Excellence for Financial Services Institutions

Excellence for Financial Services Institutions

Excellence for Financial Services Institutions

Our Clients are Changing

Our Clients are Changing

Our clients are changing: banks, insurance companies and their service providers are facing fundamental challenges which have a strong impact on business and operating models. New sets of regulatory requirements, digital innovation, cost pressure and the need to find pockets of profitable growth have become the key drivers of the industry.

However, internal capabilities are not limitless, timelines for multiple change initiatives are tight, and target setting has become more difficult in times of great uncertainty and volatility. As these strategic and tactical challenges are complex enough to address, the successful execution of large transformation programs has become a key focus for top management. “Getting things done” requires capabilities not every institution has sufficient levels of.
“Getting things done” requires capabilities not every institution has sufficient levels of.

The Three Key Drivers for the Financial Services Industry

The Three Key Drivers for the Financial Services Industry

Regulatory Pressure

Regulatorischer_Druck

Regulation deeply impacts business and operating models.

Regulation deeply impacts business and operating models.

Digital Innovation and Growth

Digitale_Welt_und_Wachstum

Digital customers want digital solutions, innovation which is being driven outside of the banking sector.

Digital customers want digital solutions, innovation which is being driven outside of the banking sector.

Efficiency Requirements

Kostendruck

Cost pressure driven by the erosion of earnings, business and operational complexity and regulation-driven costs.

Cost pressure driven by the erosion of earnings, business and operational complexity and regulation-driven costs.

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Our Competencies - Four Key Capabilities

Our Competencies - Four Key Capabilities

Market and Distribution Strategy, Digitization

Vertriebsstrategie
  • Strategic business development
  • Strategic positioning
  • Business model definition
  • (Digital) customer and sales strategies
  • Control and process optimization in multi-channel distribution
  • Product development, innovation and management

Strategic Optimization of IT & Operations

IT_Operations
  • Optimization of IT project portfolios
  • Project review, project rescue and quality assurance
  • IT-Strategie und Architekturentwicklung
  • Payment transactions, security settlement and credit processes
  • Flexible, lean operating and sourcing models

Targeted Implementation of Regulatory Requirements

Regulatorisch_Anforderungen
  • Regulatory radar and impact assessment on business/operating model
  • Regulatory project (portfolio) alignment and review
  • Focus / review of individual projects
  • Design of finance and risk architecture: functional, applications, data
  • Program guidance and quality assurance

Organizational Optimization and Efficiency Management

Organisationsoptimierung2
  • Service-oriented, effective organization
  • Reorganization, post-merger integration
  • Analysis of cost structures and complexity
  • Levers and action plan for efficiency optimization
  • Implementation support and benefit capture control

Market and Distribution Strategy, Digitization

Vertriebsstrategie
  • Strategic business development
  • Strategic positioning
  • Business model definition
  • (Digital) customer and sales strategies
  • Control and process optimization in multi-channel distribution
  • Product development, innovation and management

Strategic Optimization of IT & Operations

IT_Operations
  • Optimierung des IT Projektportfolios
  • Project review, project rescue and quality assurance
  • IT Strategie und Architekturentwicklung
  • Payment transactions, security settlement and credit processes
  • Flexible, lean operating and sourcing models

Targeted Implementation of Regulatory Requirements

Regulatorisch_Anforderungen
  • Regulatorischer Radar
  • Auswirkungen Regulierung auf Geschäfts-/Betriebsmodell
  • Regulatory project (portfolio) alignment and review
  • Focus / review of individual projects
  • Design of finance and risk architecture: functional, applications, data
  • Program guidance and quality assurance

Organizational Optimization and Efficiency Management

Organisationsoptimierung2
  • Service-oriented, effective organization
  • Reorganization, post-merger integration
  • Analysis of cost structures and complexity
  • Levers and action plan for efficiency optimization
  • Implementation support and benefit capture control
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Our Management Team - A Strong Team of Professionals

Unsere Managing Partner - Ein starkes Team von Profis

RB_21-08-2019

Roland Bubik

Managing Partner

  • Roland Bubik advises banks, insurers and their IT service providers on the definition and implementation of sustainable business and division strategies
  • Focuses on organizational development, regulatory affairs, IT, digitization/agilization and operations, as well as project reorganization.
  • Has been active as a management consultant since 1995, and was a founder of BMC Professionals (2015) and their successor company BMC Strategy Consultants GmbH (2019)
  • Previous positions at Mitchell Madison Group, Booz & Co and Oliver Wyman
Roland_Kropf

Roland Kropf

Managing Partner

  • Roland Kropf advises COO functions in the financial industry on strategic and operational issues
  • 25 years of professional experience in line functions in the financial industry at Unicredit and Erste Bank, as well as in management consultancies such as Accenture
  • Founding partner of BMC Professionals in Austria
  • Focuses on IT compliance, IT governance, digital, transformation of IT operating models, management of complex implementation and transformation activities
  • Business angel for start-ups in the financial service industry

Our Management Team - A Strong Team of Professionals

Unsere Managing Partner - Ein starkes Team von Profis

RB_21-08-2019

Roland Bubik

Managing Partner

  • Roland Bubik advises banks, insurers and their IT service providers on the definition and implementation of sustainable business and division strategies
  • Focuses on organizational development, regulatory affairs, IT, digitization/agilization and operations, as well as project reorganization.
  • Has been active as a management consultant since 1995, and was a founder of BMC-professionals (2015) and their successor company BMC Strategy Consultants GmbH (2019)
  • Previous positions at Mitchell Madison Group, Booz & Co and Oliver Wyman
Roland_Kropf

Roland Kropf

Managing Partner

  • Many years of line experience in the COO sector of major banks, including as CIO
  • 20 years of senior expertise in management and IT consulting
  • Business angel for start-ups in the financial service industry

The Network of the Best - Our Network Partners

The Network of the Best - Our Network Partners

Depending on the client's topic, we work together with specialized consultants who bring in relevant expertise and experience. We have access to a quality-assured network of certified consultants, which we are constantly expanding.

Here are some sample profiles:

Keseljevic_2

Slobodan Keseljevic

Ginser_2

Peter Ginser

Parkos

Martin Parkos

Kalny_2

Wolfgang Kalny

Career at BMC Professionals

Become an Employee

We are looking for top university graduates, young professionals and experienced consultants who want to think and act like entrepreneurs.

Contact

BMC Professionals GmbH

Tuerkenschanzplatz 7/4 | 1180 Wien, Austria
+43 660 4968 608 |  info@bmc-professionals.com