Manage restructuring and prepare companies for sale in the manufacturing industry. Support FinTech companies in their growth and maturity stages.

Responsible for Corporate and Consumer P&L - Sales Network (100 branch and 23 business center), HQ Enabling Functions, Customer Experience development and Digital strategy. Affiliates, including Budapest Leasing, Equipment Finance, Auto Finance Fleet and Investment Funds. Full cover of Consumer, Micro, SME & Large Corporate segments. Loan portfolio size 900Bn, 700.000 active custumer. Increasing market share with predictable and sustainable growth, beside intense control with outstanding portfolio quality. Market leader in Equipment Finance, MICRO banking #2, outperformed market with 20% CAGR growth in SME lending and increased large Corporate banking segment revenue by 65%. 15%+ YonY commercial turnover growth, thanks to transactional banking focus to increase non-risk related revenues in order to compensate low interest rate environment. 48% YonY new volume growth in the consumer loan segment. Continuous double digit growth in Leasing volume and revenue, with strict margin control and outstanding portfolio quality. Launch beyond banking strategy to further strenghten the offensive attitude in the online space to extend non traditional channels, partnerships and 3rd parties to help Big Data initiatives in order to reduce FinTechs challenges. Automatic CRM, Digital Offerings and Campaign Management ratio +300%, thanks to DWH developments. Reduced sales and ops efficiency gaps among branches, simplyfied application processes led to 18% less cycle times. Laid down Branch Network digital playbook to reduce non-sales related activity, drive X-Sell and Primary Banking Relationships and reduce attrition. Finalta CEE Sales Effectiveness Benchmarks Key Findings 2016-2019: “BB grew its active customer base faster than peers, thanks to increasing acquisition and improving retention.”

Continue to conduct smooth transition from a multinational American bank to a State owned one, with 2900 employees on the board. Established efficient synergies among divisions by building new culture and bridge conflicts of interest. Succesfully managed to increase consumer customer and employee Net Promoter Score by more than 20%. Kick of agile IT project management approach. Intensive online expansion UX/UI redesign and development. Laid down Beyond Banking strategy. MobilBank App ratings from #5 to #2. Increase online new volumes by 75%, thanks to efficient Search Engine Optimization. Above market average growth in key segments, strict margin and improving cost efficiency, at the same time with improving portfolio quality (NPL 15%=>11%), led to the highest profit (12Bn HUF) and total assets (1200Bn HUF) of the bank.

Continuously growing SME market share. Increasing transactional banking volumes, driven by new accounts and higher Primary Banking Relationship rates and lower disloyal customers, in order to grow non-risk related revenues. Efficient X-sell activity with consumer segments and affiliates. Outperformed commercial banking market with Double digit loan, guaranties + unutilized credit lines and Risk Adjusted Cummulated Value growth. Acknowledged best SME customer base on the market in terms of growth dynamics, excellent portfolio quality, primary banking relationships and customer loyalty.

Directing commercial sales through 75 branches with 230 Relationship managers and assistants. Sales Force Effectiveness function, including: incentive system, CRM, segmentation, training & development, telesales, X-Sell, Credit Control, Pipeline and automated small ticket size loan front end system development. Fast reaction and adoption to the Financial crisis and preperation for growth. Modified incentive system, customer relationship management procedure and risk / sales cooperation with redefined control processes and wing to wing Pipeline management. 44% customer relationship activity growth in the network. Outperform market growth, with transparent, data driven cooperative environment. Focus stabilizing portfolio quality, repricing and non-risk revenue pool, which enabled us to keep the bank safe and profitable.

Restructure and turn the loss making division profitable with a maintainable business model, reaching #2 market share. Redesigned the whole hungarian sales finance market operational concept. Established the center of the new big data aspect and digital approach.

Managed 35 relationship managers through 15 branches. Realized strong growth with solid portfolio quality and high X-sell activity and new customer acquisition.

Responsible for SFE, CRM, customer segmentation, sales actions, incentive system, training & development, telesales. Introduced Pipeline system with single customer view to utilize full customer potential / x-sell and monitor RM's activity + efficient remote management. Reduced front end sales non-value added activity, which helped to boost sales. Initiate disloyal customer forecast model to lower attrition rate. Increased new customer acquisition and Transactional Banking Strategy.