As Lead Product Manager for the SBP Digital Core offering, what does your day‑to‑day role look like?
My mission is to define the vision for an SBS offering. Today, I’m working on the SBP Digital Core program: I shape the vision, strategy, and roadmap for the next 3 to 5 years. Practically, it means thinking about what capabilities we need to build, which market segments we should target, the profitability of the offering, and how relevant it is for SBS.
We’re not talking about features here, we’re focusing on what the market wants and what SBS can deliver efficiently, as well as how we package and present the offer to clients. Above all, a lead product manager must align and guide all the teams: engineering, sales, marketing, management… so everyone understands where we’re going, how we plan to get there, and how each person can contribute.
You were there at the very beginning of SBP Digital Core. What was that experience like, and how has the offering evolved since?
I was lucky enough to be there from day one, even before the official launch of SBP Digital Core. We were a small team of about ten people laying the very first cloud‑native bricks at SBS, including the brand‑new payment component of the core banking system, about five years ago.
Then I became the product manager for the first product brought to market: an instant payment solution deployed in France, Belgium, and the Netherlands. The first pilot client went live at the end of 2022, and two years later, in early 2025, the product clearly entered a growth phase. Today, we have around thirty clients, most of them already in production.
That’s a major milestone for Digital Core: it proves that SBS’s technological transformation and shift to SaaS are working. But now, the challenge is huge: we need to scale and replicate this success with even more ambitious products to reach a broader set of clients.
Looking ahead to 2026, after ten years at SBS, what challenges are next for you?
In ten years, my responsibilities have evolved a lot, and that’s honestly what made me want to stay at SBS. As soon as you get involved, people trust you. They give you new responsibilities and real freedom to build things. I started in R&D as a business analyst on a payment product, then became product manager for a product, then for an entire portfolio of payment offerings. With Digital Core, I took on the complete redesign of the payments offering. In 2026, my scope is expanding again, with a more strategic vision covering the whole core banking system.
Do you have any hobbies or interests that influence how you approach work and challenges?
Since 2024, I’ve been doing a lot of sports to handle pressure and maintain a healthy lifestyle. I started running, did a half‑marathon last summer, a full marathon at the start of the year, and I’m signed up for a half‑Ironman next year. Whether in sports or at work, I function the same way: I set a goal, build a plan, and follow the trajectory to reach it. That discipline helps me stay confident in my ability to execute, both for my professional and personal challenges, and to stay balanced.
What’s the most important lesson you’ve learned in your career as a product manager so far?
Without hesitation: always dare to take initiative. Even if I don’t manage a large team, product teams are often small, and I’ve had the chance to work with exceptional talents. The advice I always give, especially to younger colleagues, is: go for it. Not carelessly, of course: do it in a structured way, with real impact. But the key is to dare. What surprised me the most is that every initiative, even a small one, eventually pays off ; not always right away, sometimes four or five years later, but always because you took that first step.
Do you have a memorable anecdote that reflects the entrepreneurial and innovative spirit at SBS?
One of the most memorable experiences for me was an Open Banking Challenge organized by SBS. The idea was to pitch an innovative project, and I had started working on one alone in Nantes. In Belgium, four colleagues happened to have the same idea, and we eventually joined forces to form a team. I absolutely loved the experience: the event was extremely well structured, it really encouraged innovation within SBS, and the people I worked with were exceptional. Many of them have since taken on key roles in the company. Working with that team eight years ago and seeing how everyone has grown, that was incredibly meaningful to me.
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