❔ Hello Filip, please introduce yourself and share your journey at Home Credit!
💬 Hi everyone, I'm Filip Dosedel, and I've been working at Home Credit for over 06 years now. Before working at Home Credit Vietnam, I used to work at Home Credit Czech Republic & Home Credit Slovakia Republic. I joined Home Credit as a Business Analyst Intern under the young talent incubation program. After graduating, I took on various roles: Business Analysis Manager > Product Manager > Product & Project Manager > Portfolio Manager. Currently, I work as Head of Cards & Revolving Products at Home Credit Vietnam, managing a team of 05 teams with over 20 members and promising further growth.
❔ As someone with experience in diverse markets at Home Credit, what stands out as the key differences for you?
💬 Vietnam is a dynamic and young country in Asia, comparing to the slower-paced markets of the Czech Republic and Slovakia Republic. The European market mainly revolves around goals of keeping the portfolio stable, meaning like don’t lose clients, keep the retention and don’t have any attrition in the portfolio. The growth is slow but sustainable, typically reaching 5-7% annually. In contrast, the Vietnamese market is much more vibrant, aiming for annual growth rates of 100% or more, doubling year by year. This is the most significant difference between the two markets: growth targets.
In terms of people, the population in Vietnam is much younger than in Europe. It's fantastic to have young, talented, aggressive, agile and dynamic people in my team, always are willing to learn and grow. The average age group of Banking & Finance fields in the Czech Republic is around 40, while in Vietnam, it's below 30. This reflects the potential for career development in this fields, especially in major cities like Ho Chi Minh City and Hanoi.
❔ With such ambitious growth goals, what challenges do you face in your work and in leading your team?
💬 It's indeed a challenge with many obstacles, especially given the economic crisis's impact. However, through flat-oriented restructuring, we have a highly agile organizational structure, contributing to achieving seemingly distant goals.
At Home, every member is as close to the management level as possible, so there’re any corporate huge ladder. For example, in my team, all members can come to me and raise their voice anytime (if I’m free of course). Everyone is heard, and if there's a good idea, the team collaborates to delve deeper into its effective implementation. I believe that this agility brings us the energy and speed needed to conquer all goals.
Nevertheless, the market is super dynamic and vibrant, meaning we need to regularly adjust our plans based on market trends and competitive moves. We frequently launch promotion, and if competitors come with something more attractive, we immediately come and counter it so that our customers really feel we’re still the best on the market. Achieving 100% growth is not only about we want to reach it but also how to reach it. We has collaborated with many leading partners (MWG, TIKI, Lazada, Shopee, Grab, ...) to implement promotions suitable for each customer segment. These programs not only increase Home's frequency and engagement with our customer segments but also provide them with the best values.
Achieving this goal is also a result of people development. Over the past year, my team has engaged in many bonding activities. Sharing sessions occur weekly, bi-weekly, or monthly, depending on the scale and the data to update. Monthly sharing sessions are where all members, regardless of level, can be heard and share. Team members can update work progress, share new ideas, or even discuss challenges and seek support from other team members. This approach is effective, bringing great agility as people don't necessarily have to meet managers, or managers have to meet heads; instead, they can share and listen to each other equally. Having meals or playing sports together also makes everyone feel happier and closer.
❔ Compared to the market in general and Home specifically, being one of the youngest to hold the position of Head of Cards & Revolving Products, how has your experience been?
💬 I would say you don't become leader over one night when you get promoted. When I joined senior management team, I was the youngest, so I faced many challenges. However, at Home, there are a lot of great people, especially at the management level. I want to express my gratitude to my all line managers I have worked with, as they have trusted in me and invested a lot of time and effort to train and guide me in everything: from stress management, leadership, to self-management and personal development. I also want to thank my colleagues. I have grown a lot. I will continue to learn and refine myself so that I can keep developing alongside the team, conquering the 100% growth target together.
