Part 2 | Behind the CEO Role: Eric Bierry on Tech, Finance & Leadership | What Leaders Want

Description

Part 2 with Eric Bierry goes deeper into the human side of leadership and the future of banking. From an open reflection on his conversations with a building society at an SBS Connect event, to sharing an old personal dream, Eric reveals more of the person behind the CEO. He also opens up about the US market opportunity with Axway, looks back on the history of the SBS Summit, and even drops a teaser about its upcoming 5th edition this autumn. Don’t miss Part 2 of this special two-part conversation.

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Transcription

Speaker #0
This is part two of our special episode with Eric Vieri, CEO of SBS and deputy CEO of 74 Software. Today, we are picking up right where we left off with Eric's personal take on the SBS Connect tour and diving into what's next. And we'll finish with a sneak peek at the 2025 Summit. So Eric, last time we spoke, I get very well that you'll be more than happy to do the SBS Connect again. And so I want to know what has been your personal feedback on the SBS Connect events. Do you have any anecdotes about what happened during the Connect? I have many, but I have one, and it did resonate really for me. The building societies are very important clients, and we are having 35% market share in the UK with the building societies. And beside the events,
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and the side events we are organizing a lot of what we call executive meeting so usually the ceo of the bank is there and we organize
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we are organizing a lot of what we call executive meetings. So usually the CEO of the bank is there, and we organize. 30-minute discussion, usually really open.
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usually really open.
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We are not talking about the defect from the week before,
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We were talking about the defects of the building before, but really about what's their strategy and if you're aligned in your understanding.
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but really about what's their strategy and secure that we are aligned in our understanding. And one of them told me,
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And one of them told me, you know,
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you know,
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I was able to differentiate myself in the past,
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I was able to differentiate myself in the past,
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right,
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my building society,
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my building society,
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because of the physical proximity
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because of the physical proximity I was bringing to this life.
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I was bringing to his client. Saying that I'm not only talking about branch,
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saying that I'm not only talking about branch, but it's really
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but it's really they were making a difference because they were knowing very well their clients and their ability to personalize the services,
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They were making a difference because they were knowing very well their clients and their ability to personalize the services the mortgage whatsoever was really stronger than any other banks coming without having that And they told me you
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the mortgage whatsoever, was really stronger than any other banks coming without having that proximity. And he told me, you know,
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know the Crypto Telecom in France at their,
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the Crédit Agricole in France,
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they were having the same DNA.
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they were having the same DNA than us.
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And then so he was.
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He was comparing a small bidding society with a credit agri-group.
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very small bidding society with a very long group but by the way from a dna perspective it was really very very similar and rather than spending 20 minutes as an exchange we spend one hour and a half talking about that ability to differentiate because considering that ai
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But by the way, from a DNA perspective, it was really very, very similar. And rather than spending 20 minutes as an exchange, we spent one hour and a half talking about that ability to differentiate. Because considering that AI should be helping the big bank to understand better their client and to anticipate better than he then said,
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should be helping the big bank to understand better their clients and to understand better than he said if they are able to to bridge that gap,
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if they are able to bridge that gap, What should be my new differentiator to this?
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what should be my my new differentiator to this end.
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And we did have debate slash workshop in trying to find together,
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And we did have debate slash workshop in trying to find together, which was really,
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which was really,
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for me,
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for me, even surprising,
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even surprising,
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to say,
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to say, okay,
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okay, what are your strengths?
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what are your strengths? How can you differentiate to be proud of the market?
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How can you differentiate today in front of the market? Having less branches and having competition,
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Having less branches and having competition,
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which is able to have as many data as you're having.
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which is able to have as many data as you're having.
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And we were...
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And we were having more that.
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having more that conversation like a strategic consulting discussion rather than just someone from a software company talking with a CEO of a building society.
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conversation like a strategic consulting discussion rather than just someone from the software company with a ceo of a union society so i think i enjoyed it by the way i love it so and and more we will be tomorrow able to have that kind of discussion i think stronger so
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So I did enjoy a lot, by the way, and I did learn a lot also. And more we will be tomorrow able to have that kind of discussion, I think stronger we will be into the market. talking about this connect event why the acceleration in the u.s market You know, when you are a software company,
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that company, the
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the US revenue,
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US revenue,
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whatever the political situation is,
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whatever the political situation is,
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is considered as very critical if you want to become a big player.
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is considered as very critical if you want to become a big player.
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So it's an old dream,
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So it's an old dream, personal old dream I should say.
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personal old dream, I should say. And we did grow SBS standalone before from
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We did grow SPS on the run before from 1 million to 12 million,
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1 million to 12 million.
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so we were proud of that.
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So we were proud of that. But today,
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But today the game has changed.
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the game has changed. The group is doing,
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Whoop is doing,
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as I said,
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as I said,
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more than 150 million,
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more than 150 million.
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including SBS.
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SBS,
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And we start to be ready with some of our products to engage with the North American market.
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and we start to be ready with some of our products to engage with the North American market.
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And the combination of the Axway presence,
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And the combination of the Axway presence and the newest flavor of
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or the US flavor of Axway, I should say,
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Axway, I should say. combined with our better maturity on the product is obliging us,
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combined with our better maturity on the product. is obliging us,
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I should say,
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I should say,
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now to accelerate and to engage only with the summer.
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now to accelerate and to engage strongly with the North American market. We cannot address too many niches or domains because otherwise we're going to be lost.
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We cannot address too many issues or domains, because otherwise we're going to be lost. But open banking is very important,
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But open banking is very important,
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even if we decided to kill the regulation on that topic.
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even if Trump decides... to kill the regulation on that topic. But
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US banks now they do understand what's the value of FedBank.
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U.S. banks now, they do understand what's the value of open banking. And meaning that being regulated or not,
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And meaning that, being regulated or not, they will need this capability for the future.
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they will need this capability for the future. And Regions Bank,
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And Regions Bank as a reference,
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as a reference, I think is big enough or strong enough to address that niche.
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I think is... big enough or strong enough to address that niche.
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So that's one.
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So that's one. The second is obviously the asset finance or the auto finance business,
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The second is obviously the asset finance or the auto finance business,
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where it's where we really start alone.
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well. It's where we really did start alone. And there are many subsidiaries of bigger groups in
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And there are many subsidiaries of bigger groups in
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North America where I would like to leverage as much as I can the existing MSAs,
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North America, where I would like to leverage as much as I can the existing MSAs,
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so the master contracts
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so the master contracts,
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Axway is having,
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Axway, Dabin, to accelerate our ability
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to accelerate our ability to discuss on the floor plan financing and on the digital audit.
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to discuss on the floor plan financing and all the digital needs. I'm convinced that we should be able to accelerate and I think also that we need to invest.
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I'm convinced that we should be able to accelerate, and I'm convinced also that we need to invest. And I think the first investment is on our people.
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And I think the first investment is on our people.
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We need American people to talk to Americans.
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We need American people to talk to Americans and
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And British or French,
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British or French,
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even worse French,
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in the worst French,
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cannot make a difference in America.
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cannot make a difference in America.
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They want to talk to
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They won't talk to
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Americans. So it's where I think we may have to invest.
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Americans. But it's where I think we may have to invest and actually is giving.
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And Axway is giving us that opportunity because
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us that opportunity because actually in the past we've had quite a few US companies and there is a very strong US DNA in North America for X-Way so we need to leverage this.
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Axway in the past has acquired many U.S. companies. And there is a very strong U.S. DNA. in North America for X-Way, so we need to leverage this. From what I understand, open banking and specialized finance are levers in the US. Yeah. Can you talk to us about our strategy regarding this? So first in a strategy,
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So first, in a strategy, you need to be clear on what you don't do.
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you need to be clear on what you don't do. So I don't want to expand into any other domain.
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So I don't want to expand into any other domain. We need to stay very focused and we need to operate in this niche for trying to expand on other domain.
Speaker #0
We need to stay very focused and we need to operate in this niche. before trying to expand on other domains. The technology and the
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The technology and the ESG are two very important drivers.
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ESG are two very important drivers.
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When we are talking about digital audit,
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When we are talking about digital audit,
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it's to replace physical,
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it's to replace physical audit. It's to replace tons of flights and,
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to replace tons of flights and I would say visits the existing floor plan from the
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I would say, visits on the existing floor plan from dealers. This is working with NextGear.
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This is working with NextGear.
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NextGear is the biggest player in North America with more than 20,000 dealers.
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NextGear is the biggest player in the world. The strategy is we have our flagship,
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The strategy is we have our flagship. It's
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it's
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NextGear.
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NextGear. We need to leverage more of that platform.
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We need to leverage more that reference.
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we need to make NextGear talking about us.
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We need to make NextGear talking about us. They are very happy with the solution.
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They are very happy with the solution. They are very happy with the business outcome.
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They are very happy with the business outcome. For me,
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For me,
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it's not rocket science.
