Interview with Julio Patricio Supervielle

Grupo Supervielle's CEO and Banco Supervielle's Chairman

"We see that in China and Southeast Asia the workers have a tremendous capacity for work with great differences in productivity costs in relation to their colleagues in the West. I do not believe that this issue is being addressed in depth."

"The Orient has the challenge of creating more middle classes who will begin consuming. Better living standards should include better health services and labor conditions. This will improve the overall balance."

"The West, in particular Europe, must work on improving structural situations - for example the labour market - which is very rigid - by simplifying regulations for the creation of small businesses, and, in addition, by improving the training of young people"

"We have a business, but if we do not comply with the objective of being agents of economic progress through offering credit, we are not fulfilling our fundamental role of distributing the savings in the economy."

"We´ve also been improving the banking service model using the latest technologies and investing heavily in self-service terminals ...using state-of-the-art technology, including the recognition of bank notes and scanning deposited cheques."

"One of the threats is the disconnection between the community and the banks."

"Today, with remote banking solutions, customers need or are looking for a different customer service model. Our challenge as a financial group is that our clients perceive us as an agile, easy to bank with and friendly institution."

"Some European countries have a high level of productivity while others have a lower level of productivity while they are all wrapped up in a ‘monetary corset’ subject to different tax regulations. If the Eurozone fails, an array of opportunities may arise, because some of the current rigidities will disappear."

"If a community suffers, the financial industry also suffers. The challenge for a financial group, if it sees potential deterioration, is to simplify its risk portfolio and assume fewer risks."

"The development of an education system that ensures that Latin American communities are able to compete with the challenges of the 21st century. It is necessary to address education policies that will have an impact in 20 years time."

"Our people come not just from banking, but from retail and consumer sectors. There is a variety of cultures, people who have lived in the United States, Europe and, of course, Argentina. We have encouraged a culture of challenge in the decision-making process."

"Customers have an increasing participation in the decision-making process in Argentina and worldwide; sometimes they’re even our company ambassadors, who help us design new services and thus have increasing influence."

"We want our philanthropic projects to have an impact. Also, through Cordial Negocios (Cordial Businesses) we have developed microfinance undertakings for small businesses, which is the second largest project in Argentina, reaching segments not usually served through the banking sector through inclusive financing projects."

"In the last 20 years, our group has reinvested 100% of its profits. We are different from any other business within the system. We believe in the “social dividend”, which is having an impact on the community fostering economic growth. And we also include philanthropic work."

 

CEO and Chairman of a private, long-established and domestically-owned financial group in Argentina that entered the banking sector in 1887. Developed and implemented a multi-brand strategy to offer a wide range of financial products and services in Argentina's main regions and cities to small and medium enterprises and to a wide spectrum of individuals from most socioeconomic levels (2,000,000 customers). Contributed actively to create innovative and customized financial solutions and services that led to the establishment of the Supervielle brand as a recognized household name in the Argentine banking industry.

Holds a Bachelor Degree in Business from Universidad Católica Argentina, and later an MBA from Wharton School, Philadelphia, USA

Married with three children. Lives in Buenos Aires, Argentina.
  These interviews contain the opinions and views of the CEOs interviewed, and do not necessarily represent the opinions and views of PwC.

 
 

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