The RPA Masterclass Interviews: Alex Balbontin on Banking Operations

In an exciting new series of interviews, Erik Gillet, whose experience in Process Excellence includes stints at Credit Suisse and UBS, talks to leading figures in Robotic Process Automation.

In this paper, Erik interviews Alex Balbontin, a Process Excellence specialist whose career has taken him to JP Morgan and Credit Suisse, on his experience integrating RPA with Banking Operations.

With the proliferation of vendors and high customer demand, RPA has been touted as a game-changing technology in Financial Services and further afield. Speaking to those who have implemented RPA programs, designed best-practice models and delivered tangible results to their businesses, Erik and his guests will be exploring themes including the application of RPA in Customer-facing environments, how Automation and other developments will change the look of the workplace by 2030, and deploying scalable, intuitive solutions across multiple business functions.

About Alex Balbontin

Alex Balbontin started his career in process improvement 20 years ago while working for GE Appliance as a senior supplier engineer and as a new product development Quality Program Manager. He became there a Lean Sigma Master Black Belt. He spent the last 16 years leading process improvement in the banking sector at JP Morgan and Credit Suisse, which during the last few years incorporated more and more Robotics Process Automation. Alex recently left Credit Suisse where he was the Global Head of Operational Excellence and Business Process Management to form ProDigit Limited, a financial services consultancy firm focused on process digitization, re-engineering and robotics process automation.

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About Erik Gillet

For over 20 years, Erik Gillet has been leading business performance improvements across several top tier multinationals. He is a GE-certified Six Sigma Master Black Belt and an author and speaker on business improvement methods including Lean, Six Sigma and Robotics Process Automation. Erik believes that business improvement is a mindset and not a toolset. Hence, he propagates pragmatic approaches tailored to the situation rather than “methodology fundamentalism”.

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