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it's not rocket science.
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The others will be looking at what NextGear is doing.
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The others will be looking at what NextGear is doing. And when it's working,
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When it's working, usually they like to follow.
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usually they like to follow.
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So the strategy is this one,
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So the strategy is this one, but it requires time,
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but it requires time, focus,
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focus,
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discipline in the way we are working with NextGear also.
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discipline in the way we are working with NextGear also.
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But for me on that domain,
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But for me, I'm in that domain.
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and you're tackling cost reduction,
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And you'll talk... tackling cost reduction, and you're tackling
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you're tackling ESG.
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ESG. So for me,
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So for me,
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these are good drivers.
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these are good drivers.
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On the floor plan,
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On the floor plan,
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that business is seen as a commodity by our clients.
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that business is seen as a commodity by our clients. They consider the retail part,
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They consider the retail part,
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when they are leasing to individuals,
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when they are leasing to individuals,
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it's where they see the value and the floor plan financing is seen as the backbone to support the dealers to make it happen.
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it's where they see the value, and the floor plan financing is seen as the backbone to support the dealers to make it happen.
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So meaning that the last
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So meaning that in the last 15 years,
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15 years, they did not invest a lot in terms of technology.
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they did not invest lot in terms of technology and for me this is a strong opportunity for us because if they want to continue to leverage their program capabilities they need to have product or sas solution open
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And for me, this is a strong opportunity for us because if they want to continue to leverage their floor plan capabilities, they need to have product or SaaS solution, open enough to leverage AI.
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enough to leverage ai there is a lot of automation by the way of bearing behind your plan and and becoming more a differentiator for them for their market and then really the the technology
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There is a lot of automation, by the way, behind the floor plan and becoming more a differentiator for them, for their market. And really the technology today,
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today there is a lot of obsolescence in
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there is a lot of obsolescence in North America.
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North America and we are having 12 clients today in North America on the broadband financing and big net by the way and I think we have now the proof that we are able to bring that differentiation leveraging the technology so
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And we are having 12 clients today in North America on the floor plan financing and big name, by the way. And I think we have now the proof that we are able to bring that differentiation, leveraging the technology. So for me,
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for me we need to stay focused on these two strategies on this single domain
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we need to stay focused on these two strategies, on this single domain. And I'm convinced that there are no reason on that niche to do 50,
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And I'm convinced that there's no reason on that niche to 50, 60,
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60,
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70 million.
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70 million.
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The market is there.
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The market is there. The size of the market is big enough.
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The size of the market is big enough. Now it's a question of execution and the need to focus on it.
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Now it's a question of execution. and we need to focus on the execution. That's interesting. I'm curious to see where we are going with that. And did you expect back then, 30 years ago, that the finance would take that turn? No, to be honest, it would have been too difficult to anticipate this.
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that means we can't say this the last five years many more things happened than and 20 years before a lot more things happened the 50 years before so everything is accelerating super fast
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The last five years, many more things did happen than the 20 years before. And in the 20 years before, a lot more things did happen compared to the 50 years before. So everything is accelerating super fast.
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Five years ago we were saying,
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Five years ago, we were saying,
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oh the downtrends are going to take over all the business for Max.
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oh, the new entrants are going to take over all the business from banks.
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And then it has moved to co-opetition rather than just three places.
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And then it has moved to co-petition rather than just replacements. And then we said neobanks are not going to be profitable,
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And then we said, neobanks are are not going to be profitable.
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never.
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And surprisingly,
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And surprisingly,
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there are one or two today that are making profit.
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there are one or two today delivering profit. And maybe the stronger example is all the banks are closing branches and ATMs.
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And maybe the stronger example is all the banks are closing. branches and ATMs.
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And on ATMs,
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And on ATMs, they are building joint bank shows between different banks to reduce the cost to continue to manage ATMs because they don't have any choice.
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they are building... joint ventures between different banks to reduce the cost to continue to manage ATMs because they don't have any choice. And Revolut,
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And Revolut,
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a few weeks ago,
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a few weeks ago,
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announced that they're going to implement ATM everywhere.
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announced that they're going to implement ATMs everywhere.
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And
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And
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I was in the
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I was at the
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Madrid airport in Barras a few days ago.
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Madrid airport two days ago and at the center of the airport,
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And at the center of the airport, after security,
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the security there are four big atm's rivers and who did not see fate three years ago that revolute would be the only one delivering cash with an atm in the world
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there are four big ATMs, Revolut. And who did anticipate three years ago that Revolut would be the only one delivering cash with an ATM in an airport? So really difficult to anticipate.
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So really difficult to anticipate. The only thing I know is the behavior of clients of banks is moving super fast.
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The only thing I know is the behavior of clients of banks is moving super fast.
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The competition for the banks are not only banks,
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The competition for the banks are not only banks and especially with the younger generation.
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and especially with the younger generation,
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It's forcing them to be super agile.
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it's forcing them to be super agile.
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And unfortunately for all of us,
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And unfortunately for all of us,
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or fortunately for all of us,
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or fortunately for all of us, But I think it's on space what's going to be the...
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very difficult to anticipate what's going to be the trend in five years.
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The trend in 30 years. There will be basics.
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There will be basics,
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Payments,
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payments, account management.
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there will be compliance with the law,
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There will be still compliance with a lot of regulations.
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regulations. There will be many things like this,
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There will be many things like this, basics.
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basics. But the client experience,
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But the client experience.
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very difficult.
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very difficult to anticipate. Okay, so from what you're saying, I guess that you can't anticipate what's going to be 30 years from here. But what would you like it to be? I'm trying to be in a bank's client shoes.
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I'm trying to be in a bank's clientele. And by the way,
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And by the way, as CEO,
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as CEO, I see the way banks are,
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I see the way banks are,
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let's say,
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let's say,
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supporting us as a company.
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supporting us as a company and as an individual.
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And as an individual,
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I'm a client of banks,
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I'm a client of banks,
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of course.
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of course.
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Today,
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Today there are two things I think they need absolutely towards the future.
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there are two things I think they need absolutely to anticipate the future. One is linked to the personalization.
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One is linked to the personalization.
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This is not acceptable in 2025,
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This is not acceptable in 2035.
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especially with all the data they are having with AI,
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Especially with all the data, yeah yeah with everything that the way to target
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with everything, that the way to target someone... in product and services is not completely aligned with the reality of their life,
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it's not the reality of their life so that hyper personalization is not the game standardization of the processing platform or engagement platform but
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my life. So that hyper-personalization is not against standardization of the processing platform or engagement platform, but is related to being a lot more aligned like Amazon or Netflix or others are doing with you every day.
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is related to being a lot more alive like amazon or netflix or others are doing with you every day so this is one the second is speed
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So this is one. The second is the speed. Compared to new entrants or compared to players like I was mentioning,
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compared to new entrants or compared to players like Chenyu. It takes six,
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they take six, seven,
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seven,
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eight times more time to deliver the value and the service.
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eight times more time to deliver the valuable service.
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So I think speed and hyper-personalization for the benefit of everyone,
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So I think speed and hyper-personalization for the benefit of everyone,
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for the benefit of even the companies,
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for the benefit of even the companies,
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to engage a better experience,
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to engage in better experience,
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I think is critical for the future.
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I think is critical for the future.
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30 years ago, when you were a trainee at the beginning of your career. Yeah, he was in the bank, by the way. Yeah. What advice would you give to the older you? The younger me. The younger you. The younger you,
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sorry.
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So yeah, what advice would you give the younger you knowing the context today? I'm kidding.
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I think curiosity. Curiosity is really a lot more important than many other things.
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I did it well. Right? So I'm kidding. I'm kidding. No, no, I think curiosity. Curiosity is really a lot more important than many other things. As I told you,
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As I told you, my two first internships were in two different banks.
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my two first internships were in two different banks, one retail, one for SMEs.
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one day,
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And
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one process.
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I did not spend enough time or I did not leverage as much as I should have
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And I did not spend enough time or I did not leverage as much as I should have done it,
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done it, I would say.
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I would say.
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The understanding of what people around me were doing,
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The understanding of what people around me were doing.
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understanding what's the value,
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Understanding what's the value.
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because
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Because I did learn later,
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I did learn later, but I did have already a fantastic opportunity to understand this.
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but I did that already in a fantastic way. opportunity to understand this and I think,
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And I think,
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by the way,
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by the way, my son is 21,
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my son is born in Rome, he's in Germany at the moment,
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he's in internship at the moment,
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and I'm forcing him to read more about the domain where he's working at the moment.
