Gergely Tóth, MBA

Main competencies: micro and small business segment product and process development, setting up the product, pricing and profitability strategy (2 direct department managers – 23 people) Professional achievements: • Legal and technological merger of Budapest Bank – MKB Bank small business portfolio, • Conducting the legal merger of MKB Bank – Takarékbank small business portfolio, • Consolidation of MBH Bank account product portfolio, • Development of a new product range (active, passive), • Implementation of unified workflow systems (daily banking and lending), • Improve lending lead times by 50%, • Estabilish 7 large partnerships, • Merger of Sberbank portfolio. People management results: • Development of internal performance appraisal system and competency matrix, • Selection of colleagues from 3 member banks, assessment of competency synergies and integration.

Main competencies: product and business development for the micro, small and medium enterprise segment, professional and technical support for the entire branch network (3 direct managers - 30+ people) Professional achievements: • Building a professional information Call Center (400 branches - telephone and ticketing system) • Develop the Bank's full product portfolio (active - passive) • FHB Bank - Takarékbank legal and technological merger People management results: • Lowest churn rate within the merger (<10%), • Integration of Call Center colleagues into one development area • Development of a professional presentation skills development course (cross-directorate)

Main competencies: product and business development for the micro, small and medium enterprise segment (2 direct managers - 14 people) Professional achievements: • Developing the segmentation of the Enterprise Business Unit • Introduction of product profitability models for Micro and Medium Enterprises • Technology fusion of savings cooperatives (Takarékbank) People management achievements: • Integration of credit union colleagues into commercial banking teams

Key competencies: participate in the development and implementation of the strategy for the micro-business segment and meet the business objectives of the area Professional achievements: • Development of micro enterprise segment incentive scheme • Development of a customized pricing process • Estabilishing and implementation of a Micro Enterprise Academy in the training system • Development of KPI dashboards • Business segmentation change (200M → 300M turnover)

Main competencies: aquisition of new middle and large corporate clients and surve the customers in the portfolio • Keeping contact with corporate clients with 1 – 10 billion HUF annual turnover and acquire new middle and large corporate customers

Main competencies: aquisition of new small corporate clients and surve the customers in the portfolio • Keeping contact with corporate clients with 0 – 100 million HUF annual turnover and acquire new small corporate customers

Key competencies: development of the E2E revenue recognition system Professional achievements: • Software revenue recognition system implementation People management achievements: • Lead international project team (5 countries)

Member of the controlling team.

Faculty of Economics and Business Administration, Specialization of Finance