Brian Wenzel's guest appearances

Brian Wenzel

CFO THOUGHT LEADER

Der Seitenwechsel

Marc Elliot

Sachin Patel

Lawrence Levy

Rajesh Gupta

Dave Jones

Jeff Epstein

John Collins

Eric Johnson

Michael Tannenbaum

Kraft Heinz

Chris Baker

Bob Feller

Dave Kellogg

Jeff Nichols

Jim Stewart

OwlTail

Brian Wenzel im InterviewFür den gebürtigen Berliner ging es in seiner Karriere aus der Hauptstadt in die schwäbische Provinz nach Kirchheim/Teck. Basketball-Profi Brian Wenzel hat sich dort direkt heimisch gefühlt und erzählt unter anderem, wie er dort über die schlimmste Zeit seines Lebens hinweg kam. Statt auf dem Basketball-Court in Deutschlands Arenen seinen Mann zu stehen, kämpfte er lange darum, nicht im Rollstuhl zu sitzen. Wie er diesen harten Weg gemeistert hat und jetzt auch noch viel selbstbewusster als zu seiner Zeit als aktiver Spieler ist - das erfahrt Ihr in dieser Folge. Falls Ihr außerdem nach einem Weg sucht, Eure Kinder, Euren Mann oder auch Eure Frau so zu beschäftigen, dass danach noch ein Essen für Euch raus springt, dann solltet ihr unbedingt reinhören!Außerdem hat Brian ausserdem darüber gesprochen, warum er als Mentalcoach unterwegs ist, Diättipps, welches Bild er von sich als Papa hat (er wird im Juli zum ersten mal Vater) - und natürlich ein klein bisschen über Basketball!

Brian Wenzel im Interview Für den gebürtigen Berliner ging es in seiner Karriere aus der Hauptstadt in die schwäbische Provinz nach Kirchheim/Teck. Basketball-Profi Brian Wenzel hat sich dort direkt heimisch gefühlt und erzählt unter anderem, wie er dort über die schlimmste Zeit seines Lebens hinweg kam. Statt auf dem Basketball-Court in Deutschlands Arenen seinen Mann zu stehen, kämpfte er lange darum, nicht im Rollstuhl zu sitzen. Wie er diesen harten Weg gemeistert hat und jetzt auch noch viel selbstbewusster als zu seiner Zeit als aktiver Spieler ist - das erfahrt Ihr in dieser Folge. Falls Ihr außerdem nach einem Weg sucht, Eure Kinder, Euren Mann oder auch Eure Frau so zu beschäftigen, dass danach noch ein Essen für Euch raus springt, dann solltet ihr unbedingt reinhören! Außerdem hat Brian ausserdem darüber gesprochen, warum er als Mentalcoach unterwegs ist, Diättipps, welches Bild er von sich als Papa hat (er wird im Juli zum ersten mal Vater) - und natürlich ein klein bisschen über Basketball!

CFOTL: Having splitout from GE- we would imagine there were certain business processes already in place at Synchrony, while others processes had to be reestablished or developed. Wenzel: The processes that have been developed are probably the core part of our business. We had to build everything from scratch. Even the processes for things like very mundane benefits in HR, and paying people, and for some of the regulatory reporting–we had to build all that up. But we did take a process from GE that was a very good process in the credit risk world, a very traditional process. You go out and get underwriting scores from credit bureaus, you look at your data, you kind of put a score together, and you say yes or no. We have developed this process more and invested so much in it. Now we’re taking multiple data elements into consideration, including what we get from our partners. We have a thing called “engagements” through which we know how “Jack” is engaged with our retail partners before he engages with us, so we have an idea of who you are. We look at our 80 million active cardholders. You’re probably one of our active cardholders. We look at the information there. We have a much better picture. Then we take these other sources of data from different sources so that we can get more information on you. We use technology now to authenticate you. If you’re using your cell phone, we can prepopulate applications down to two different sources. We’ve allowed these things to come in so that we know the customer better. We use the combination of data and technology and are then really able to put it into our credit operating model. This was very good under GE, but we have brought it really to a much higher-class standard. For us, the next 12 months are really about creating the 2025 vision. What are the tools and technologies that we have to begin building now to be adaptable to the business and how the business is changing? The second thing that we’re trying to do is, again, to have this maniacal focus around customers and in getting value-added jobs out. We’re moving faster when it comes to the artificial intelligence and the robotic process automation that happens more in the controllership or accounting world and driving meaningful projects that will deliver results this year.

CFOTL: Having splitout from GE- we would imagine there were certain business processes already in place at Synchrony, while others processes had to be reestablished or developed. Wenzel: The processes that have been developed are probably the core part of our business. We had to build everything from scratch. Even the processes for things like very mundane benefits in HR, and paying people, and for some of the regulatory reporting–we had to build all that up. But we did take a process from GE that was a very good process in the credit risk world, a very traditional process. You go out and get underwriting scores from credit bureaus, you look at your data, you kind of put a score together, and you say yes or no. We have developed this process more and invested so much in it. Now we’re taking multiple data elements into consideration, including what we get from our partners. We have a thing called “engagements” through which we know how “Jack” is engaged with our retail partners before he engages with us, so we have an idea of who you are. We look at our 80 million active cardholders. You’re probably one of our active cardholders. We look at the information there. We have a much better picture. Then we take these other sources of data from different sources so that we can get more information on you. We use technology now to authenticate you. If you’re using your cell phone, we can prepopulate applications down to two different sources. We’ve allowed these things to come in so that we know the customer better. We use the combination of data and technology and are then really able to put it into our credit operating model. This was very good under GE, but we have brought it really to a much higher-class standard. For us, the next 12 months are really about creating the 2025 vision. What are the tools and technologies that we have to begin building now to be adaptable to the business and how the business is changing? The second thing that we’re trying to do is, again, to have this maniacal focus around customers and in getting value-added jobs out. We’re moving faster when it comes to the artificial intelligence and the robotic process automation that happens more in the controllership or accounting world and driving meaningful projects that will deliver results this year.

564: Synchrony Steps Beyond the Shadow of its Historic Roots  | Brian Wenzel, CFO, Synchrony