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and I'm forcing him to read more about the domain where he's working at the moment. You know,
Speaker #1
you know it's he's in a consulting firm in verx so without giving the detail the first thing i asked him for the first assignment i said i asked the contract your company has signed but why it's not my my problem and i said oh you have to know what are the engagements the company has taken because you're going to contribute to this engagement and
Speaker #0
he's in a consulting firm in Pervance, so without giving the detail. The first thing I asked him for the first assignment, I said, ask the contract your company has signed. He said, but why? It's not my problem. And I said, no, you have to know what are the engagements the company has taken because you're going to contribute to this engagement. And when you will be understanding this engagement,
Speaker #1
when you will be understanding these engagements please do understand what's the expected business out from the clients of
Speaker #0
please do understand what's the expected business outcome, the clients. of your company is going to expect from that.
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your company is going to expect from that.
Speaker #0
And then please start to document yourself.
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And then please start to document yourself. And compared to 30 years ago,
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And compared to 30 years ago, even Google was not really strong to give you a lot of insight.
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Google was not really strong to give you a lot of insight.
Speaker #0
So I told him,
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So I told them,
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you have
Speaker #1
you have many honors.
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ChatGPT, many others.
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You're going to save a lot of time compared to what I was doing in the past.
Speaker #0
You're going to save a lot of time compared to what I was doing in the past.
Speaker #1
But please take that time.
Speaker #0
But please take that time. Understanding this is making a huge difference.
Speaker #1
Understanding this is making a huge difference.
Speaker #0
You know,
Speaker #1
You know,
Speaker #0
the technology...
Speaker #1
the technology...
Speaker #0
Every six months,
Speaker #1
Every six months,
Speaker #0
it's becoming legacy.
Speaker #1
it's becoming legacy. So you need to understand the way it's working.
Speaker #0
So you need to understand the way it's working, but technology itself will be changing.
Speaker #1
But technology itself will be changing.
Speaker #0
So you need to be agile.
Speaker #1
So you need to be agile. And to be agile,
Speaker #0
And to be agile,
Speaker #1
you need to be curious.
Speaker #0
you need to be curious. And to be curious,
Speaker #1
And to be curious, you need to understand.
Speaker #0
you need to understand,
Speaker #1
And all you need to have the willingness to understand what's happening behind.
Speaker #0
or you need to have the willingness to understand what's happening behind. So that would be definitely my first advice.
Speaker #1
So that would be definitely my first advice.
Speaker #0
The second,
Speaker #1
The second,
Speaker #0
that life has changed.
Speaker #1
that life has changed.
Speaker #0
30 years ago,
Speaker #1
30 years ago we were not very keen to travel and to observe what's happening.
Speaker #0
we were not very keen to travel. and to observe what's happening cross-border.
Speaker #1
cross-border.
Speaker #0
So today,
Speaker #1
So today,
Speaker #0
in any business school,
Speaker #1
in any business school,
Speaker #0
you're spending two,
Speaker #1
you're spending three semesters abroad,
Speaker #0
three semesters abroad, and of course,
Speaker #1
and of course, that does change dramatically.
Speaker #0
it has changed dramatically. But when I'm looking at the team,
Speaker #1
But when I'm looking at it, and I'm looking at the experience of a team,
Speaker #0
and I'm looking at the experience of a team,
Speaker #1
there are small people.
Speaker #0
they are smart people.
Speaker #1
Let's say,
Speaker #0
Let's say,
Speaker #1
if I compare everything with the same baseline,
Speaker #0
if I compare everything with the same baseline, the one who did have experience in more than two countries in his career compared to the one...
Speaker #1
the one who did have experience in more than two countries in his career, compared to one having experience only in one country,
Speaker #0
having experience only in one country, you see a difference in the mindset or the agility of the mindset.
Speaker #1
you see a different in the mindset or the agility of the mindset. And the stronger tomorrow is not the smarter,
Speaker #0
And the stronger tomorrow is not the smarter,
Speaker #1
but the one who will be agile to adapt himself and to adapt his organization.
Speaker #0
but the one who will be agile to adapt himself and to adapt his organization to the conditions. So that would be my two advices.
Speaker #1
So that would be my two advices.
Speaker #0
There is another question I think our listeners are curious about, and it's the 2025 Summit Edition. Yeah, So... It's back again this year, and that's great. Can you remind us of the concept and tell us about the history of this event, which is, by the way, celebrating its fifth anniversary this year? yes, Yes. indeed.
Speaker #1
Five years ago,
Speaker #0
Five years ago,
Speaker #1
it was just after COVID.
Speaker #0
it was just after COVID, we started to forget, but it was only digital.
Speaker #1
And it was all digital.
Speaker #0
And now we did move the last two years only physical.
Speaker #1
And now the objective for us was to...
Speaker #0
The objective for us was to Build an ecosystem with our client and our partner and leverage that ecosystem to think about the future of finance.
Speaker #1
build an ecosystem with our client and our partner and leverage that ecosystem to think about the future of clients. If I compare with the Connect,
Speaker #0
If I compare with the Connect, it's not the same event.
Speaker #1
it's not the same event.
Speaker #0
The Connect is really on connecting operationally.
Speaker #1
Connect is really on connecting operationally,
Speaker #0
So meaning we are looking at the next 18 months together.
Speaker #1
so meaning we are looking at the next 18 months together.
Speaker #0
The Summit is more long term.
Speaker #1
Summit is more long term.
Speaker #0
It's how do we anticipate the trends?
Speaker #1
It's how do we see things,
Speaker #0
How do we...
Speaker #1
how do we share with our clients what we do see and we would like or we are.
Speaker #0
share with our clients what we do see and the way we would like or we are trying to anticipate.
Speaker #1
trying to see things so this is this is more thinking this is more ecosystem this is more designing the future gather and our benefits
Speaker #0
So this is more thinking, this is more ecosystem, this is more designing the future together. And our benefit is more on image,
Speaker #1
is more on image of course but also being at the center of the ecosystem you know and compared to be connect it's more engaging with our clients so that's reason why there are these two different events and and from the beginning we wanted to build the event like this it's
Speaker #0
of course, but also being at the center of that ecosystem. You know, and compared to the connect, it's more engaging with our clients. So that's the reason why there are these two different events. And from the beginning, we wanted to build the event like this. It's not so easy because it requires us a lot of investigation.
Speaker #1
not so easy because a lot of investigation and of course this was something that was
Speaker #0
And of course, this is a bit risky sometimes to position ourselves on the future of finance,
Speaker #1
I was saying I don't know what's going to happen.
Speaker #0
especially five minutes later than I was saying, I don't know what's going to be the future. but that is sharing and it's having that opportunity of sharing very very important so that's different and yes i'm going to have to use it again so what can we expect for this 2025 edition do you have any teasers about the venue the But it's sharing and it's having that opportunity of sharing, which is very, very important. So that's the difference and yes, I'm happy with the summit again this year. agenda etc by chance By chance, we are a bit more in advance compared to the previous year in the preparation.
Speaker #1
We are a bit more in advance compared to the previous year in preparation. So I start with the venue.
Speaker #0
So I start with the venue. This will be on Concord Place at the Hotel de la Marine for the gala.
Speaker #1
This will be on Concord Place at the Hotel de la Marine for the Gala.
Speaker #0
Nice.
Speaker #1
The talks will be on another location in Paris.
Speaker #0
The talks will be on another location in Paris.
Speaker #1
But that location,
Speaker #0
But that location, Hotel Del Marien,
Speaker #1
Hotel de la Marine, is really...
Speaker #0
is really, really, Very prestigious. yes,
Speaker #1
Yes.
Speaker #0
I'm very happy for that. And it's for our clients because they are trusting us and it's a way also to thank them.
Speaker #1
and it's for our clients because they are trusting us and it's a way also to thank them it's i think very important the business is first human relationship by coincidence the
Speaker #0
And it's, I think, very important. The business is first human relationship, you know, so that's very important. By coincidence, the big topic of the summit this year is linked to the hyper-personalization,
Speaker #1
big topic of the summit this year is going to be ideal personalization
Speaker #0
surprisingly.
Speaker #1
surprisingly um and and of course you don't do a personalization if you don't feel that you're on the island but i didn't want to have an event to the program i wanted to let's say
Speaker #0
And of course, you don't do hyper-personalization if you do not rely on AI. But I didn't want to have an event AI for AI. I wanted to, let's say, have AI,
Speaker #1
AI,
Speaker #0
but for a real reason.
Speaker #1
but for a reason.
Speaker #0
And the only way to support hyper-personalization is to leverage AI.
Speaker #1
And the only way to support hyperpersonization is to leverage AI.
Speaker #0
And back to what I was saying earlier,
Speaker #1
And back to what I was saying earlier, and to have AI use data.
Speaker #0
and to have AI, you need the data.
Speaker #1
Everything is...
Speaker #0
And so everything is linked. We're going to have Laurent Nizry with us.
Speaker #1
links we're gonna have uh laurence lee with us i'm sure many of our listeners we're gonna have someone prestigious in
Speaker #0
I'm sure many of our listeners, they know Laurent Nizry, the founder of Paris FinTech Forum. We're going to have someone prestigious in AI, having both business,
Speaker #1
ai having both business super strong stories and academic
Speaker #0
super strong stories and academic. So he will be there.
