The cabinet Reception Our practices Publications Career Management of the transformation "Secure the execution of your complex programs ... to stay one step ahead" THE CONTEXT The banking sector is undergoing profound change. It must demonstrate agility and responsiveness to adapt to the multiple constraints exerted on its economic model. Restructuring, merger & launch of activities Proprietary trading activities / derivative activities Search for synergies between business lines Merger of securities & investment banking businesses Cost reduction Operational efficiency program Evolution of models Pooling, offshoring & outsourcing Risk control Financial management & profitability Regulatory alignment YOUR CHALLENGES 1. Improve the strategic management and organization of the company's project portfolio Efficient management allowing the development of synergies between initiatives (avoid similar executions at several points of the organization). 2. Secure and optimize the performance of the company's major programs The execution of a program is financed at its start, but its gains materialize at the final delivery. The economic equilibrium of the program is therefore closely linked to the fidelity of its execution in accordance with the initial assumptions. 3. Provide value-added expertise on key components of a program Expertise constitutes an efficiency lever which allows the management teams to provide methodological or business support to resolve the difficulties of a program and overcome them. OUR STRENGTHS Notre approche du pilotage capture 6 dimensions essentielles de la gestion d’un programme de transformation : Gouvernance & reporting Gestion du planning Pilotage des risques Administration des ressources Assurance qualité Analyse stratégique Nous intégrons dans nos démarches la dimension relative à la gestion du changement. Nous disposons d’une méthodologie d’audit flash permettant de diagnostiquer les dysfonctionnements d’un programme et de mettre en œuvre les actions correctrices. NOS RÉFÉRENCES Intégration d'une grande banque étrangère (en collaboration avec Bain & Company) Définition, mise en place et animation du référentiel programme Identification des axes de transformation « métier » et finalisation du business plan Coordination des démarche de développement des lignes de métiers Support for construction sites Management of the merger of 2 retail banking networks on the French market (in collaboration with Mac Kinsey) Assistance with preparatory work on the operational phase of the merger Management of working groups on 6 new directions Management of the consultation process with employee representative bodies Cross-functional management (IT & Operations) of all OTC regulatory projects Governance and management of the various projects Coordination of the different teams involved (Compliance, Legal, Business, IT & Operations) Creation and maintenance of the regulatory roadmap Impact analysis Regulatory lobbying Head of practice Romuald Hajeri, Managing Partner of the firm, started his career at JP Morgan in London in the Fixed Income department as a market maker on interest rate swaps before joining Gemini Consulting in 1994. In 2000, Romuald participated in the creation of the Headstrong office in Paris which will be renamed in 2005 Headlink Partners. He works with his clients to deploy strategies and secure their execution. Leadership, mobilization and alignment of key actors for strategic decision making are essential for him in the success of a strategic program. Contact: r.hajeri@headlink-partners.com The cabinet The story Our values Management Our practices Management of the transformation Finance, Risks & Compliance Customer ambitions Efficiency of operational models Career A journey at Headlink Testimonials from consultants Vacancies Join us Contact us info@headlink-partners.com Copyright 2017 by Headlink Partners | Privacy statement | Terms of use