1. A L A I N B R I S A C H
+33 754 840 294 • abrisach@gmail.com
C H A N G E / P R O J E C T M A N A G E R
Alain has over 25 years management experience. He has worked at seniorlevels in global financial and industrial companies,
in functional and business roles spanning functions and products. Experience includes large-scale multi-regional program
management and leading large operational projects. Successfulin creating corporate value by transforming teams in to winning
teams and implementing enhanced operating models. A problem solver and decision maker who excels at leading various
activities while empowering people.
Alain has worked on assignments and held positions at a number of financial companies including Société Générale CIB, BNP
Paribas CIB, Crédit Agricole-CIB, Natixis, HSBC, Barclays Capital, JP Morgan, CSFP, Crédit Lyonnais, CNCA, in various
countries including Hong Kong, Singapore, Japan, Malaysia, China, Vietnam, Philippines, Australia, The United States,
France, The United Kingdom, Spain, Switzerland.
• Leadership, communication and management • Advisory about FATCA regulation
• Global project / program leading • Stakeholder communication management
• Business & manufacturing process reengineering • Business strategy communication and implementation
Executive MBA • HEC School of Management • Paris, France / Civil Mining Engineer • INPL • Nancy, France
CESB - Master of Bank & Finance Management • Sciences Po • Paris, France
P R O F E S S I O N A L E X P E R I E N C E
AB CONSEIL Nov. 2014 to present
Develop my own business,as a consultant.
 Asset Alpha – Group TALAN (medium sized consulting company)
 Develop business plans,resource capacity planning and marketing strategy for this consulting company to
extend their asset management practice to Commercial and Investment Banks
MALTEM CONSULTING HONG KONG (MEDIUM SIZED CONSULTING COMPANY) Sept. 2013 to Oct. 2014
Principal – Hong Kong – 2013 to 2014
Ensured deliverable quality and accuracy. In charge of setting up a transversalteam of management consultants in Asia. Was
the site Coordinator for Société Générale CIB and Natixis in Asia.
 Crédit Agricole CIB – Capital Market Operations Department – Hong Kong (Project Manager)
 Led the reorganization of CMO Department, as a regional and international hub (APAC, New York, Dubai), in
relationship with local, regional and international operational managers, auditors and risk managers, driven by
different local and international regulations
 Société Générale GBIS – Finance Department – Hong Kong (Project Manager)
 Supported the COO manager within Asia Finance Department to set up his team (governance, roadmap,
communication plan), and coordinated some initial projects such as key process functionalanalysis and design,
sensitive regulatory reports review, before transferring them to other managers
 Led the initial phase of the merger between SG GBIS and Newedge, for both sides (coordination with head
offices, closing day follow up, local and regional roadmaps, benefits and costs,resource and budget follow up,
initial operating model)
BENEFICIAL LIFE INSURANCE CO. INC. – CEBU June 2013 to July 2013
Senior trainer – 2013
Trained the trainers and reviewed around 30 training sessions dedicated to insurance agents’examination.
INVESTANCE CONSULTING GROUP (MEDIUM SIZED CONSULTING COMPANY) Apr. 2009 to May 2013
Director, Head of “Structured and Commodity Finance” practice, co-head of Asia
Formulated marketing documentation and contributed to main client proposals.Identified key resources in the different
regions, hiring consultants and facilitating mobility within a “team” of 10+ consultants,while generating an annual margin of
€0.5 million.
Supervised a group of 10 managers about deliverables related to Target Operating Models,Business Process Reengineering,
efficiency and lean management, risk mitigation and banking regulation missions.
 BNP Paribas CIB – Corporate Banking – Information Technology and Operations – North America Region –
New York (acting as Director) – 18 months

2.  Within a global transformation program, defined and implemented a revised “Change The Bank” Plan dealing
with IT capabilities, based on aligning ITO strategy with Business strategy,setting up a “Global Transaction
Banking” program governance,a renewed delivery model, and a reinforced stakeholder management. A first
project has been delivered after 3 months. Over the period, 7 projects have been delivered, 8 on-boarded (Global
Trade Services, International Cash Management, Correspondent Banking).
 Led IT “Billing & Liquidity” project ($5 millions, 3 years for North America). From a local project for one
regional business line to a global project for various regional business lines. Led the vendorselection, the global
investment and design phases.Involved in business arbitration by leading the delivery of ad’hoc e-solutions and
prototypes
 Within the payment area, streamlined all business processes and designed the related decision processes.
Formalized the regional target operating model. The trigger was the stress on the dedicated compliance team
within payment department, covering all regional regulations
 BNP Paribas – Prime Brokerage – New York (Project manager) – 6 months
 Within FATCA remediation project, delivered the “US Tax Withholding” target architecture and set up the main
streams (tactical, strategic, and roadmap), in relationship with client onboarding team, in order to set up a
renewed operating model, and a compliant IT architecture. The main focus was about counterpart and client
document collection and validation
 Reviewed 2011 exposure and proposed a remediation plan in coordination with the tax, compliance and legal
departments
 HSBC – Global Banking and Markets – Paris (Communication manager) – 3 months
 With all key managers, designed and formalized the “IT Front Office” strategic communication plan over 3
years, aligned with the business strategy and auditors recommendations
 Société Générale CIB – Cross AssetSolution – Hong Kong (Expert)
 Led the response to a strategic RFP sent by an Australian leading asset manager
 BNP Paribas CIB – Structured Finance – Singapore / APAC (Expert)
 Formalized regional and local handbooks (business / process description)dedicated to Relationship Managers,
from business strategy,coverage,to the description of main risk processes,for Trade and Commodity Finance,
Project Finance , Transportation, Media Telecom, Optimization
 Société Générale CIB – Regional counterpart repository cleaning – Singapore / APAC (Program Director)
 Within a global transformation program, proposed a plan to clean and secure all local counterpart repositories.
