Did you know that the word Thaler originally referred to a silver coin used across Germanic countries between the 16th and 19th centuries? Centuries later, the name lives on at SBS as “Thaler”, a core banking system: the powerful engine that drives a bank’s back-office operations, managing accounts, payments, cards, investments, and all the essentials that keep banks running smoothly.
Jeroen Impens knows Thaler inside out. As Deputy Head of Thaler Professional Services at SBS, he oversees all Thaler customers worldwide. Since joining the company in 2006, he has never looked back: SBS is still his first and only employer. In this interview, Jeroen reflects on his journey at SBS: the empowerment to innovate, the opportunities ahead with AI, and the personal stories from along the way.
As Deputy Head of Thaler Professional Services, what does your role entail?
Professional Services is all about integration. My focus is on ensuring our teams act as true partners to our customers. We work side by side with them, listening closely to their needs and adapting our solutions to meet their expectations. We’re the bridge between the product and the customer: whether it’s ensuring smooth installations, customizing on-premise solutions, or understanding their day-to-day challenges. If new software features are needed, we clarify requirements, translate them for R&D, or even develop them ourselves. Today, we’re proud to have 12 customers running on our software, and that number continues to grow.
AI is transforming the banking industry. How are you approaching it in your work?
AI is having a real and accelerating impact on Thaler. It has become a key area of exploration for us. Recently, we needed to provide documentation to a client, and instead of building it manually, we developed a simple AI agent to generate it. The results were already very convincing. Today, we are in an acceleration phase. Different AI ambassadors within our teams are helping to experiment, learn, and innovate. The mindset has clearly shifted, from searching for use cases to naturally identifying opportunities. We’re learning fast, and it’s clear AI will play a major role in the future.
What’s one of the biggest challenges you face in leading a team of over 100 people?
One of our biggest challenges is keeping the team motivated and excited about what we’re building together. It’s not just about delivering results: it’s about maintaining energy, enthusiasm, and a sense of purpose.
What is your advice for keeping teams engaged and motivated?
For me, motivation is all about creating an environment where people enjoy what they do, feel energized, and keep growing. We already have strong customer satisfaction, but there’s always room to improve: by encouraging change, pushing for continuous improvement, and trusting the team to take on new challenges. I’m also a big believer in delegation: when people move on from tasks that no longer challenge them, they open the door to more meaningful opportunities. At the end of the day, my focus is simple: keeping the team’s enthusiasm high, because that’s what drives everything else.
You have been with the company for 20 years. What kept you motivated?
SBS is my only employer and my journey reflects the opportunities it offers. I started as a developer, became a team lead, worked in R&D, and spent most of my career close to customers. Over time, I moved into coaching roles, led larger teams, and managed major projects. Today, I oversee all our Thaler customers, and my role is completely different from what it was at the start, which is exactly why it’s still exciting. If you want to move forward, the company gives you room to grow. I’ve seen it with my own career, and around me as well. I also enjoy working with smart people, it gives you confidence in what you’re building and selling. There’s a lot of openness and autonomy, and I feel trusted and empowered to bring real value.
What’s the most important lesson you’ve learned over the years?
One of the biggest lessons I’ve learned is that reality isn’t just what happens, it’s what people perceive. We see customers with excellent results who feel dissatisfied, and others facing challenges who feel trusted, empowered, and happier. That’s because success isn’t just about delivering quality, it’s about how you communicate it.
Our job isn’t only to make sure things run smoothly, but also to highlight and celebrate what’s been achieved. Too often, we focus on what’s next and forget how far we’ve come. But reminding people of their achievements changes everything. Trust isn’t built on results alone; it’s built on perception. If reality is strong but perception isn’t, you still have a problem.
Do you have any side projects that influence how you approach your work?
I coach my son’s football team, and it’s taught me a lot about patience, focus, and leadership. If you can stay calm in front of a group of distracted 11-year-olds, you can handle almost anything!
A fun story: I once coached a match against the C-level executives of one of our customers. Two days later, we were sitting across from each other in a strategic meeting, both in suits. It was quite a contrast from being on the pitch in training gear!
After 20 years, do you have a memorable anecdote to share?
A few weeks ago, I had dinner with a group of senior managers, and we realised something remarkable: for each of us, SBS was our first employer. There were eight of us at the table, with an average length of service of nearly 20 years. That is truly exceptional in my opinion. Everyone around the table started as a junior, everyone got the opportunity to grow with the company, everyone took responsabilities and everyone is still talking passionately about their job after all this time. It was a powerful moment and equally a testimony to our company enabling it. It was a simple moment, but one that made me proud to be part of this journey.
Would you like to join the SBS adventure?
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