Matthieu Pinet

Operational Excellence Program Leader – Lean Six Sigma (LSS) Black Belt, Prince 2 Practitioner, PMI, PWC
Implemented Lean Six Sigma principles and techniques throughout KBL Epb, with a team of 2.
• Persuaded hierarchy of “Operational Excellence” (OEX) need in Luxembourg and subsidiaries (NL, FR, BE, SP, DE, UK).
• Conceived the LSS Training and trained 60 staff (5% of the company).
• Co-ordinated the OEX program reporting of KBL Epb to the mother company KBC (Belgium).

Identified Quick Wins in various projects resulting in a meaningful 30% reduction of the lead times each time:
• Accelerated (7 vs 10 days) the fund transfer in/out processing in collaboration with the Back Office (BO) team;
• Decreased transaction processing time (minus 30%) in Equities & OTC flows (with the Middle Office team),
o Found altogether new ways to process orders and automats them by cutting loops
o Suggested to my IT colleague on that project to implement a new system based on Ulink, resulting in him winning a prize for “Best Idea of the Year 2009” and an approximate 200 K€ savings the first year.
• Co-managed the reengineering of the creation, delivery and quality of IT Globus modules (6 vs 9 months);
Collected short term results (in 4 weeks) using the KAIZEN methodology with Area Leaders (12 p. co-managed by 2).

Decided to stop or re-schedule the following undergoing projects after having:
• Analysed US QI requirements, its process and evolution with the legal department.
o Recommended best strategic options for KBL Epb;
• Coordinated the analysis at all levels of the Group of:
o Settlement flows and possible centralisation with the dedicated BO teams;
o Centralisation of Audit & Reconciliation function with the Audit and dedicated BO team.

Reshaped the complete “Procedure” creation and writing process by implementing creative solutions and cutting loops:
o Lead interviews among Bank’s Head Of and Directed and facilitated workshops of 7 p. including all departments;
o Delivered 2 FTE savings.

Programme Management:
Put in place and facilitated, in a team of 4, the emergence of KBL Richelieu, following the merger of Richelieu and KBL Epb :
• Participated at the Organisation / Structure due diligence of both KBL France and Richelieu (Jan-May 2009).
• Worked on, diagnostic-ed and evaluated all client centric processes of Richelieu and KBL. Ex: Stocks BO; Compliance; e-publishing, Client account management, Bank statement issue, Pivotal CRM, Opening and closing accounts.
• Issued specific recommendations for the new subsidiary’s technical organisation as well as management to the Board;

Re-organized the department dealing with Institutional clients (Clariden, Sequoia, Masterfeeder funds, etc : 45 B€ under management). Mandate from the Board:
• Two objectives:
o Bring together a Front-Middle Office system (2 Dealing systems) with a Back Office Settlement & Cash system;
o Reorganise the business unit to produce FTE savings and better serve Institutional clients.

• Project managed 4 Business Analysts, working on 30 processes for 1.5 year, in 4 work streams (Private Equity, Cash & Settlement, Registrar activities, LRT : Dealing system) reporting to the Board member Sponsor and Steering Committee.
Delivered: -17 Quick Wins with 300 K€ savings;
-Cancelled a multi-Millions € migration project;
-Relocation of the “Transfer” activity to another unit & advices to organise by geographic pole saving 4 FTEs.

Strategic initiative:
Proposed new ideas for the bank’s organization model to the Board:
• Initiated and assumed a Key-role in a strategic report for the Board
• Delivered: Breakthrough change proposals in the bank’s organization at all levels adopted by the board short after the report release. (ie : Board of the Directors, Switch of Organization unit to IT,etc)

• Mapped processes for “Active” products (consumer credit, short term credit, etc) in close contact with products leader;
• Dissected the archiving process and elaborated the Business Case suggesting improvements;
• Remodeled the account opening system, cutting BO processing time by 60% (8 to 3 min) including testing in 30 branches.
• Improved the Overdraft process in cooperation with the Head of BO and its teams. Identified and created innovative solutions resulting in FTE reduction by a planned 50%.
• Redesigned, based on my idea, the client identity process by using signature matching software. Elaborated the business case and made functional proposition to the hierarchy.
• Reduced operational risk related to the consumer loan processing by shortening the deal process (by 50%) saving 2 M€.

• Change Management at SNCF National Symposium: facilitated workshops for 100 participants from all hierarchical levels;
• Advised Corporate Marketing Strategy to Vandemoortel Cie: recommendations given to improve sales of the 2nd best selling cooking oil brand in France (+75 M€);
• Executed A to Z markets analysis in the following fields: Fast Food, IT, Drinks, Jewelry, Groceries store;
• Authored numerous marketing studies (Villeroy & Boch, Auchan, Carrefour market, Lenovo, Cleor, SAGE, ACAP IT).
o Conducted data gathering using different channels; Hired and briefed teams of 5 to 10 questionnaires agents;
o Wrote reports and presented conclusions to the clients.

• Analyzed Corporate Credit Risk for clients above 7,5 M€ turnover and LBO deals;
• Scored loan requests and wrote recommendations to the credit committee.

• Contributed to the due diligence work on a 150 M€ M&A in the automotive sales industry.