Andras Koch

Reorganization of MBH Bank's External Sales Channels Development and Execution of Strategies to Achieve Market Leadership Enhancement and Transformation of Organizational Capabilities (e.g., service model, digital capabilities, processes, sales management, etc.)

Developing Fundamenta's Digital Transformation strategy and 3 years programs Setting up Digital Business Development Department and Agile Competence Center and Delivery Unit Elaborating a customised agile working structure and development methodology supporting the agile transformation Cross-European Fintech Cooperation, establishing joint venture company Innovation of a disruptive Digital B2B Platform business Developing Contact Center, focusing on sales and efficiency Have direct responsibility for 130+ people, strategic transformation projects, SLA-a and operatív sales results Focus points: innovation, transformation, ROI, sales results, customer focus, data centricity

As a member of the Retail Management Board, I have set up and I developed the Digital banking of RBHU, managed the Contact Center, Customer Service & Complain Management, Agents’ Channels, Strategic Partnerships, and ATM network. Have direct responsibility for 150+ employees, strategic implementations, process improvement, SLAs and operative sales results. Focus points: Strategic thinking, Innovation, Transformation/Change management, People, Architecture, Routines, Culture and boosting Revenue creation at a low cost level (30%-40% CIR). Main achievements: o Setting up Digital Banking and PSD2 strategy of the Bank and Retail Division o Implementing Banks’ digital program. (MB, PSD2, remote advice, online sales, personalisation, advanced analytics, online chat, authentication & authorisation etc) o Reshaping the strategy and the operation of the Contact Center & Customer Service, shifting it from service to sales o Successful cost reduction in Call Centre (50%less cost base with moving CC from Bp. to Nyíregyháza) and in Complain management (-50%) o Elaborating of a Multichannel strategy, designing new customer journeys and product channel matrix o Setting up new seamless E2E sales processes in different channels o Significant sales share from retail sales: 30% of new personnel loan, 50% of new credit card acquisition by agents (Liszt Ferenc Airport, Shopping Malls), o Successful implementation in distance sales (e.g. CC/Online + courier)

Head of External Sales Channel & Bankinsurance in Retail Division, member of retail management team Leading multiple sales channels (exclusive agent network, brokers, strategic partners) Managing bank at work (payroll) activities of the bank including central sales and supporting aquisition of the branchnetwork Responsible for bankassurance in retail Responsible for leasing sales support in retail Strong Sales support of branch network (132 branch) Assumed liability for 27 employees, 280 exclusive agent, 1,000 contracted agent companies, and 3000 institutional partners Lead strategic initiatives (eg.: Quality Assurance System in external channels, Franchise network) Held responsibility for the sales targets of external channels, bank insurance, building society

Setting up and develop a distribution network in Hungary and in the Balkan countries Work out the price strategy, price policy Build up different sales channels, find the appropriate marketing tools for supporting the channels Setting up a warehouse and a logistics centre in Budapest

Controlling and co-ordinating the sales activity and the training of the insurance brokers working for the office Direct control of the sales activities of several agencies (50-80 agents/agencies), evaluation of broker agency reports Rationalising the wide sales network of the country including the working conditions of the entrepreneurs and the terms of employment Correcting and developing the sales bonus system Organisation of the IT sales support Organizing and co-ordinating DM and DS promotions

LEAD (Learn. Engage. Accelerate. Disrupt.) a corporate innovation and change management program

The Stanford LEAD Certificate in Corporate Innovation is a year-long, 8-course program on key business fundamentals: finance, strategy, and critical thinking, as well as elective options such as design thinking and the innovation process, building business models, negotiation strategies, and overcoming resistance to change. Throughout the program, participants exchange ideas and collaborate on projects with small teams of like-minded, like-motivated peers, and engage with world-renowned Stanford GSB faculty, Silicon Valley leaders, coaches, thought leaders, and luminaries through regular live events, discussions, and facilitated feedback. Elective courses: Mobilising for successful Change, Desingning Organisations for innovation and creativity, Business Model Analysis and Desing, Building Power, Story Telling.