Dialogue with the new CEO of Sacombank

“I take responsibility not to do otherwise – but to go deep. Deep into belief, deep into process and deep into responsibility”

Mr. Nguyen Thanh Nhung affirmed the above in his first interview after assuming the position of Acting General Director of Sacombank .

Mr. Nguyen Thanh Nhung - Acting General Director of Sacombank

- Interviewer: When you took on the position of Acting General Director of Sacombank, at a time when the bank had just gone through a restructuring phase, what was the first thing you thought of?

- Mr. Nguyen Thanh Nhung - Acting General Director of Sacombank: I don't think about financial goals first. I think about the question: "If we survive for another 10 years, what are we surviving for?"

The 2025-2030 strategy should not be a list of targets, but a capability map – comprising three anchor points: sustainable development, integrated social responsibility, and next-generation risk management. We don't aim to be the biggest bank, but we will be the most trusted bank for the longest time in our customers' most important decisions – from saving and investing to starting businesses.

Upon assuming the position of Acting General Director of Sacombank, I made clear commitments regarding the direction of future operations, not through outdated slogans, but through a practical dialogue – about internal strengths, institutions, and long-term responsibilities.

- Resolution 68 on the development of the private economy views digital transformation as a "new development method." What about Sacombank?

- Digital transformation isn't about changing banking software or apps. It's about transforming the entire structure of customer trust in the organization. Previously, customers had to trust people – now, they need to trust the process. Then, they need to trust the system. Finally, they need to trust the entire experience. We will transform not only the core technology, but also the way we define "service" – every time a customer interacts, the bank must prove that trust is justified.

Digital transformation isn't about changing banking software or apps. It's about transforming the entire structure of customer trust in the organization.

  - Ho Chi Minh City is on track to become an international financial center. What is Sacombank's role in this journey?

- Sacombank doesn't necessarily have to become a global bank. But we can become a "regional credit positionr" - meaning providing banking, payment, custody, and credit services of regional quality, but with an internal identity.

When an international financial center takes shape, numerous flows of capital, data, and confidence will pass through. The bank that can coordinate these flows without disrupting its internal structure will contribute to shaping this new order. We want to follow that direction and have set goals and proposed solutions to achieve them quickly.

Sacombank doesn't necessarily need to become a global bank, but it can become a "regional credit rating agency."

- The financial market has witnessed risks related to liquidity, confidence, etc., so how does Sacombank maintain system safety while still achieving growth?

- The market is always volatile and inherently risky, but I am committed to ensuring that Sacombank knows how to navigate these risks without losing direction. We are comprehensively upgrading our internal governance system – not just based on control, but on responding appropriately.

The key is not to see the risks – but to sense the risk before it hits the system. We will invest heavily in early data analytics capabilities, build "trust buffer zones," and, most importantly, train people not to be obsessed with metrics, but to uphold principles.

- Sacombank has a new CEO; is that enough, or are more profound organizational changes needed?

- Restructuring is not about "cutting, patching, and replacing." It's a process of regenerating organizational energy—in terms of belief, motivation, and soft organizational structure. We begin by redefining the "pulling force" of each functional block—where creativity is needed, where discipline is required, and where connection is needed.

Next, we need to re-establish our values: maintaining the principle of service, but renewing our approach. In particular, I want to inspire every bank employee to be not just operators – but shapers of every financial pulse of the country.

- What message would you like to convey in your role as the new CEO of Sacombank?

- A bank may not be remembered much for what it did in the past, but it will be remembered more for daring to commit to something in the future.

I take on this responsibility not to do things differently, but to do them deeper. Deeper into trust, deeper into processes, and deeper into banking responsibility in an economy undergoing profound transformation in this era of growth.

Source: https://nld.com.vn/doi-thoai-voi-ceo-moi-cua-sacombank-196250604101435402.htm