CV Rob ten Heggeler
Key Performance Indicators
Crossing borders
he says. This was one of the biggest changes he had to adjust to returning
home. 'In Asia and the US, when the boss says go left, we all go left. If we all
give in a bit, the processes become faster and more transparent. It's also a
matter of being disciplined and having trust in one another.'
At Rabobank, there is a definite "can do" mentality. Ten Heggeler speaks
highly of the commercial mindset he sees around him and is keen to foster
this further (see KPI sidebar). Cross-sell remains crucial to the strategy and
more can be achieved in this area. 'People at Rl and the local banks realise
how important cross-selling is. The good news is that we have lots of
products to cross-sell via GFM, Corporate Advisory and our subsidiaries.'
This can be accomplished in Wholesale, but in the growing Commercial
Banking division, better margins can be made. Ten Heggeler speaks highly
of the relationship between the local banks and CCN. The cooperation
with the local banks network via the nine regional teams is key in growing
our Commercial Banking division.' Ten Heggeler is also confïdent that Rabo
Securities can make headway in the Netherlands.
In the 1990s,Ten Heggeler worked as an expat
for ABN AMRO in Prague, Singapore, Chicago and
Hong Kong. He returned to the Netherlands six
years ago to join Fortis Netherlands, where he was
responsible for Corporate Banking. In 2005 and
2006, he was made Global CEO for Private Banking
and was a member of the Executive Board.Ten
Heggeler joined Rabobank as Managing Board
Member responsible for Corporate Clients in
September 2006. In addition, he was appointed
Head of Rabo Securities in December 2006.
MT Rl NL
Ten Heggeler's portfolio was recently strength-
ened by the appointment of the Rl Management
Team Netherlands region.This is in line with the
new Rl matrix structure, whose objective is to
assign accountability of all activities within a
region to one management line and to stimulate
regional business via cross-sell.
Looking across the border, the Amphora pro-
gramme will assistTen Heggeler's objectives
to expand internationally via Dutch Desks and
improvethe international cash management
proposition. 'While our products are up to Standard
in the Netherlands, the perception is that we lag
behind internationally. Amphora (see page 6, Hans
ten Cate story) will help us in terms of physical set
ups,' he says.
As far as organisation and strategy are concerned,
the road ahead is clear and Ten Heggeler is
positive. 'I really like the organisation and we
have many capable people. We're in a good
position to increase profits and market share in
the Netherlands.'
The Word I 21
A number of Key Performance Indicators (KPIs) have been created to
ensure that Performance Management remains closely linked to strat
egy. One of these relates to Radar, Rabobank's Customer Relationship
Management portal.'lt is the best l've seen compared to previous
employers but it is hardly being used/lamentsTen Heggeler.
Another focuses on promoting a "cliënt first" mindset, an area
where quantity is as important as quality.'Our account managers
are friendly and technically good, but they don't always ask for the
business or more business,'says Ten Heggeler.'lf you have 30 clients,
you must meet with more than just 1 or 2 of them a week. You have
to see more clients and sell more products.'
