Lucien Ernster

Lucien has a life-long commitment to personal growth, both for himself and his clients. He sees his role and purpose to coach individuals and teams how to handle change and transition with less disruption and distress to their lives (William Bridges´ Transition Model).

Appointed as Chief Operating Officer (Marktfolge) to run operations, credit, risk management, legal & compliance, IT, all administrative and finance functions.Appointed to Vorstand in May 2014.

Lead consultant and responsible for the development of OICM Consulting S.A. OICM Consulting (Organizational and Individual Change Management) was founded by Lucien Ernster in Luxembourg in April 2009 and was specialized in offering services to financial institutions concerned with organizational and individual development and performance.

Responsible for the IT and Organization functions of the bank and and provide support to the COO.

Overall management of all administrative and finance functions (Operations, IT, Finance, Credit & Risk Management, Facilities Management and Client Administration). Supervised 57 staff. Total staff 125, AuM EUR 2. 5 bn..

Overall management of all administrative and finance functions (Operations, IT, Finance, Credit & Risk Management, Facilities Management and Client Administration). Supervised 57 staff. Total staff 125, AuM EUR 2. 5 bn..

• Developed an outstanding internal consulting group including program management, project management, change management, organizational performance reviews and business process improvement. Supervised 22 staff. • Promoted a learning culture by integrating the acquired know- how (internal &external) into three distinct competence centers - project, process and change management. Improved transfer and re-use of knowledge through common methodologies, tools, internal training and coaching of best practices.

Directed the evolution and co-ordination of the strategic Business & IT planning and steering process and the management of the portfolio of all retained business related IT projects. Key figures: annual budget of over EUR20 mio (IT capital expenditure and external consulting), IT development team of over 100 FTEs, over 20 projects run on an on-going basis. Supervised 14 staff.

Appointed to lead the re-engineering of core business processes (phase2) and to head the operations function of the “métier” Private Banking withemphasis on the deployment of a new portfolio management system (Triple A-Odyssey Asset Management Systems). Supervised 50 staff.