Jul 20, 2026 · 31 min · 9 segments
In an increasingly complex and fast-paced global economy, trade finance is undergoing a fundamental transformation, with digitalisation moving from a theoretical goal to an operational necessity. As…
Gregory LambillonGuest
Jean-Marc ThijsGuest
Souleïma BaddiHost
Well, we operate today in a, in a very complex environment, uh, prone to, uh, constant disruptions, um, stemming from, uh, geopolitical, uh, uh, uncertainties like we observe today in, in the Middle E-East, but not only, uh, stemming from the regulatory framework, the evolving regulatory framework, uh, the climate risk, but also the technology, uh, transformation.
And we, uh, all talk about AI and the impact it can have, uh, the, the impact it can have on, on, on the processes we design on the operation side.
When we, uh, when we look at that, actually, uh, we, uh, we have no choice, uh, than to, uh, promote flexibility, agility, and adaptability.
The winners will actually, uh, be mastering, uh, operational resilience, and that's where we see the use of a digital platform as a key, uh, enabler for us to respond faster to changing markets, uh, to, uh, make sure that we can adapt and, uh, operate, uh, data at scale, and also to bring trust to the system.
Uh, it's also something we realized, uh, uh, over the years, over the last eight years.
They need, uh, to operate, uh, a s- in a safe and secure environment, and this is clearly, uh, one, uh, of the drivers for success.
In an expanded complexity world we're having today, it's even more important to have quick access to, um, robust data, right?
Uh, which is very difficult to have when you use Excel and a spreadsheet unlike a platform.
It's also very important to be able to adapt your processes when you need to adapt them to c- to be able to control what's happening.
Um, and, and what we see, uh, from our perspective is that the corporates, uh, and, and the banks who have adopted the system, and it's even more on the corporate side, they also have this centralized and global view, uh, where they can control what's happening across the globe, uh, in this changing environment when you have new trade routes, new counterparts, new risks.
And I think that the companies who have embarked, the corporates especially, who have embarked into this journey, come with a much better risk management in crisis situation than those who have not.
I don't know if it's something you notice or not in your everyday job, but it's, it's the feedback we get, uh, from corporates.
Uh, and at least from my perspective, actually, we need to, to react quickly.
The agility to, uh, trigger the toolkit needed in case of, uh, elevated risk.
Uh, and in case of disruptions, uh, indeed, uh, we, we need to trust a robust system which will, will enable us to act, uh, uh, smoothly and, and quickly.
Uh, also to reduce, uh, operational friction and most, and, and, and, and, and foremost, uh, to, uh, prevent, uh, fraud risk or security risk that, uh, that we can see in manual operations.
Well, Gregory already alluded quite a lot, uh, about that, but if I look at my thirty-year career, I, I, I have one single pattern that I see is everything accelerates.
Well, we operate today in a, in a very complex environment, uh, prone to, uh, constant disruptions, um, stemming from, uh, geopolitical, uh, uh, uncertainties like we observe today in, in the Middle E-East, but not only, uh, stemming from the regulatory framework, the evolving regulatory framework, uh, the climate risk, but also the technology, uh, transformation.
And we, uh, all talk about AI and the impact it can have, uh, the, the impact it can have on, on, on the processes we design on the operation side.
When we, uh, when we look at that, actually, uh, we, uh, we have no choice, uh, than to, uh, promote flexibility, agility, and adaptability.
The winners will actually, uh, be mastering, uh, operational resilience, and that's where we see the use of a digital platform as a key, uh, enabler for us to respond faster to changing markets, uh, to, uh, make sure that we can adapt and, uh, operate, uh, data at scale, and also to bring trust to the system.
Uh, it's also something we realized, uh, uh, over the years, over the last eight years.
They need, uh, to operate, uh, a s- in a safe and secure environment, and this is clearly, uh, one, uh, of the drivers for success.
In an expanded complexity world we're having today, it's even more important to have quick access to, um, robust data, right?
Uh, which is very difficult to have when you use Excel and a spreadsheet unlike a platform.
It's also very important to be able to adapt your processes when you need to adapt them to c- to be able to control what's happening.
Um, and, and what we see, uh, from our perspective is that the corporates, uh, and, and the banks who have adopted the system, and it's even more on the corporate side, they also have this centralized and global view, uh, where they can control what's happening across the globe, uh, in this changing environment when you have new trade routes, new counterparts, new risks.
And I think that the companies who have embarked, the corporates especially, who have embarked into this journey, come with a much better risk management in crisis situation than those who have not.
I don't know if it's something you notice or not in your everyday job, but it's, it's the feedback we get, uh, from corporates.
Uh, and at least from my perspective, actually, we need to, to react quickly.
The agility to, uh, trigger the toolkit needed in case of, uh, elevated risk.
Uh, and in case of disruptions, uh, indeed, uh, we, we need to trust a robust system which will, will enable us to act, uh, uh, smoothly and, and quickly.
Uh, also to reduce, uh, operational friction and most, and, and, and, and, and foremost, uh, to, uh, prevent, uh, fraud risk or security risk that, uh, that we can see in manual operations.
Well, Gregory already alluded quite a lot, uh, about that, but if I look at my thirty-year career, I, I, I have one single pattern that I see is everything accelerates.
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