence center was created as one of the results of the drive for efficiency gains, now serving the whole KBC group on the UiPath platform, while evolving towards IPA.

Belgium

Responsible for the smooth processing of all clients related investments (shares, obligations, asset management funds, options, gold,...) towards the markets; for ensuring the daily management of their security accounts (custody, tax services, physicals,...) and for the change management of the related ICT systems.

Belgium

With focus on implementation of operational risk mitigations within the whole KBC-Group

Czech Republic

Accountable for Application Support, ICT Infrastructure and Customer Care of the banks, leasing and insurance companies of KBC-group in Central Europe.Major strategic goals contain introduction of a lean culture and client orientation, the move of all infrastructure to a common DataCenter improving security, quality and DRP capabilities, the implementation of a global workstation base, the professionalisation of security monitoring based on a multi year security roadmap, putting major new applications on new platforms in production, etc... while maintaining (and improving) the operational quality.

Bratislava, Slovakia

Responsible for all support activities related to the branch distribution network of CSOB SK. This contains the steering of the branch manager coaches and the special sales forces; the improvement of risk management; the implementation of a new branch operation model incl HR policies; developing and running sales and operational trainings; rolling out specific ICT projects, running the operational support, running several sales improvements projects as well as a branch expansion program, setting up feedback loops, etc... … as well as the governance related to any project that (will) influence the branch network.

Bratislava, Slovakia

Co-responsible for a successful merger of Istrobanka and CSOB, creating the 4th biggest bank in Slovakia. Full responsibility for 2 key area’s:1/ Cross Sales of CSOB financial group products in Istrobanka's network2/ Creating 1 common set of products with unified pricing, create unique processes both for the sales as the internal processes, while implementing a common ICT architecture.

Czech Republic

Responsible for both managing the banks operational back offices, as for supervising all change management related to the payment services offered by CSOB in both Czech and Slovak Republic to any client group (from retail payments till inter-bank traffic) with multi-brands.Thereby helped by my splendid management team and their original 350, now 230 FTE strong teams. Major achievements were related to Operational Excellence, Cultural change and establishing product & process management.

Czech Republic

Responsible for the development and implementation of high quality software, smart integration of external software packages and smooth maintenance of the software park, for CSOB, a financial service group active in both Czech and Slovak Republic, supporting multi-brands and employing around 8000 people.Reporting directly to the Board of Directors as lots of huge and important projects are being implemented by the 150 FTE strong team.

Czech Republic

Lead the top priority change program during the merger of the 2nd and 4th biggest bank in Czech Republic. The change programs goals, achieved successfully, namely the migration of our clients to the new ICT-platform under an aggressive time plan, with following responsibilities: training branch employees, migration procedures for branch and head quarter, marketing (bank & swift code change / account renumbering), complaint handling, define and mitigate impacts for head quarters, helpdesk set up, ‘flying team’, ICT testing, day to day organisation of the branch,…To do so, first a delta & migration analysis, incl. business impact, between both banks SW infrastructure was delivered.This change program, with on average 160 FTE involved, reported to the 'merger committee', staffed with half of the Board of CSOB, extended with heads of the most imported business lines

Master In Science Of Engineering, Electronics, Great Distinction

Activities and Societies: Presidium of Faculty

Post Graduation, Finance

Education record