Set up the governance with central, regional and local stakeholders. Designed and got an agreement about the
target operating model. Acted as a coordinator over 2 years, with a strong involvement of local and regional
operational teams, compliance and risk divisions. At the end, client onboarding and KYC processes were
completely secured and streamlined
 Led the cleaning counterpart subproject in coordination with Head Office, local and regional teams. Delivered
clean local counterpart repositories, reaching a 99.7% quality ratio
 Supported the Trade Finance platform roll out (light KYC for third parties, counterpart and third party
migration)
 Natixis – Structured Finance – Singapore / APAC (Program Director)
 Within a regional transformation program, delivered a target organization and a transition plan dealing with
support functions based on streamlining processes and reinforcing operational organization while fulfilling
quality and risk constraints.Ensured synchronization with Head Office and set up the communication plan
 The main benefit was to align operational teams with trade related activities and non trade related activities, with
a specific focus on collateral management, accounts payable and accounts receivable
 In order to reach the initial objectives, proposed to the regional management a way to empower key operational
staff, and to share best practices all over the region. Coached key people and delivered a contextual guideline
composed of 50+ “What if...” procedures.Managed the approval of these procedures by risk Division
BRISACH CONSEIL 2006 TO 2009
Develop my own business,as a coach and a trainer, under different brands (Cegos, Managis,Ad'Vitam, Brisach Conseil), up
to reaching 100+ days pre-sold in 2008.
 Coached and trained leaders, sales managers, projects managers about leading, team management & communication
 “How to work with...” - “How to delegate...” - “How to manage...” - “How to deal with rough people...” - “How to
think on your feet...”, based on real business cases brought by the attendees
SOCIÉTÉ GÉNÉRALE CIB 1995 to 2006
Program Director – Trade & Commodity Finance – 2003 to 2006
Transferred with the goal to replicate “Equities & Derivatives” success,by aligning support function strategy to Business
strategy and leading key transforming projects.

3.  Part of the credit facility review, in order to avoid monitoring any collateral that could not be enforced. This one year
project led to a significant number reengineering initiatives and a renewed business strategy.This initiative has been
led by the business management and risk Division, while I coordinated it
 With all stakeholders,defined the support function strategy,the initial Operating Model and designed the target
architecture. Identified and delegated the main projects. Designed the architecture to monitor positions and collaterals
per client, country,good – after almost ten years, this platform is still used in all main locations
 Led complementary projects within Structured Finance Division
Program Director – Equities & Derivatives – 1999 to 2003
In charge of delivering successfulprojects,creating corporate value, either by extending business coverage and capabilities or
by protecting business / revenues at risk.
 Director, among a team of 3, leading IDEA transformation program (initial budget, €150 millions over 3 years, 300+
hired people). Supported business lines managers to formulate their strategy,and promoted the global support
strategy,the main business principles,and the first roadmap. Designed the functional architecture related to position
handling and operational event processing,and led the choice of the applicative architecture. Formalized the
investment documentation. Associated to the choice of the consulting firms sharing the industrial risks
 Network leader. Set up a worldwide expert network to deliver various projects in a short time frame
 Led the coverage extension to Australia and selected a clearer, set up the support functions and monitoring tools
 Defined a methodology and designed the platform to reconcile front office and back office funding costs
 Promoted a customer-driven cross-assets platformto retrieve orders, flows and positions (multi-banks, multi-
clearers)
 Rolled out a regional clearing platform in Asia (around 15 countries) and a pan-European clearing platform
 Outsourcing of Société Générale EQD OTC Trade management to JP MORGAN
 Analyzed the mutual benefits for both companies to outsource the Equities Derivatives OTC trade management
to JP Morgan (client facing and post trade management)
Head of Middle Office – Equities & Derivatives – 1995 to 1999
Hired to implement my previous recommendations as a consultant,to protect the P&L and guarantee the sound execution of
each transaction,and to align the support function strategy with the Business strategy.
 Reinforce the Middle Office and its structure, in charge of deal completion, position monitoring, risk monitoring,
migrations, reconciliations, change management. Hired or promoted 100+ staff and 4 n-1 managers
 Managed projects: cleaning of main shared repositories, product modeling, Euro, Y2K, P&L convergence,Value @
Risk, front to back integration
 Organized Middle Office transfer within Operations and trained the managers (n and n-1 levels)
BOSSARD CONSULTANTS 1993 to 1995
Business Developer, targeting major French banks and financial institutions,internally supported by the creation of a new
Department reporting to me, “Information Systems within the Banks”, regrouping 10+ consultants.
Mission Director, dealing with risk management, business ormanufacturing re-engineering, from project pre-decision phases
to change management streams
 Major French banks (CNCA, Crédit Lyonnais, Société Générale, CIC, Crédit National, Caisses d'Épargne)
 Industrial companies (SFR – telecom provider, Condat – manufacturer of coated paper)
 French Army
HSBC MIDLAND BANK 1987 TO 1992
 Financial Market project manager, then head of Middle Office
 Swap dealer & financial engineer (Midland Montagu),FRF deputy treasurer (Midland Bank SA)
GAMMA INTERNATIONAL 1985 TO 1986
 Consultant,project manager and trainer in Business Process Reengineering field
CENTRE ÉNERGIE CONSEILS 1983 TO 1984
 Co-founder
Certifications: Process Communication • Strategic and Interactional Approach • Mediator • Coach
Publications: Various publications in “Revue Banque” (Payment model, FATCA and its impacts, Outsourcing,Trade Finance,
CCPs and systemic risks, Asia reconfiguration)
Conferences: Coaching, Innovation, Process Industrialization, Operational Efficiency, Operational Risks, Organizational
change