Walter Armendáriz

Responsable de coordinar todas las gerencias del Banco hacia el logro de sus objetivos estratégicos. Aumento de rentabilidad y crecimiento del negocio, mejor posicionamiento de imagen institucional, diversificación de productos y servicios, mejora de procesos de la cadena de valor, gestión de prevención de riesgos, implementación de diferentes iniciativas de transformación digital y gestión de cultura organizacional enfocada a la ejecución. • Incremento en utilidades de 120% anual promedio. • 65% de Crecimiento anual promedio de cartera de créditos, (62% en vivienda, 110% en consumo y 50% en Empresariales) • Aumento de rentabilidad sobre activos de 1.2% a 2.6%. • Reducción de mora de 12.36% a 2.07%

Business Strategy, Relationship with Major Clients, Product Development, Pricing, Sales Channel Efficiency, Financial Planning, Treasury, Controller, Expense Efficiency, Purchasing and Payments, Human Talent Compensation, Operational Efficiency, Project Management Office, Technological Innovation, Physical & Digital Infraestructure, Credit Analysis. • Coordination of the evaluation, purchase, system migration and successful merger of Citibank's consumer operations in Guatemala. • Design and supervision of policies and processes approved in the Fusion. • Selection of products and segments based on profitability/risk. • 25% reduction of operating expenses. • Increase in revenue for price adequacy and redesign of products. • Increase to 2% ROA and 20% ROE. • 30% of the Bank's average Annual Asset Growth. • US$250MM on lines of credit. • 150% increase in utility in credit card insurance. • 500% increase in Credit Card Sales

Leading the call center and collection agency of Almacenes Japón (Grupo Icesa). • Maintenance and creation of business relationships. • Successful implementation of Ecuador's parent company collections model.

Coordinate the work of departments: Operations, Finance, Credits and Collections, Technology, Human Resources, Administrative Services and Process Engineering. • Development of technological projects to achieve levels of competence. • Strategic changes to start growth and profitability phase. • Relationship with risk qualifiers. Market, credit and operational risk management.

Definition and follow-up of the strategy. Coordinate departments: Operations, Commercial, Bankassurance, Telemarketing, Administration, Technology and Risks. • Successful sale of the company to Grupo Financiero Banrural.

Responsible for the administrative and operational management of the financial group. Coordinating operational areas that provide business support across all its channels and products (branches, sales force, electronic channels, credits, insurance, etc.) and credit and deposit portfolio management areas, administrative services and both physical and operational security. • Development of the Operational Efficiency strategy, obtaining improvements in operating indicators of up to 700% (productivity, time and quality) • Development of the Administrative Efficiency strategy, with a reduction of operating expenses by 18%, investment by 27% and increased revenue through price adequacy.

Responsible for the development of the Group's IT systems and strategy. Budget management, contact and negotiation with technology providers. Implementation of new technologies: BI, DWH, CRM, BPM, Images, Automatic credit approval. Award for best microfinance system.

Responsible for Evaluation, Selection, Purchase and Implementation of the system for Seguros del País, S.A., coordinating a multinational team of 7 engineers. Development and implementation of the Online Teller and Debit Card system for the management of POS's and ATM's.

Analysis, design, programming and implementation of systems, such as accounting, teller, budgets, agreements with third parties, check accounts, savings, loans, international, investments in securities, etc.

Premio al promedio más alto de la promoción