What are your responsibilities as the Head of SaaS Enablement?
I’m responsible for ensuring that our SaaS offerings are operationally sound, secure, scalable, and aligned with both our internal teams and our clients’ expectations. This includes defining our SaaS operating model, supporting the BUs in their transformation, and ensuring we deliver consistent, high-quality service across all customer touchpoints.
What motivates you most in your daily work?
I’m passionate about making complex systems work smoothly for our clients. Seeing a bank go live on SaaS and achieve faster time-to-market or lower operational risk because of our efforts—that’s extremely rewarding, also I am particularly motivated by enabling people to work in a structured way, in a structured organization, this is key to allow people to evolve and participate to the development of the company.
Looking back on your role, is there a project or achievement that you are particularly proud of?
Yes, I’m particularly proud of having built a standardized SaaS operational model that is now being adopted across several business units. It’s a major step toward delivering banking solutions in a truly industrialized and scalable way, without compromising on flexibility or customer-specific needs.
You’re about to take on the role of Head of Cloud Operations, you’ll be at the heart of helping banks move to the cloud. How would you explain what it means to ‘enable banks to operate in a SaaS environment on hyperscalers’ in simple terms?
It means providing banks with secure, reliable, and fully managed software solutions that run on cloud platforms like AWS or Azure. Banks no longer need to manage infrastructure or software updates—we take care of it, so they can focus on serving their clients.
What are the main challenges for a bank migrating to a SaaS environment?
The biggest challenges are often not technical, but organizational and regulatory. Banks need to rethink governance, ensure compliance with data residency laws, and adapt to new operational models that may differ from traditional IT setups.
If you had to convince a bank to switch to SaaS solutions in one sentence, what would you say?
SaaS enables you to focus on your core banking activities while we take care of scalability, security, and compliance in a constantly evolving tech landscape.
Are there any misconceptions about SaaS in banking that you would like to dispel?
Yes, one common misconception is that SaaS equals less control. In reality, it’s about shared responsibility. You gain transparency, stronger SLAs, and continuous innovation—without having to manage everything yourself.
What are the most common requests you receive from banks?
Banks often ask about data security, auditability, and regulatory compliance. They also want to know how flexible we are when it comes to customizing deployment, onboarding, and integration with their existing systems.
Are there any recent technological developments that are changing the way you work?
Yes, the maturity of cloud-native services and the adoption of infrastructure as code have really accelerated our ability to deliver reliable, secure environments at scale. Also, the increasing use of AI in monitoring and incident response is becoming a game-changer.
How do you see SaaS offerings for banks evolving in the coming years?
We’ll see more modular, composable banking solutions—APIs, microservices, and platform-based offerings that allow banks to assemble services in a more agile way. Regulatory tech and AI-driven services will also become more embedded in the core SaaS propositions.
If you could change one thing about how banks adopt SaaS, what would it be?
I would encourage them to see SaaS not just as a technical shift but as a strategic opportunity to transform their operating model and improve customer experience, and also leverage internal resources for high value work.
To wrap up, can you share a memorable anecdote with us?
I have always worked between IT and banking, in operational services. At one point, I co-founded a credit brokerage company. We built everything from scratch: the IT system, the sales team, banking partnerships, etc. That’s when I really switched from technology to business, building interfaces and partnerships with banks while defining the products to offer (consumer credit, mortgages, etc.).
The company was launched just before the 2008 subprime crisis. Fortunately, we had started to diversify our revenue streams with savings and insurance products, which generated recurring income, unlike the initial model based on commission.
When the crisis hit and several partners closed down, it was this recurring income that enabled us to survive. We had almost achieved a 40/60 balance between one-off and recurring income.
This is a lesson that still resonates with me today, especially with the SaaS transition at SBS: we are moving from a ‘one-shot’ model (licence, project) to a model based on stable, contractual income. And it is this stability that enables a business to survive, even in times of crisis.
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