1- What do you think are the main current challenges facing the banking and insurance sector?

Digital transformation: banks and insurance companies are facing increasingly critical challenges in this area, such as the adoption of new digital technologies, the wise use of artificial intelligence, cybersecurity, new avenues emerging from blockchain, etc.

Regulatory compliance: the need for experts to meet the increasingly stringent standards set by regulators.

Streamlining / Cost optimization: merging entities, restructuring or rationalising activities, network density, increased competition, new risks for insurance, etc. There are many issues and corresponding actions to lower the break-even point of banking & insurance businesses or create new synergies.

ESG and sustainability: integrating environmental and social objectives into the strategy, whether it is business-oriented or focused on internal decarbonisation; implementing the European CSRD directive, for example.

Talent management: shortage of specific skills in critical functions, arising from the needs mentioned above and the occasional need to replace managers or talents who are temporarily or suddenly unavailable.

2- How do these challenges influence transitional management?

These challenges create tensions in banks and insurance companies as they are new themes, often with a shortage of know-how and temporary peaks in activity that involve the implementation of transversal projects related to transformation. 

Transitional management allows for immediate support to diagnose, recommend solutions, and assist with their implementation.

3- What are your objectives for developing the banking/finance branch at ISALYS?

My goal is to promote Isalys' offerings to all actors in the banking and insurance sector, who are sensitive to the agility and proximity our company offers, and to propose solutions tailored to their needs.

I have started to extensively meet with transitional managers from this sector in order to rapidly respond to the needs that will be expressed by our clients by providing them with the best possible “match” for their issues. However, I emphasise that our focus is on the client's business case and the ideal solution to their problem, which goes well beyond merely pushing CVs. 

Indeed, while we capitalise on the expertise of experienced and qualified managers that we can mobilise in transitional management, we can also intervene in consultancy or technical expertise to provide business expertise and sectoral vision to our clients. Additionally, we ensure support and technical assistance to our manager throughout the duration of the mission.

This activity perfectly suits my temperament as a facilitator and my understanding of the sector's issues in their transversality, ensuring that we only sell our clients solutions that we are capable of understanding !