Speaker #1
And another person that surprised.
Speaker #0
And another person, a surprise. So we need to keep some surprise. So the first day before the gala,
Speaker #1
So the Thursday from Gala,
Speaker #0
there will be these talks with these strong speakers.
Speaker #1
there will be these talks with strong speakers.
Speaker #0
And the day after,
Speaker #1
And the day after,
Speaker #0
we will be more entering into demo and,
Speaker #1
we'll be more entering into demo,
Speaker #0
but not demo on the product itself,
Speaker #1
but not demo on the product itself,
Speaker #0
but demo on the experience to provide that hyper-personalization.
Speaker #1
but demo on the experience to provide that high-performance position, from originating onboarding clients to managing collections,
Speaker #0
From originating, onboarding clients to managing collection,
Speaker #1
managing loads,
Speaker #0
managing loans and so on.
Speaker #1
and so on.
Speaker #0
We're going to try to explore.
Speaker #1
We're going to try to explore whether we...
Speaker #0
what we do see feasible to drive that future for and with our client.
Speaker #1
we do see feasible to drive that future for and without a bank.
Speaker #0
Okay. Do you have one word to describe the Summit 2025? I'm going to stick to hyper-personalization.
Speaker #1
I'm going to stick to I've got my own solution.
Speaker #0
So for me, this will be really the key word because for the rest,
Speaker #1
So this will be really the key word. Because for the rest, it's like the previous one.
Speaker #0
it's like the previous one. It's just a pleasure to have our clients and partner with us.
Speaker #1
It's just a pleasure.
Speaker #0
Great. So to wrap up this podcast, I'd like to know in a nutshell what excites you most about this new phase for SBS, one year after the creation of 74 software. I'm really proud about what SBS is doing.
Speaker #1
I'm really proud, but we didn't design the...
Speaker #0
We did design a plan and strategy close to three years ago.
Speaker #1
plan and strategy close to three years ago and 74 software did take that strategy and that plan inside 74 but without changing it and it was very important
Speaker #0
And 74 Software did take that strategy and that plan inside 74, but without changing it. And it was very important for me in the way to design that transaction.
Speaker #1
for me, the way to design that transaction.
Speaker #0
And we are really on track with that plan.
Speaker #1
And we are really on track with that plan, and it's not only a question of figures and profitability and costs,
Speaker #0
And it's not only a question of figures and profitability and growth, but it's also very critical in regard to modernizing our assets and the way we are engaging for our clients and relying on that strategy with our clients.
Speaker #1
but it's also very critical in regard to modernizing our assets and the way we are engaging with our clients and relying on that strategy with our clients. So this is really what's exciting me,
Speaker #0
So this is really what's exciting me because doing it is opening for SBS.
Speaker #1
because doing it is opening for SBS
Speaker #0
and on an augmented way for 74 software for very strong impact to the market in the future.
Speaker #1
and on the augmented wave for 74 software for very strong back to the marketing the future and you know
Speaker #0
And you know, being listed is giving you many obligations,
Speaker #1
being listed is giving you many obligations but it's a fantastic opportunity for the company and all the people from the company to believe in or proud of what they are doing because everything is public yeah sure it's
Speaker #0
but it's a fantastic opportunity for the company and all the people from the company to be even more proud on what they are doing because everything is public today. It's very exciting, very exciting i think is there any message you'd like to share with customer teams and partners like to share I think. I would like to share my engagement and the engagement of the management team of
Speaker #1
my engagement and the engagement of the management team of SBS and of 74 Software in delivering what we have said and again delivering is for all the stakeholders so of course my shareholders
Speaker #0
SBS and of 74 Software in delivering what we have said. And again, delivering is for all the stakeholders. So, of course, my shareholder who did finance this transaction and everything.
Speaker #1
finance this transaction and everything and it's really important that we stay engaged within that objective for our clients because remember the three priorities the business continuity the way to understand
Speaker #0
And it's really important that we stay engaged within that objective for our clients because remember the three priorities, the business continuity, the way to understand the way they operate,
Speaker #1
the way they operate and to leverage the money they have given us in the past to bring that innovation on the table.
Speaker #0
and to leverage the money they have given us in the past to bring that innovation on the table.
Speaker #1
So it's really important and that's my key message and we are very committed to this.
Speaker #0
So it's really important, and that's my key message, and we are very committed on this. And the third, and at the end of the day,
Speaker #1
At the end of the day, the most important one,
Speaker #0
the most important one, because the two firsts cannot happen,
Speaker #1
because the two first card,
Speaker #0
it's we are trying to spend a lot of time with our people.
Speaker #1
is we are trying to spend a lot of time with our people. We need to learn together more on the way we want to upskill them to make them stronger.
Speaker #0
We need to learn together more on the way we want to... upskill them to make them stronger in that new world.
Speaker #1
in that new world.
Speaker #0
The new world is not only 74 Software.
Speaker #1
The new world is not only semantical software.
Speaker #0
It's the software business in 2025 up to 2030 is not at all the same than the one we were having 10 years ago.
Speaker #1
The software business in 2025 and up to 2030 is not at all the same as the one we were having 10 years ago. And no one is able to give the return experience.
Speaker #0
And no one is able to give the return experience. So we need to learn together.
Speaker #1
So we need to learn together and it's really important to give them proof that we are moving in the right direction.
Speaker #0
And it's really important to give them proof that we are moving into the right direction,
Speaker #1
Giving them material to continue to improve their skill and to find
Speaker #0
giving them the material to... continue to improve their skill and to find their path inside our company for common success.
Speaker #1
their path inside our company for common success.
Speaker #0
So that's the three key engagement and for me that's the most important thing.
Speaker #1
So that's been tricky engagement. And probably that's more simple than that.
Speaker #0
I have one last question. And that's a question I ask every leader I receive on this podcast. It's what do you think leaders truly want? I should have been prepared if it's every time the same question. You know,
Speaker #1
You know,
Speaker #0
the real thing is when you see that what you're building and link to the people,
Speaker #1
the real thing is when you see that, what you are building and link to the people. it's realizing but especially you see them taking over and that they can continue without you it's the day you consider you have done your job and from a very personal point of view there is nothing more motivating when
Speaker #0
it's realizing, but especially you see them taking over and then they can continue without you. It's the day you consider you have done your job. And from a very personal point of view. There is nothing more motivating when you see that it's working that way. you see that it's working that way so that's the way i'm looking at it thank you eric thank you for sharing your insights and thank you for sharing your time So that's the way I'm looking at it. Thank you, Caroline.

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Transcription

Speaker #0
This is part two of our special episode with Eric Vieri, CEO of SBS and deputy CEO of 74 Software. Today, we are picking up right where we left off with Eric's personal take on the SBS Connect tour and diving into what's next. And we'll finish with a sneak peek at the 2025 Summit. So Eric, last time we spoke, I get very well that you'll be more than happy to do the SBS Connect again. And so I want to know what has been your personal feedback on the SBS Connect events. Do you have any anecdotes about what happened during the Connect? I have many, but I have one, and it did resonate really for me. The building societies are very important clients, and we are having 35% market share in the UK with the building societies. And beside the events,
Speaker #1
and the side events we are organizing a lot of what we call executive meeting so usually the ceo of the bank is there and we organize
Speaker #0
we are organizing a lot of what we call executive meetings. So usually the CEO of the bank is there, and we organize. 30-minute discussion, usually really open.
Speaker #1
usually really open.
Speaker #0
We are not talking about the defect from the week before,
Speaker #1
We were talking about the defects of the building before, but really about what's their strategy and if you're aligned in your understanding.
Speaker #0
but really about what's their strategy and secure that we are aligned in our understanding. And one of them told me,
Speaker #1
And one of them told me, you know,
Speaker #0
you know,
Speaker #1
I was able to differentiate myself in the past,
Speaker #0
I was able to differentiate myself in the past,
Speaker #1
right,
Speaker #0
my building society,
Speaker #1
my building society,
Speaker #0
because of the physical proximity
Speaker #1
because of the physical proximity I was bringing to this life.
Speaker #0
I was bringing to his client. Saying that I'm not only talking about branch,
Speaker #1
saying that I'm not only talking about branch, but it's really
Speaker #0
but it's really they were making a difference because they were knowing very well their clients and their ability to personalize the services,
Speaker #1
They were making a difference because they were knowing very well their clients and their ability to personalize the services the mortgage whatsoever was really stronger than any other banks coming without having that And they told me you
Speaker #0
the mortgage whatsoever, was really stronger than any other banks coming without having that proximity. And he told me, you know,
Speaker #1
know the Crypto Telecom in France at their,
Speaker #0
the Crédit Agricole in France,
Speaker #1
they were having the same DNA.
