MARCO BOLGIANI CAREER BACKGROUND

Transcription

1 MARCO BOLGIANI PROFILE Proven experience gained at major banking groups as Intesa Sanpaolo and UniCredit, until the position of Head of International Subsidiary Bank Division ISP (11 subsidiary banks, staff, 2.2 b revenue and 45 b of assets). Driving successful overall processes for bank restructuring and international projects for the development of the core business (set up Group Transaction Banking from scratch; 2.2 b revenue, in 22 countries, 50% PBT), able to devise innovative strategies aimed to global expansion and to revenue growth (grown asset management business from 37th to 10th largest company in Italy). Managerial and analytical approach in wide perspectives and in the management of each process, where the evaluation and optimization of the performance levels represent the core of my own directive role. PROFESSIONAL SKILLS & PERSONAL HIGHLIGHTS General Management - Transaction Banking Securities Services Private Banking - Asset Management Problem Solving - Business Development - Strategic Planning Strategic Leadership - Ability to work under pressure CAREER BACKGROUND From March 2016 From May 2015 From Dec to Oct EXECUTIVE CHAIRMAN OF VALISE TRUST CO. LTD Trust under the English law, acting on behalf of a very wide group of European banks NON EXECUTIVE DIRECTOR OF SALINI IMPREGILO S.P.A. Salini Impregilo, listed in the Italian Stock Exchange, is a leading Group in the construction of major, complex infrastructural projects, operating in over 50 countries with 34,000 employees and a turnover of around 4.2 billion. HEAD OF INTERNATIONAL SUBSIDIARY BANK DIVISION Lev: Executive, Referred to: CEO INTESA SANPAOLO ISP GROUP Milano Primary banking group in Italy and in Europe. Employees: 100,000 Turnover: 16 billion Managing 11 subsidiary banks of ISP in Russia, Ukraine, Romania, Slovakia, Hungary, Serbia, Albania, Croatia, Bosnia and Herzegovina, Slovenia and Egypt, with about 30,000 staff and 2.2 b. revenues and 45 b of assets. Definition and implementation of strategic plans and actions in: - Turnaround banks - Healthy banks with sizeable market share in relatively small countries - Banks with a weak market positioning because too small in big countries or even in small countries Monitoring banks performances, optimizing business expansion plans, rationalizing costs and implementing corrective actions. Carrying out institutional relationships with the Italian Ambassadors and with the local authorities (Central Banks, Finance Ministers, other Governmental bodies) in support of the local subsidiaries banks. Executed in less than a year dramatic changes both in the subsidiaries and in the Holding Company governance structure. Among the main restructuring operations kicked off: Hungary, Ukraine, Egypt 5 CEO s of subsidiary banks newly appointed out of 11 within 11 months. Speeded up the implementation of an EVA-based business management approach. Kicked off projects for optimizing RWA (Risk Weighted Assets). Implemented the first Group Risk Appetite Framework in key subsidiaries representing 70% of the Division RWA Review of all key resources both at subsidiary banks level and headquarter level. Kick off of a structured "succession plan" for the whole division Strengthened the role of the Group central structures at the subsidiary banks level (Risk Management, Credit, Internal Audit, Compliance, AML). Defined and agreed with the banks a cost reduction plan to flatten cost. Kicked off six strategic projects to increase revenues over M/T Resume Marco Bolgiani 1

