Karim DRIF

2024 – H1 2025: Discontinuation of MFB’s activities as part of the new strategic priorities of LBP
• Responsible to the executive board of LBP for the discontinuation of MFB's activities across 4 areas: social
(labour relations, employment protection plan with 80% of staff redeployed within LBP), regulatory
(withdrawal of banking license), customer (closure of 750K client accounts, with 35% becoming LBP’s clients),
and operational/IT (decommissioning and transfer of around 15 strategic techno. assets within LBP)
• Maintained satisfaction (88%) and a NPS of 35; discontinuation completed within deadlines and budget

2020 – 2023: Development phase (M€ 18 in IT investments / year, 3-4 offers / year, an acquisition rate of 25K
clients per month, 750K active clients in 4 years, NPS of 38)
• Oversight of development activities (market launch, innovation, marketing and offering), client activities
(customer service, banking operations) and cross-functional levers (Data, AI, IT).
• Framing and monitoring of annual plans on systematically three axes :
- fast-paced development: client acquisition, value development, new offers, UX/UI improvements,
selection & integration of Fintechs (open banking), 4 go to market per year.
- optimization & scalability: 60% of processes automated (Bot & RPA, AI – 1 FTE MOBO / 25K clients), 40%
of calls handled end-to-end by call bots (1 FTE Front / 10K clients), 95% accessibility rate (welcome bot),
while maintaining a client satisfaction rate of 88%.
- enhancements of platforms: core banking system, big data, open banking / API, Bot & AI.
• Support / coaching of FinTechs from Platform 58 (LBP’s incubator).

Founding of Ma French Banque, a full digital bank, with a banking licence and a complete banking offer
(day-to-day banking, insurances, savings, loans)
• reporting to the future CEO, Director of the Ma French Bank build program: banking licence application, core platforms, offering, business model, relationship and operational models, organisation of the build and run set-up, change management, go to market / transition to run,
• 420 people, Franco-Polish teams, €130m investment; budget and schedule strictly adhered to, with no overruns observed.

In the face of a shifting banking industry (new digital actors), what strategies (scenario, key steps) can LBP adopt to fast-track its digital transformation
• Assessment of the digitalization of the financial sector and related; potential and actual impacts on LBP; awareness-raising among top management; Group's response scenarios; decision-making dossier.
• Strategic framework on the opportunity to launch an autonomous and full-service digital bank (challenges, ambition/business plan, tech accelerators, tech sourcing, roadmap).

• 3-year operational efficiency plan for LBP's cross-functional departments
• Launch of Collective Health Insurance (LBP, Malakoff, and LMG) merger of Fédéris AM & LBP AM
• Split of the Asset and Wealth Management Business unit to anticipate a strategic shift for the group

Scope : 7 subsidiaries covering different investment types and assets classes
• Structuring and development of the asset management division (cross-selling & operational synergies,
entities mergers, activity disposals, monitoring of shareholder agreements, divestment of minority stakes)
• Co-definition with each subsidiary management and monitoring their “3-year growth plans”
• Establishment of the LBP’s wealth management business line (acquisition of BPE – private bank, merger of BPE / LBP Wealth Management, cross-selling synergies with LBP real estate activities, enhancement of wealth management value proposition, improvement of go-to-market strategy)
• After 4 years: assets under management X 2, Cost/income ratio down -30%, Mass affluent portfolio (+23%)

• Main clients: BNPP, SG, Crédit Agricole, BPCE, LPB, BNL, MINEFI
• Sector: Retail Banking, Asset/Wealth Management, Investment Banking
• Focus areas: Revenue growth plan, business launch, business internationalization, operational efficiency,
post-acquisition integration, IT strategy