Speaker #0
they were having the same DNA than us.
Speaker #1
And then so he was.
Speaker #0
He was comparing a small bidding society with a credit agri-group.
Speaker #1
very small bidding society with a very long group but by the way from a dna perspective it was really very very similar and rather than spending 20 minutes as an exchange we spend one hour and a half talking about that ability to differentiate because considering that ai
Speaker #0
But by the way, from a DNA perspective, it was really very, very similar. And rather than spending 20 minutes as an exchange, we spent one hour and a half talking about that ability to differentiate. Because considering that AI should be helping the big bank to understand better their client and to anticipate better than he then said,
Speaker #1
should be helping the big bank to understand better their clients and to understand better than he said if they are able to to bridge that gap,
Speaker #0
if they are able to bridge that gap, What should be my new differentiator to this?
Speaker #1
what should be my my new differentiator to this end.
Speaker #0
And we did have debate slash workshop in trying to find together,
Speaker #1
And we did have debate slash workshop in trying to find together, which was really,
Speaker #0
which was really,
Speaker #1
for me,
Speaker #0
for me, even surprising,
Speaker #1
even surprising,
Speaker #0
to say,
Speaker #1
to say, okay,
Speaker #0
okay, what are your strengths?
Speaker #1
what are your strengths? How can you differentiate to be proud of the market?
Speaker #0
How can you differentiate today in front of the market? Having less branches and having competition,
Speaker #1
Having less branches and having competition,
Speaker #0
which is able to have as many data as you're having.
Speaker #1
which is able to have as many data as you're having.
Speaker #0
And we were...
Speaker #1
And we were having more that.
Speaker #0
having more that conversation like a strategic consulting discussion rather than just someone from a software company talking with a CEO of a building society.
Speaker #1
conversation like a strategic consulting discussion rather than just someone from the software company with a ceo of a union society so i think i enjoyed it by the way i love it so and and more we will be tomorrow able to have that kind of discussion i think stronger so
Speaker #0
So I did enjoy a lot, by the way, and I did learn a lot also. And more we will be tomorrow able to have that kind of discussion, I think stronger we will be into the market. talking about this connect event why the acceleration in the u.s market You know, when you are a software company,
Speaker #1
that company, the
Speaker #0
the US revenue,
Speaker #1
US revenue,
Speaker #0
whatever the political situation is,
Speaker #1
whatever the political situation is,
Speaker #0
is considered as very critical if you want to become a big player.
Speaker #1
is considered as very critical if you want to become a big player.
Speaker #0
So it's an old dream,
Speaker #1
So it's an old dream, personal old dream I should say.
Speaker #0
personal old dream, I should say. And we did grow SBS standalone before from
Speaker #1
We did grow SPS on the run before from 1 million to 12 million,
Speaker #0
1 million to 12 million.
Speaker #1
so we were proud of that.
Speaker #0
So we were proud of that. But today,
Speaker #1
But today the game has changed.
Speaker #0
the game has changed. The group is doing,
Speaker #1
Whoop is doing,
Speaker #0
as I said,
Speaker #1
as I said,
Speaker #0
more than 150 million,
Speaker #1
more than 150 million.
Speaker #0
including SBS.
Speaker #1
SBS,
Speaker #0
And we start to be ready with some of our products to engage with the North American market.
Speaker #1
and we start to be ready with some of our products to engage with the North American market.
Speaker #0
And the combination of the Axway presence,
Speaker #1
And the combination of the Axway presence and the newest flavor of
Speaker #0
or the US flavor of Axway, I should say,
Speaker #1
Axway, I should say. combined with our better maturity on the product is obliging us,
Speaker #0
combined with our better maturity on the product. is obliging us,
Speaker #1
I should say,
Speaker #0
I should say,
Speaker #1
now to accelerate and to engage only with the summer.
Speaker #0
now to accelerate and to engage strongly with the North American market. We cannot address too many niches or domains because otherwise we're going to be lost.
Speaker #1
We cannot address too many issues or domains, because otherwise we're going to be lost. But open banking is very important,
Speaker #0
But open banking is very important,
Speaker #1
even if we decided to kill the regulation on that topic.
Speaker #0
even if Trump decides... to kill the regulation on that topic. But
Speaker #1
US banks now they do understand what's the value of FedBank.
Speaker #0
U.S. banks now, they do understand what's the value of open banking. And meaning that being regulated or not,
Speaker #1
And meaning that, being regulated or not, they will need this capability for the future.
Speaker #0
they will need this capability for the future. And Regions Bank,
Speaker #1
And Regions Bank as a reference,
Speaker #0
as a reference, I think is big enough or strong enough to address that niche.
Speaker #1
I think is... big enough or strong enough to address that niche.
Speaker #0
So that's one.
Speaker #1
So that's one. The second is obviously the asset finance or the auto finance business,
Speaker #0
The second is obviously the asset finance or the auto finance business,
Speaker #1
where it's where we really start alone.
Speaker #0
well. It's where we really did start alone. And there are many subsidiaries of bigger groups in
Speaker #1
And there are many subsidiaries of bigger groups in
Speaker #0
North America where I would like to leverage as much as I can the existing MSAs,
Speaker #1
North America, where I would like to leverage as much as I can the existing MSAs,
Speaker #0
so the master contracts
Speaker #1
so the master contracts,
Speaker #0
Axway is having,
Speaker #1
Axway, Dabin, to accelerate our ability
Speaker #0
to accelerate our ability to discuss on the floor plan financing and on the digital audit.
Speaker #1
to discuss on the floor plan financing and all the digital needs. I'm convinced that we should be able to accelerate and I think also that we need to invest.
Speaker #0
I'm convinced that we should be able to accelerate, and I'm convinced also that we need to invest. And I think the first investment is on our people.
Speaker #1
And I think the first investment is on our people.
Speaker #0
We need American people to talk to Americans.
Speaker #1
We need American people to talk to Americans and
Speaker #0
And British or French,
Speaker #1
British or French,
Speaker #0
even worse French,
Speaker #1
in the worst French,
Speaker #0
cannot make a difference in America.
Speaker #1
cannot make a difference in America.
Speaker #0
They want to talk to
Speaker #1
They won't talk to
Speaker #0
Americans. So it's where I think we may have to invest.
Speaker #1
Americans. But it's where I think we may have to invest and actually is giving.
Speaker #0
And Axway is giving us that opportunity because
Speaker #1
us that opportunity because actually in the past we've had quite a few US companies and there is a very strong US DNA in North America for X-Way so we need to leverage this.
Speaker #0
Axway in the past has acquired many U.S. companies. And there is a very strong U.S. DNA. in North America for X-Way, so we need to leverage this. From what I understand, open banking and specialized finance are levers in the US. Yeah. Can you talk to us about our strategy regarding this? So first in a strategy,
Speaker #1
So first, in a strategy, you need to be clear on what you don't do.
Speaker #0
you need to be clear on what you don't do. So I don't want to expand into any other domain.
Speaker #1
So I don't want to expand into any other domain. We need to stay very focused and we need to operate in this niche for trying to expand on other domain.
Speaker #0
We need to stay very focused and we need to operate in this niche. before trying to expand on other domains. The technology and the
Speaker #1
The technology and the ESG are two very important drivers.
Speaker #0
ESG are two very important drivers.
Speaker #1
When we are talking about digital audit,
Speaker #0
When we are talking about digital audit,
Speaker #1
it's to replace physical,
Speaker #0
it's to replace physical audit. It's to replace tons of flights and,
Speaker #1
to replace tons of flights and I would say visits the existing floor plan from the
Speaker #0
I would say, visits on the existing floor plan from dealers. This is working with NextGear.
Speaker #1
This is working with NextGear.
Speaker #0
NextGear is the biggest player in North America with more than 20,000 dealers.
Speaker #1
NextGear is the biggest player in the world. The strategy is we have our flagship,
Speaker #0
The strategy is we have our flagship. It's
Speaker #1
it's
Speaker #0
NextGear.
Speaker #1
NextGear. We need to leverage more of that platform.
Speaker #0
We need to leverage more that reference.
Speaker #1
we need to make NextGear talking about us.
Speaker #0
We need to make NextGear talking about us. They are very happy with the solution.
Speaker #1
They are very happy with the solution. They are very happy with the business outcome.
Speaker #0
They are very happy with the business outcome. For me,
Speaker #1
For me,
Speaker #0
it's not rocket science.
Speaker #1
it's not rocket science.
Speaker #0
The others will be looking at what NextGear is doing.
Speaker #1
The others will be looking at what NextGear is doing. And when it's working,
Speaker #0
When it's working, usually they like to follow.
Speaker #1
usually they like to follow.
Speaker #0
So the strategy is this one,
Speaker #1
So the strategy is this one, but it requires time,
Speaker #0
but it requires time, focus,
Speaker #1
focus,
Speaker #0
discipline in the way we are working with NextGear also.
