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Interview with Thibault Reverse, CEO of Crédit Agricole next bank (Suisse) SA
Thibault Reverse, you are CEO of Crédit Agricole next bank (Suisse) SA. Can you tell us about your bank's management philosophy?
The first thing I feel it's important to emphasize in terms of management, and which is a real trademark of our bank, is proximity, in the human sense of the term. We have a very flat hierarchical system, with very accessible directors and other managers. For example, the directors on the Executive Committee don't have their own offices - they're mobile and available! This is extremely important, as it enables several professions to work together on a project, to exchange views on an issue - in other words, to "break down the silos".
Furthermore, in line with this idea of managerial proximity, since 2019 we have been developing a strategy of regular feedback at different levels (individual, team, bank) which enables us to get regular information from our employees, resolve situations, propose solutions or detect signs of psychosocial risks. This strategy has borne fruit, as we have been able to calculate a significantly higher level of commitment from our teams for 5 years now.
For several years now, we have also been holding meetings for all our managers, with the aim of sharing strategic decisions, business information and, of course, joint work sessions. The bond created between managers during these meetings is extremely important. We are a relationship bank, and our managers represent this culture both internally and externally.
Even so, we have not abandoned a certain banking traditionalism, with an Executive Committee that meets every Monday and strategic plans that we draw up every 3 years. But our strength lies above all in our ability to react quickly, efficiently and collectively to the various market, regulatory and geopolitical hazards.
What do you expect from your managers in terms of management?
The manager's role is a demanding one, requiring him or her to take into account the company's expectations, changes in the teams' relationship to work and expectations of "immediacy", shared by our customers and new team members alike! This is all the more important in a small organization like ours (230 employees), which is a challenger in the Swiss retail banking market and is experiencing strong commercial growth. In this sense, I expect my managers to have a strategic and progressive vision of their business, to make proposals, but also to be capable of being operational, listening to and supporting their teams. Fairness in demands and feedback are essential.
How do you become a manager at CA next bank (Suisse) SA?
There's no single path or route to becoming a manager at CA next bank, even though I'm a fervent supporter of internal promotion, which is essential if we are to develop the same level of customer relations culture throughout the territory. By way of example, of the 4 new branches opened by CA next bank over the last 12 months (in Zurich, Berne and Lugano) 3 managers were promoted and only one was recruited from the local market. It's important for us to value our talents and give them prospects, while supporting them.
What I think is important to emphasize, and which is a common trait among our managers, is the ability to take an interest in others and the desire to help teams progress. This is a non-negotiable starting point. The rapid growth of our business also enables us to make targeted external recruitments, to enrich our managerial DNA.
How do you train your managers in-house?
We are fortunate to be able to rely on the Crédit Agricole Group, which offers training courses and other managerial curricula via its in-house University. Our young (and not so young) managers benefit from these courses. We have also joined forces with the ISFB, which offers an interesting local alternative in the form of the Banking Management and Adaptability Certificate.
In some cases, too, we are setting up an internal mentoring scheme that is generally very much appreciated, in Switzerland for our newly integrated team members and also within the Crédit Agricole Group to prepare our best talents for future executive responsibilities within the Group! Our Swiss talent has a future in the Crédit Agricole Group!
Ultimately, we see it as our duty to support our managers in their various tasks and responsibilities, so that they continue to grow in their roles.
Strategic Business Area 1
Continuing Education
The Institute aims to maximize the collective and individual skills of the banking ecosystem in French-speaking Switzerland. It trains specialists in technical fields as well as in managerial and interactional skills.
The training program offers different types of training in Wealth Management, Asset Management, Retail & Corporate Banking, Support & Back-Office, Legal, Risk & Compliance and Management.
