Kaïm Houssenbay

As a continuation of my previous role, I was responsible for 3 departments covering around 150 persons: - Credit Operations (from request to disbursement) - Customer Care & Receivables management - Debt Collection

Deputy head of the newly created Operations Division. This division encompasses Acceptation (from request reception to post disbursement activities), Customer Management (Customer Care, Receivables management) and Debt Collection. Besides the overview of all 3 verticals, I was directly managing the Debt Collection vertical with the goal to revamp, re-engineer & industrialize the collection organization & processes. In an adverse environment, the collection results have progressed significantly and remain on a very positive trend.

In charge of IT and Operations (around 600 persons) in all aspects (strategy definition, operations management, day-to-day management). The Operations consists of: - Acceptance (from login to sanction of the loan request), - Post sanction to Bounce management (disbursement, means of payment, bank remittance and bounce management) - Call centre processes and Operations (Televerification for acceptance, Welcome calls, Awareness calls, Soft collection telecalling) - Collection & Debt recovery (from delinquency to final closure via write-off or NOC) I have been in charge of building up the high volume processing centre in Bhubaneshwar (Orissa) - 200 persons capacity along with the necessary instruments (IT tools like Workflow management systems, document management systems, Fax server, redundant infrastructure, ...). I actively participated at the Phoenix project aiming at revamping all processes (acceptation, credit, customer care, collection, ...) using the Lean 6∑ approach. On the IT front, beyond the day-to-day IT management, I have launched, managed and followed the Front end replacement project.

In India, FamilyCredit Ltd was the then Consumer finance arm of Societe Generale group http://www.familycreditindia.com/fcweb/index.html I was taking care of Finance (Asset - Liabilities Management, bank & funding management, Accruals & Provisioning, Fixed assets/Investment decision, Budget management & follow up).

Newly created function from Bangalore - India. As a new concept, the Global Reporting team was aiming at providing standardized & rather complex reporting services for HP subsidiaries around the world. The standard education level of the team was of Chartered Account / Chartered Public Accountant. Using a standardized reporting production approach (analysis, tools, graphical approach, knowledge management, customer relationship management, ...), the team was producing reporting for activities as different as Corporate Treasury, Imaging & Printing Group or Financial reporting France.

All activities have been transferred from the respective countries to the Global Shared Services Center in Bangalore (India). Within the transition project team responsible for the transfer of the activities, I was the central operations counterpart. Were transferred as well to Bangalore the Compaq Account Receivables activities (following the merger in 2002) The team I was managing has grown from newly recruited 15 persons in November 2001 to 120 persons by May 2003.

Managing an 8-persons team. Preparation of the transfer of the activity to the GSSC (Global Shared Services Center) in Bangalore.

First management role. Responsible for a 22 persons team to manage the accounts payable expenses operations & process. Key elements: - Implementation of SAP - Year 2K

The perimeter was including: - Follow-up on bank relations & negotiations. bank costs management. - Balance sheet hedging FRF Vs USD - Revenue & P&L hedging FRF vs USD - 2nd level follow up on day-to-day cash management

For HP France, Responsible for the day-to-day and monthly closing process for a 5-persons team working closely with collection operations.