Speaker #1
discipline in the way we are working with NextGear also.
Speaker #0
But for me on that domain,
Speaker #1
But for me, I'm in that domain.
Speaker #0
and you're tackling cost reduction,
Speaker #1
And you'll talk... tackling cost reduction, and you're tackling
Speaker #0
you're tackling ESG.
Speaker #1
ESG. So for me,
Speaker #0
So for me,
Speaker #1
these are good drivers.
Speaker #0
these are good drivers.
Speaker #1
On the floor plan,
Speaker #0
On the floor plan,
Speaker #1
that business is seen as a commodity by our clients.
Speaker #0
that business is seen as a commodity by our clients. They consider the retail part,
Speaker #1
They consider the retail part,
Speaker #0
when they are leasing to individuals,
Speaker #1
when they are leasing to individuals,
Speaker #0
it's where they see the value and the floor plan financing is seen as the backbone to support the dealers to make it happen.
Speaker #1
it's where they see the value, and the floor plan financing is seen as the backbone to support the dealers to make it happen.
Speaker #0
So meaning that the last
Speaker #1
So meaning that in the last 15 years,
Speaker #0
15 years, they did not invest a lot in terms of technology.
Speaker #1
they did not invest lot in terms of technology and for me this is a strong opportunity for us because if they want to continue to leverage their program capabilities they need to have product or sas solution open
Speaker #0
And for me, this is a strong opportunity for us because if they want to continue to leverage their floor plan capabilities, they need to have product or SaaS solution, open enough to leverage AI.
Speaker #1
enough to leverage ai there is a lot of automation by the way of bearing behind your plan and and becoming more a differentiator for them for their market and then really the the technology
Speaker #0
There is a lot of automation, by the way, behind the floor plan and becoming more a differentiator for them, for their market. And really the technology today,
Speaker #1
today there is a lot of obsolescence in
Speaker #0
there is a lot of obsolescence in North America.
Speaker #1
North America and we are having 12 clients today in North America on the broadband financing and big net by the way and I think we have now the proof that we are able to bring that differentiation leveraging the technology so
Speaker #0
And we are having 12 clients today in North America on the floor plan financing and big name, by the way. And I think we have now the proof that we are able to bring that differentiation, leveraging the technology. So for me,
Speaker #1
for me we need to stay focused on these two strategies on this single domain
Speaker #0
we need to stay focused on these two strategies, on this single domain. And I'm convinced that there are no reason on that niche to do 50,
Speaker #1
And I'm convinced that there's no reason on that niche to 50, 60,
Speaker #0
60,
Speaker #1
70 million.
Speaker #0
70 million.
Speaker #1
The market is there.
Speaker #0
The market is there. The size of the market is big enough.
Speaker #1
The size of the market is big enough. Now it's a question of execution and the need to focus on it.
Speaker #0
Now it's a question of execution. and we need to focus on the execution. That's interesting. I'm curious to see where we are going with that. And did you expect back then, 30 years ago, that the finance would take that turn? No, to be honest, it would have been too difficult to anticipate this.
Speaker #1
that means we can't say this the last five years many more things happened than and 20 years before a lot more things happened the 50 years before so everything is accelerating super fast
Speaker #0
The last five years, many more things did happen than the 20 years before. And in the 20 years before, a lot more things did happen compared to the 50 years before. So everything is accelerating super fast.
Speaker #1
Five years ago we were saying,
Speaker #0
Five years ago, we were saying,
Speaker #1
oh the downtrends are going to take over all the business for Max.
Speaker #0
oh, the new entrants are going to take over all the business from banks.
Speaker #1
And then it has moved to co-opetition rather than just three places.
Speaker #0
And then it has moved to co-petition rather than just replacements. And then we said neobanks are not going to be profitable,
Speaker #1
And then we said, neobanks are are not going to be profitable.
Speaker #0
never.
Speaker #1
And surprisingly,
Speaker #0
And surprisingly,
Speaker #1
there are one or two today that are making profit.
Speaker #0
there are one or two today delivering profit. And maybe the stronger example is all the banks are closing branches and ATMs.
Speaker #1
And maybe the stronger example is all the banks are closing. branches and ATMs.
Speaker #0
And on ATMs,
Speaker #1
And on ATMs, they are building joint bank shows between different banks to reduce the cost to continue to manage ATMs because they don't have any choice.
Speaker #0
they are building... joint ventures between different banks to reduce the cost to continue to manage ATMs because they don't have any choice. And Revolut,
Speaker #1
And Revolut,
Speaker #0
a few weeks ago,
Speaker #1
a few weeks ago,
Speaker #0
announced that they're going to implement ATM everywhere.
Speaker #1
announced that they're going to implement ATMs everywhere.
Speaker #0
And
Speaker #1
And
Speaker #0
I was in the
Speaker #1
I was at the
Speaker #0
Madrid airport in Barras a few days ago.
Speaker #1
Madrid airport two days ago and at the center of the airport,
Speaker #0
And at the center of the airport, after security,
Speaker #1
the security there are four big atm's rivers and who did not see fate three years ago that revolute would be the only one delivering cash with an atm in the world
Speaker #0
there are four big ATMs, Revolut. And who did anticipate three years ago that Revolut would be the only one delivering cash with an ATM in an airport? So really difficult to anticipate.
Speaker #1
So really difficult to anticipate. The only thing I know is the behavior of clients of banks is moving super fast.
Speaker #0
The only thing I know is the behavior of clients of banks is moving super fast.
Speaker #1
The competition for the banks are not only banks,
Speaker #0
The competition for the banks are not only banks and especially with the younger generation.
Speaker #1
and especially with the younger generation,
Speaker #0
It's forcing them to be super agile.
Speaker #1
it's forcing them to be super agile.
Speaker #0
And unfortunately for all of us,
Speaker #1
And unfortunately for all of us,
Speaker #0
or fortunately for all of us,
Speaker #1
or fortunately for all of us, But I think it's on space what's going to be the...
Speaker #0
very difficult to anticipate what's going to be the trend in five years.
Speaker #1
The trend in 30 years. There will be basics.
Speaker #0
There will be basics,
Speaker #1
Payments,
Speaker #0
payments, account management.
Speaker #1
there will be compliance with the law,
Speaker #0
There will be still compliance with a lot of regulations.
Speaker #1
regulations. There will be many things like this,
Speaker #0
There will be many things like this, basics.
Speaker #1
basics. But the client experience,
Speaker #0
But the client experience.
Speaker #1
very difficult.
Speaker #0
very difficult to anticipate. Okay, so from what you're saying, I guess that you can't anticipate what's going to be 30 years from here. But what would you like it to be? I'm trying to be in a bank's client shoes.
Speaker #1
I'm trying to be in a bank's clientele. And by the way,
Speaker #0
And by the way, as CEO,
Speaker #1
as CEO, I see the way banks are,
Speaker #0
I see the way banks are,
Speaker #1
let's say,
Speaker #0
let's say,
Speaker #1
supporting us as a company.
Speaker #0
supporting us as a company and as an individual.
Speaker #1
And as an individual,
Speaker #0
I'm a client of banks,
Speaker #1
I'm a client of banks,
Speaker #0
of course.
Speaker #1
of course.
Speaker #0
Today,
Speaker #1
Today there are two things I think they need absolutely towards the future.
Speaker #0
there are two things I think they need absolutely to anticipate the future. One is linked to the personalization.
Speaker #1
One is linked to the personalization.
Speaker #0
This is not acceptable in 2025,
Speaker #1
This is not acceptable in 2035.
Speaker #0
especially with all the data they are having with AI,
Speaker #1
Especially with all the data, yeah yeah with everything that the way to target
Speaker #0
with everything, that the way to target someone... in product and services is not completely aligned with the reality of their life,
Speaker #1
it's not the reality of their life so that hyper personalization is not the game standardization of the processing platform or engagement platform but
Speaker #0
my life. So that hyper-personalization is not against standardization of the processing platform or engagement platform, but is related to being a lot more aligned like Amazon or Netflix or others are doing with you every day.
Speaker #1
is related to being a lot more alive like amazon or netflix or others are doing with you every day so this is one the second is speed
Speaker #0
So this is one. The second is the speed. Compared to new entrants or compared to players like I was mentioning,
Speaker #1
compared to new entrants or compared to players like Chenyu. It takes six,
Speaker #0
they take six, seven,
Speaker #1
seven,
Speaker #0
eight times more time to deliver the value and the service.
Speaker #1
eight times more time to deliver the valuable service.
Speaker #0
So I think speed and hyper-personalization for the benefit of everyone,
Speaker #1
So I think speed and hyper-personalization for the benefit of everyone,
Speaker #0
for the benefit of even the companies,
Speaker #1
for the benefit of even the companies,
Speaker #0
to engage a better experience,
Speaker #1
to engage in better experience,
Speaker #0
I think is critical for the future.
