Landing in a new sector was a new opportunity to discover new practices and especially to meet new actors from a different environment. After a short period of observation and understanding, a new strategy was developed and implemented, focusing on 04 projects:- Human Development: Coach, motivate and develop operational team members to foster a high performance culture (Group Insurance, Salary Grid, Incentive System, Turover Management).- Commercial Efficiency: Extend the traditional customer network and develop new distribution sectors (CRM, Marketing Plan, Competitive Intelligence).- Operational Efficiency: Identify and implement continuous improvement initiatives to optimize operational processes (Optimization of human and material resources, Digital development, Process redesign and sales and delivery).- Risk Control: Assess and mitigate potential risks to ensure business continuity (Counterparty Risk Cap, Operational Risk Oversight).

The major challenge was to transform the company into a real profit center with KPIs at all levels. The mission was conducted in collaboration with the Board and stakeholders and resulted in:- The redefinition of the business model (Favouring amicable recovery optimized to the detriment of costly legal recovery, which directly impacted the profitability of the company that has returned to profits)- The recovery of the tax and social situation in order to ensure the regulatory and legal compliance of all the activities of the company.- Development of new business opportunities in collaboration with strategic partnerships; (A first offer to repurchase bank receivables in the amount of MD 100 outside of transactions between subsidiaries in collaboration with a specialized investment fund).

As part of the GFA team in the technical assistance dedicated to the beneficiaries of the KFW/TPME II credit line, my mission was focused on the overhaul of the recovery function with a local bank. This mission was an opportunity to learn how to work on a huge project with multiple stakeholders.

As a manager of a business with a seniority of more than 25 years, the development prospects seemed limited at first. However, building on the bank’s overall strategy, the achievements were spectacular:- Development of client capital which has doubled in 04 years.- Improvement of the agency’s profitability, which has been reclassified among the bank’s top 20 branches on a network of more than 200 branches. - Perfect control of the quality of commitments through the generation of irregular rates in accordance with the bank’s objectives.

As part of a team selected by the General Management for the implementation of a global banking system, I had the enormous opportunity to contribute to the development of the bank’s client repository. This was a real opportunity to work in perfect collaboration with business contributors, IT developers and users. The successful tipping was an unforgettable moment that crowned the efforts of 02 years of hard work.

Customer relationship management is not easy especially if it is an institutional, structured and knowledgeable clientele. My training as a credit analyst was a facilitator that allowed me to perfectly succeed in this mission. This mission was also an opportunity to understand the business model of several companies in various sectors (SONEDE and STEG in market public services, CPG in mining, STAFIM in the car dealership).

With an academic background in banking and corporate finance, my career in this mission has evolved since I quickly specialized in credit files under the senior credit committees. My contribution was certain either in abstaining from certain granting decisions considered risky for the bank or in motivating certain granting decisions considered strategic and a first at the time.