2 From Jan to Nov UNICREDIT UGC Milan Banking group ranked among the 29 Global SIFIs (Systematically Important Financial Institutions). Employees: 160,000, Turnover: 25 billion HEAD OF GLOBAL TRANSACTION BANKING GROUPWIDE Lev: Executive Vice President, Referred to: Deputy CEO Responsible for the Transaction Banking of the whole UniCredit Group with 2,400 staff in subsidiaries banks in 22 countries, foreign branches and representative offices for a total of 50 countries. It was my responsibility defining GTB s vision, strategy and key priorities, market competitive positioning, structures, rules of engagement between parent company steering structures and subsidiary banks, medium-term investment plans, business and product mix. It was as well my responsibility executing against this mandate on a worldwide basis. The Transaction Banking at UniCredit encompassed: Payments and Cash Management (liquidity solutions, electronic banking, ), Securities Services (in Austria and Central Eastern Europe), Trade Sales & trade Finance Services, Structured Trade and Export Finance, Card Acquiring. UCG GTB delivered solutions and products to multinationals, corporates, commercial, small business, financial institutions, governments and not-for-profit organizations through specialized sales force and service teams in 50 countries in the world. I was also a Member of the CIB Executive Committee and of the Group Executive Management Committee, as well as the UniCredit Group representative at the European Central Bank for the implementation of SEPA in Europe. Defining strategy, priorities and strategic plans and executing against them to achieve approved targets. Daily management of the whole business. Created from scratch a structure that covered the whole Transaction Banking service range for the Corporate segment, with 2.2 ($ 2.9) billion in revenues, a PBT of about 1.1 ($ 1.4) billion. Realized better performances than direct competitors in comparable environments, with a much higher return on sales and invested capital and one of the lowest level of cost / income in the industry. This led UCG Global Transaction Banking to become the most profitable business within the CIB (Corporate & Investment Banking) with the highest ROE (Return on Equity) HEAD OF SECURITIES SERVICES AND CORRESPONDENT BANKING My mission was to redefine the UniCredit Group strategy and the repositioning of the Group in the business Analyzing the competitive environment, the reference sector and the bank's positioning, structuring properly the business (clients, product mix, staffing, ), and eventually I suggested either to partnering with another player or exiting the business. Assessing the market needs, planning actions for increasing the company s profit. Definition of business plans and development projects, achieving growth in competitiveness. Implementation of the operational program aimed at attaining the objectives of turnover and margin or at managing the exit from the business. Review of the Group's competitive position and reorganization of the Securities Services in one single area, despite strong internal oppositions. Conducted parallel negotiations for about a year with Citi, BoNY, SocGen and BNP with a team created ad hoc. Negotiated a long-term outsourcing contract with an upfront paid in net price vastly beyond the Group CEO s expectations. This opened up the way for a number of similar transactions in the Italian market PRESIDENT OF UNICREDIT PRIVATE BANK ITALY I covered the position of Executive of the Holding Company and President of UniCredit Private Banking, one of the three banks of the Group in Italy, with the aim to reorganize the bank and build a recognized leadership in the domestic private banking market. I was also responsible for the subsidiaries in Switzerland, Monaco and San Marino (then dismissed). Resume Marco Bolgiani 2

3 Definition and implementation of the business strategy. Monitoring the economic and operational balance raising the margins and optimizing the decisions. Achieved the goals in 18 months, placing UCG Private Banking as the largest onshore private banking business in Italy. Review of the bank's structure, product mix and positioning in terms of customer segments. Defined also a new incentive systems for the sales force, with a focus on training and the culture of compliance. EARLY CAREER SUMMARY EPTACONSORS Milano, Investment Banking, Brokerage, Private Equity, M&A, Asset Management, Employees: 400 From 1993 CEO Restructuring of the corporate business by exiting the highly capital intensive business of Italian Government bond Primary Dealing Refocusing the company on the better ring fenced stock brokerage business (till to become the largest stock broker on the Italian Stock Exchange in traded volumes). Refocusing on the fee based asset management business, growing the company from the 37 th position to the 10 th largest in Italy as per Assets Under Management and from a virtually zero market share up to a 3% plus market share. Definition and implementation of the business strategy. Managing relationships with shareholding banks (variable from time to time between 5 and 10), among the largest at the time in the Italian banking system, and their CEOs sitting in my company s Board. Direction and supervision of the activities ensuring the development of the business in the M / L term. Signed a strategic alliance with Alliance Bernstein, one of the biggest American asset managers. Repositioned Eptaconsors subsidiary as one of the leading brokerage companies in the Italian Stock Exchange. Appointed as advisor of the Italian Government for the first Italian privatization (ENI IPO) GENERAL MANAGER Responsible for the activities of Capital Markets and Corporate Finance. Coordinating all phases of structured finance and M&A. CEO of the Group stock broker subsidiary. The company was created from scratch when stock brokerage regulation was changed in Italy and a window opportunity created. We identified that opportunity and defined a successful entry strategy, becoming over time one of the largest player in the Italian market. Launch of one of the first private equity funds in the Italian market RESPONSIBLE CAPITAL MARKET Managing the activity of Debt Capital Markets in order to achieve the assigned targets. Identification and management of all critical variables in the sector. Analysis of the business plan, identification of any deviations and implementation of corrective actions. In a newly established company my task was to position ourselves among the top players in this market segment in Italy. At that time we were bringing into the domestic market new products, in line with international practice. The company quickly became the market leader in Loan Syndication and a major player in the derivatives arena. CITIBANK, N.A, Milano HEAD OF LOAN SYNDICATION DEPARTMENT ADDITIONAL INFORMATION : Board member of the Italian Stock Exchange : Vice Chairman of the local Young Entrepreneurs Association : Managing a small family manufacturing company. EDUCATIONAL QUALIFICATIONS : Degree in Business and Economics Magna Cum Laude at Bocconi University. LANGUAGE SKILLS Resume Marco Bolgiani 3

4 Knowledge of the following languages: - English: Fluent - German: Basic Date of birth: June 17 th, Married, two children. I grant permission for my personal information to be used, Italian law 196/2003. MARCO BOLGIANI Resume Marco Bolgiani 4

5 Resume Marco Bolgiani 5