Speaker #1
I think is critical for the future.
Speaker #0
30 years ago, when you were a trainee at the beginning of your career. Yeah, he was in the bank, by the way. Yeah. What advice would you give to the older you? The younger me. The younger you. The younger you,
Speaker #1
sorry.
Speaker #0
So yeah, what advice would you give the younger you knowing the context today? I'm kidding.
Speaker #1
I think curiosity. Curiosity is really a lot more important than many other things.
Speaker #0
I did it well. Right? So I'm kidding. I'm kidding. No, no, I think curiosity. Curiosity is really a lot more important than many other things. As I told you,
Speaker #1
As I told you, my two first internships were in two different banks.
Speaker #0
my two first internships were in two different banks, one retail, one for SMEs.
Speaker #1
one day,
Speaker #0
And
Speaker #1
one process.
Speaker #0
I did not spend enough time or I did not leverage as much as I should have
Speaker #1
And I did not spend enough time or I did not leverage as much as I should have done it,
Speaker #0
done it, I would say.
Speaker #1
I would say.
Speaker #0
The understanding of what people around me were doing,
Speaker #1
The understanding of what people around me were doing.
Speaker #0
understanding what's the value,
Speaker #1
Understanding what's the value.
Speaker #0
because
Speaker #1
Because I did learn later,
Speaker #0
I did learn later, but I did have already a fantastic opportunity to understand this.
Speaker #1
but I did that already in a fantastic way. opportunity to understand this and I think,
Speaker #0
And I think,
Speaker #1
by the way,
Speaker #0
by the way, my son is 21,
Speaker #1
my son is born in Rome, he's in Germany at the moment,
Speaker #0
he's in internship at the moment,
Speaker #1
and I'm forcing him to read more about the domain where he's working at the moment.
Speaker #0
and I'm forcing him to read more about the domain where he's working at the moment. You know,
Speaker #1
you know it's he's in a consulting firm in verx so without giving the detail the first thing i asked him for the first assignment i said i asked the contract your company has signed but why it's not my my problem and i said oh you have to know what are the engagements the company has taken because you're going to contribute to this engagement and
Speaker #0
he's in a consulting firm in Pervance, so without giving the detail. The first thing I asked him for the first assignment, I said, ask the contract your company has signed. He said, but why? It's not my problem. And I said, no, you have to know what are the engagements the company has taken because you're going to contribute to this engagement. And when you will be understanding this engagement,
Speaker #1
when you will be understanding these engagements please do understand what's the expected business out from the clients of
Speaker #0
please do understand what's the expected business outcome, the clients. of your company is going to expect from that.
Speaker #1
your company is going to expect from that.
Speaker #0
And then please start to document yourself.
Speaker #1
And then please start to document yourself. And compared to 30 years ago,
Speaker #0
And compared to 30 years ago, even Google was not really strong to give you a lot of insight.
Speaker #1
Google was not really strong to give you a lot of insight.
Speaker #0
So I told him,
Speaker #1
So I told them,
Speaker #0
you have
Speaker #1
you have many honors.
Speaker #0
ChatGPT, many others.
Speaker #1
You're going to save a lot of time compared to what I was doing in the past.
Speaker #0
You're going to save a lot of time compared to what I was doing in the past.
Speaker #1
But please take that time.
Speaker #0
But please take that time. Understanding this is making a huge difference.
Speaker #1
Understanding this is making a huge difference.
Speaker #0
You know,
Speaker #1
You know,
Speaker #0
the technology...
Speaker #1
the technology...
Speaker #0
Every six months,
Speaker #1
Every six months,
Speaker #0
it's becoming legacy.
Speaker #1
it's becoming legacy. So you need to understand the way it's working.
Speaker #0
So you need to understand the way it's working, but technology itself will be changing.
Speaker #1
But technology itself will be changing.
Speaker #0
So you need to be agile.
Speaker #1
So you need to be agile. And to be agile,
Speaker #0
And to be agile,
Speaker #1
you need to be curious.
Speaker #0
you need to be curious. And to be curious,
Speaker #1
And to be curious, you need to understand.
Speaker #0
you need to understand,
Speaker #1
And all you need to have the willingness to understand what's happening behind.
Speaker #0
or you need to have the willingness to understand what's happening behind. So that would be definitely my first advice.
Speaker #1
So that would be definitely my first advice.
Speaker #0
The second,
Speaker #1
The second,
Speaker #0
that life has changed.
Speaker #1
that life has changed.
Speaker #0
30 years ago,
Speaker #1
30 years ago we were not very keen to travel and to observe what's happening.
Speaker #0
we were not very keen to travel. and to observe what's happening cross-border.
Speaker #1
cross-border.
Speaker #0
So today,
Speaker #1
So today,
Speaker #0
in any business school,
Speaker #1
in any business school,
Speaker #0
you're spending two,
Speaker #1
you're spending three semesters abroad,
Speaker #0
three semesters abroad, and of course,
Speaker #1
and of course, that does change dramatically.
Speaker #0
it has changed dramatically. But when I'm looking at the team,
Speaker #1
But when I'm looking at it, and I'm looking at the experience of a team,
Speaker #0
and I'm looking at the experience of a team,
Speaker #1
there are small people.
Speaker #0
they are smart people.
Speaker #1
Let's say,
Speaker #0
Let's say,
Speaker #1
if I compare everything with the same baseline,
Speaker #0
if I compare everything with the same baseline, the one who did have experience in more than two countries in his career compared to the one...
Speaker #1
the one who did have experience in more than two countries in his career, compared to one having experience only in one country,
Speaker #0
having experience only in one country, you see a difference in the mindset or the agility of the mindset.
Speaker #1
you see a different in the mindset or the agility of the mindset. And the stronger tomorrow is not the smarter,
Speaker #0
And the stronger tomorrow is not the smarter,
Speaker #1
but the one who will be agile to adapt himself and to adapt his organization.
Speaker #0
but the one who will be agile to adapt himself and to adapt his organization to the conditions. So that would be my two advices.
Speaker #1
So that would be my two advices.
Speaker #0
There is another question I think our listeners are curious about, and it's the 2025 Summit Edition. Yeah, So... It's back again this year, and that's great. Can you remind us of the concept and tell us about the history of this event, which is, by the way, celebrating its fifth anniversary this year? yes, Yes. indeed.
Speaker #1
Five years ago,
Speaker #0
Five years ago,
Speaker #1
it was just after COVID.
Speaker #0
it was just after COVID, we started to forget, but it was only digital.
Speaker #1
And it was all digital.
Speaker #0
And now we did move the last two years only physical.
Speaker #1
And now the objective for us was to...
Speaker #0
The objective for us was to Build an ecosystem with our client and our partner and leverage that ecosystem to think about the future of finance.
Speaker #1
build an ecosystem with our client and our partner and leverage that ecosystem to think about the future of clients. If I compare with the Connect,
Speaker #0
If I compare with the Connect, it's not the same event.
Speaker #1
it's not the same event.
Speaker #0
The Connect is really on connecting operationally.
Speaker #1
Connect is really on connecting operationally,
Speaker #0
So meaning we are looking at the next 18 months together.
Speaker #1
so meaning we are looking at the next 18 months together.
Speaker #0
The Summit is more long term.
Speaker #1
Summit is more long term.
Speaker #0
It's how do we anticipate the trends?
Speaker #1
It's how do we see things,
Speaker #0
How do we...
Speaker #1
how do we share with our clients what we do see and we would like or we are.
Speaker #0
share with our clients what we do see and the way we would like or we are trying to anticipate.
Speaker #1
trying to see things so this is this is more thinking this is more ecosystem this is more designing the future gather and our benefits
Speaker #0
So this is more thinking, this is more ecosystem, this is more designing the future together. And our benefit is more on image,
Speaker #1
is more on image of course but also being at the center of the ecosystem you know and compared to be connect it's more engaging with our clients so that's reason why there are these two different events and and from the beginning we wanted to build the event like this it's
Speaker #0
of course, but also being at the center of that ecosystem. You know, and compared to the connect, it's more engaging with our clients. So that's the reason why there are these two different events. And from the beginning, we wanted to build the event like this. It's not so easy because it requires us a lot of investigation.
Speaker #1
not so easy because a lot of investigation and of course this was something that was
Speaker #0
And of course, this is a bit risky sometimes to position ourselves on the future of finance,
Speaker #1
I was saying I don't know what's going to happen.
Speaker #0
especially five minutes later than I was saying, I don't know what's going to be the future. but that is sharing and it's having that opportunity of sharing very very important so that's different and yes i'm going to have to use it again so what can we expect for this 2025 edition do you have any teasers about the venue the But it's sharing and it's having that opportunity of sharing, which is very, very important. So that's the difference and yes, I'm happy with the summit again this year. agenda etc by chance By chance, we are a bit more in advance compared to the previous year in the preparation.
