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Valentin on Cotopaxi
Obviously my definite focus in the first three months is the people in the team, understanding their challenges, making sure that people have the right setup, making sure that we have the right team, that we invest in the right places. Valentin Vincendon
→ That is where we are with corporates and the adoption of digital assets and payments,” says Vincendon. The pace at which corporates adopt digital assets and payment networks for their treasury operations will doubtless vary across sectors and between individual companies, but, Vincendon says, several factors have to align for corporate adoption to pick up. Timing is one factor and ability of companies, like BCB to bring the right product to the right audience at the right time. More broadly, Vincendon says, education will be needed and, quite simply, a younger generation of C-suite executives taking over who are less-wedded to existing models and for whom digital assets and payments are already familiar ideas. Confidence in the technology and critically the reality and perception of risk will be essential challenges. “The history of a company and its stability are going to be important for winning corporate business, including having the right regulators and that is something that BCB has got absolutely right. It's regulated in the UK and France, and is seeking regulation in other major markets. Such a comprehensive compliance framework, risk controls and oversight, along with
ensured operational continuity, helps our financial and corporate clients have confidence.” Breaking the silos Bringing products and solutions to new and wider markets brings Vincendon back to his favourite theme of people and teams, and specifically the importance of divisions with a company working not in silos but collaboratively. “Working as a team and with other teams is important for all departments in a company, but I naturally think it is particularly so for the product department. If you don’t work well with sales, you are not going to get to clients and you need to know what clients are thinking and what they need,” he says. “If you don’t work well with finance, you are not going to get the budget and if you don’t work well with marketing, you are not going to be able to advertise and promote your products and so on.” Over the coming three months, Vincendon sees his priorities as driving that wider picture, ensuring that existing products that have been developed are stable and can be operationalised for clients. “Obviously my definite focus in the first three months is the people in the
team, understanding their challenges, making sure that people have the right setup, making sure that we have the right team, that we invest in the right places. This, in turn, he says will provide the resources for investment in new product developments. "In terms of new, additional products – especially in finance – it's typically a year’s lead time before people use it and it starts to generate revenue. So, you're talking 12 months from ideation to actual revenue ramp,” he says. And naturally, outside BCB, Vincendon has his eye on another challenge that will also require a bit of team building. “I am trying to organise a climb of Kilimanjaro, but I need a bunch of people to join,” he says, but adds that he would not want to encourage anyone who was not fully committed and understood what was involved to join him. “It’s more about the hours and days of mental fortitude that you need to get through. There are some people who love doing that, but it’s not for everyone.” Whether on the mountainside or driving the product pipeline at BCB Group, Vincendon looks set to scale some new heights. ◆
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