Frédéric Mongilardi

• ▪ Context: leading for Treasury Solutions the project of transforming the Group's cash pooling offering to attract new clients and increase fundraising.

• ▪ Definition of new end-to-end cash pooling management processes between Natixis/BP/CE entities (implementation/amendments of contracts, customer complaint management, incident management...)

• ▪ Organization of the migration from the legacy SI to the new software solution (sizing of a 7 FTE team, RACI, switchover timelines..) in conjunction with the distributing banks.

• ▪ Definition and management of the user acceptance testing (UAT) strategy for the new SI.

• ▪ Organization and sizing of the target FTE team for back-office operations (12 FTEs between Paris and Porto),

Support the Program Management in the detailed scoping phase of the "SI Caisse" Program within the Fiduciary Department.

• ▪ Context: scoping of the Program aimed at migrating cash flows managed within La Poste's SI to LBP to mutualize the management of operational processes and costs.

• ▪ Identification of objectives, stakeholders, constraints, activities by workstream, schedule, and workload.

• ▪ Definition of the target organizational and operational model (TOM): creation of a Back Office at LBP dedicated to cash stock management, development of an IT system (production + data).

• ▪ Monitoring of the progress of work and associated deliverables with the various contributors (detailed planning, budget monitoring, action tracking, risk monitoring, adherence monitoring..).

• ▪ Management of the program's governance (operational committees, steering committees).

• ▪ Results: decision not to launch the Program concurrently with a change in the Group's General Management.

Review of invoicing processes at Natixis CIB Global Trade:

• ▪ Context: review of existing operational invoicing processes (incoming and outgoing) for banking clients + corporates + subsidiaries: management of customer pricing conditions, calculation and sending of invoices, payment control, customer complaints, debt collection…

• ▪ Production of associated deliverables: types of invoices issued and received by client types, payment types (SWIFT, transfer…), RACI for activities/tasks, process flowcharts, pain points (overly segmented processes, manual, partial, or non-existent invoicing, overly long collection times…).

• ▪ Results: optimization plan to recover Net Banking Income (NBI) (automate and dematerialize certain invoicing, optimize Front Office/Back Office RACI, create a dedicated "Invoicing Back Office", undertake commercial actions with banking clients to improve debt collection…)