Speaker #1
We are a bit more in advance compared to the previous year in preparation. So I start with the venue.
Speaker #0
So I start with the venue. This will be on Concord Place at the Hotel de la Marine for the gala.
Speaker #1
This will be on Concord Place at the Hotel de la Marine for the Gala.
Speaker #0
Nice.
Speaker #1
The talks will be on another location in Paris.
Speaker #0
The talks will be on another location in Paris.
Speaker #1
But that location,
Speaker #0
But that location, Hotel Del Marien,
Speaker #1
Hotel de la Marine, is really...
Speaker #0
is really, really, Very prestigious. yes,
Speaker #1
Yes.
Speaker #0
I'm very happy for that. And it's for our clients because they are trusting us and it's a way also to thank them.
Speaker #1
and it's for our clients because they are trusting us and it's a way also to thank them it's i think very important the business is first human relationship by coincidence the
Speaker #0
And it's, I think, very important. The business is first human relationship, you know, so that's very important. By coincidence, the big topic of the summit this year is linked to the hyper-personalization,
Speaker #1
big topic of the summit this year is going to be ideal personalization
Speaker #0
surprisingly.
Speaker #1
surprisingly um and and of course you don't do a personalization if you don't feel that you're on the island but i didn't want to have an event to the program i wanted to let's say
Speaker #0
And of course, you don't do hyper-personalization if you do not rely on AI. But I didn't want to have an event AI for AI. I wanted to, let's say, have AI,
Speaker #1
AI,
Speaker #0
but for a real reason.
Speaker #1
but for a reason.
Speaker #0
And the only way to support hyper-personalization is to leverage AI.
Speaker #1
And the only way to support hyperpersonization is to leverage AI.
Speaker #0
And back to what I was saying earlier,
Speaker #1
And back to what I was saying earlier, and to have AI use data.
Speaker #0
and to have AI, you need the data.
Speaker #1
Everything is...
Speaker #0
And so everything is linked. We're going to have Laurent Nizry with us.
Speaker #1
links we're gonna have uh laurence lee with us i'm sure many of our listeners we're gonna have someone prestigious in
Speaker #0
I'm sure many of our listeners, they know Laurent Nizry, the founder of Paris FinTech Forum. We're going to have someone prestigious in AI, having both business,
Speaker #1
ai having both business super strong stories and academic
Speaker #0
super strong stories and academic. So he will be there.
Speaker #1
And another person that surprised.
Speaker #0
And another person, a surprise. So we need to keep some surprise. So the first day before the gala,
Speaker #1
So the Thursday from Gala,
Speaker #0
there will be these talks with these strong speakers.
Speaker #1
there will be these talks with strong speakers.
Speaker #0
And the day after,
Speaker #1
And the day after,
Speaker #0
we will be more entering into demo and,
Speaker #1
we'll be more entering into demo,
Speaker #0
but not demo on the product itself,
Speaker #1
but not demo on the product itself,
Speaker #0
but demo on the experience to provide that hyper-personalization.
Speaker #1
but demo on the experience to provide that high-performance position, from originating onboarding clients to managing collections,
Speaker #0
From originating, onboarding clients to managing collection,
Speaker #1
managing loads,
Speaker #0
managing loans and so on.
Speaker #1
and so on.
Speaker #0
We're going to try to explore.
Speaker #1
We're going to try to explore whether we...
Speaker #0
what we do see feasible to drive that future for and with our client.
Speaker #1
we do see feasible to drive that future for and without a bank.
Speaker #0
Okay. Do you have one word to describe the Summit 2025? I'm going to stick to hyper-personalization.
Speaker #1
I'm going to stick to I've got my own solution.
Speaker #0
So for me, this will be really the key word because for the rest,
Speaker #1
So this will be really the key word. Because for the rest, it's like the previous one.
Speaker #0
it's like the previous one. It's just a pleasure to have our clients and partner with us.
Speaker #1
It's just a pleasure.
Speaker #0
Great. So to wrap up this podcast, I'd like to know in a nutshell what excites you most about this new phase for SBS, one year after the creation of 74 software. I'm really proud about what SBS is doing.
Speaker #1
I'm really proud, but we didn't design the...
Speaker #0
We did design a plan and strategy close to three years ago.
Speaker #1
plan and strategy close to three years ago and 74 software did take that strategy and that plan inside 74 but without changing it and it was very important
Speaker #0
And 74 Software did take that strategy and that plan inside 74, but without changing it. And it was very important for me in the way to design that transaction.
Speaker #1
for me, the way to design that transaction.
Speaker #0
And we are really on track with that plan.
Speaker #1
And we are really on track with that plan, and it's not only a question of figures and profitability and costs,
Speaker #0
And it's not only a question of figures and profitability and growth, but it's also very critical in regard to modernizing our assets and the way we are engaging for our clients and relying on that strategy with our clients.
Speaker #1
but it's also very critical in regard to modernizing our assets and the way we are engaging with our clients and relying on that strategy with our clients. So this is really what's exciting me,
Speaker #0
So this is really what's exciting me because doing it is opening for SBS.
Speaker #1
because doing it is opening for SBS
Speaker #0
and on an augmented way for 74 software for very strong impact to the market in the future.
Speaker #1
and on the augmented wave for 74 software for very strong back to the marketing the future and you know
Speaker #0
And you know, being listed is giving you many obligations,
Speaker #1
being listed is giving you many obligations but it's a fantastic opportunity for the company and all the people from the company to believe in or proud of what they are doing because everything is public yeah sure it's
Speaker #0
but it's a fantastic opportunity for the company and all the people from the company to be even more proud on what they are doing because everything is public today. It's very exciting, very exciting i think is there any message you'd like to share with customer teams and partners like to share I think. I would like to share my engagement and the engagement of the management team of
Speaker #1
my engagement and the engagement of the management team of SBS and of 74 Software in delivering what we have said and again delivering is for all the stakeholders so of course my shareholders
Speaker #0
SBS and of 74 Software in delivering what we have said. And again, delivering is for all the stakeholders. So, of course, my shareholder who did finance this transaction and everything.
Speaker #1
finance this transaction and everything and it's really important that we stay engaged within that objective for our clients because remember the three priorities the business continuity the way to understand
Speaker #0
And it's really important that we stay engaged within that objective for our clients because remember the three priorities, the business continuity, the way to understand the way they operate,
Speaker #1
the way they operate and to leverage the money they have given us in the past to bring that innovation on the table.
Speaker #0
and to leverage the money they have given us in the past to bring that innovation on the table.
Speaker #1
So it's really important and that's my key message and we are very committed to this.
Speaker #0
So it's really important, and that's my key message, and we are very committed on this. And the third, and at the end of the day,
Speaker #1
At the end of the day, the most important one,
Speaker #0
the most important one, because the two firsts cannot happen,
Speaker #1
because the two first card,
Speaker #0
it's we are trying to spend a lot of time with our people.
Speaker #1
is we are trying to spend a lot of time with our people. We need to learn together more on the way we want to upskill them to make them stronger.
Speaker #0
We need to learn together more on the way we want to... upskill them to make them stronger in that new world.
Speaker #1
in that new world.
Speaker #0
The new world is not only 74 Software.
Speaker #1
The new world is not only semantical software.
Speaker #0
It's the software business in 2025 up to 2030 is not at all the same than the one we were having 10 years ago.
Speaker #1
The software business in 2025 and up to 2030 is not at all the same as the one we were having 10 years ago. And no one is able to give the return experience.
Speaker #0
And no one is able to give the return experience. So we need to learn together.
Speaker #1
So we need to learn together and it's really important to give them proof that we are moving in the right direction.
Speaker #0
And it's really important to give them proof that we are moving into the right direction,
Speaker #1
Giving them material to continue to improve their skill and to find
Speaker #0
giving them the material to... continue to improve their skill and to find their path inside our company for common success.
Speaker #1
their path inside our company for common success.
Speaker #0
So that's the three key engagement and for me that's the most important thing.
Speaker #1
So that's been tricky engagement. And probably that's more simple than that.
Speaker #0
I have one last question. And that's a question I ask every leader I receive on this podcast. It's what do you think leaders truly want? I should have been prepared if it's every time the same question. You know,
Speaker #1
You know,
Speaker #0
the real thing is when you see that what you're building and link to the people,
Speaker #1
the real thing is when you see that, what you are building and link to the people. it's realizing but especially you see them taking over and that they can continue without you it's the day you consider you have done your job and from a very personal point of view there is nothing more motivating when
Speaker #0
it's realizing, but especially you see them taking over and then they can continue without you. It's the day you consider you have done your job. And from a very personal point of view. There is nothing more motivating when you see that it's working that way. you see that it's working that way so that's the way i'm looking at it thank you eric thank you for sharing your insights and thank you for sharing your time So that's the way I'm looking at it. Thank you, Caroline.

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