thomas pintelon
Thomas Pintelon

Thomas Pintelon

Head of Strategy at Capilever
Message Message me Posts: 31 Comments: 1
Bio Thomas is a financial services expert with strong focus on product strategy and innovation. Career History Prior to Capilever, Thomas has held senior roles within a number of leading technology vendors and global banking providers including Sopra Banking Software and CR2 Channel Banking Software. Thomas holds a PhD in chemical engineering from the University of Cambridge.

Blogs

Trends in Financial Services

A Roadmap for Hyper-Personalized Lending

22 Jun 2022

In a previous blog "Are credits not too commoditized?" in February 2020, we already raised the concern that loans in general and mortgages in particular have become too much of a commodity product, for which price is nearly the only differentiator. Many customers are however unaware that the loan with the best price or interest rate may ...

Small Business Lending Innovation

Some new techniques to unlock asset-based lending for company financing

22 Nov 2021

Most SMEs have significant cash tied up in assets, for example inventory, machines, equipment, real estate or financial assets. Using these assets in an easy and flexible way for lending could unlock huge liquidity amounts and alternative sources of company funding. In this blog, we discuss some new techniques to make the qualification of the unde...

Trends in Financial Services

Credit trends - 2021 update

15 Sep 2021

While many financial players are investing heavily in transforming the credits domain, the financing products themselves have not changed significantly in the last few decades. Instead, innovation is mainly focused around digitizing and automating existing credit products and processes using modern techniques to better assess the credit risk. In o...

Trends in Financial Services

4-step roadmap towards more customer centricity in the Credits domain

06 Jul 2021

"It’s about me, here and now" can be considered as the catch phrase for customer centricity. In the banking industry this means providing financial services 24/7 via any channel (including third party apps via embedded banking) and as personalized as possible. However, in reality many banks are still organized in a product-centric way. T...

Thomas is Commenting on

Radically rethinking financial products from their core – 5 examples

  I would like to approach it from a more positive side. True 20 years ago, partially true today, but the longer the less. For me, customer-centricity is a logical consequence of: Greater competition from non-bank players; Digitization, which means that banks have less of a personal relationship with their customers (as opposed to the bank director as your confidential advisor 30 years ago) as a result banks really have to offer more value, to avoid being reduced to low-margin commodity services, otherwise they can no longer differentiate (in the past, the physical branch network and the fact that banking was closed, not open, were the most important differentiators). Moreover, these are not evolutions specific to the banking sector, but to each sector. Every sector works towards more customer-centricity, digitizes more, offers more personalized services and also works more ethically (which in the banking world corresponds to financial inclusion and helping the customer, not poorly informing them). This is also pushed more and more by governments through regulations, just think of MiFID2 in investments, PSD2 in payments, Consumer Credit Directive in credits. These evolutions are clearly underway: -        Personal finance management tools are being invested in (in the blog above however we propose fundamental changes to the financial products themselves rather than the classical PFM features mostly considered today); -        Banks offering additional third party services (cf. KBC and Belfius in Belgium); -        Banks making investments to calculate and neutralize ecological footprint; -        Banks selling their products through 3rd parties (such as comparators, other banks, tech players...); -        AI investments from banks, such as Kate at KBC Belgium All these investments are to better understand and guide the customer. Evidently with the intention of making more profit (banks are no charities), but with a longer-term objective.