I was hired after leaving business school to the General Inspection division, and immediately went on an assignment abroad in the Group’s historic business line. In less than two years I carried out assignments on a variety of themes (credit, insurance, financial management, market finance, regulatory compliance and financial security) and across a broad scope (regional banks, head office and subsidiaries).

I met all profiles internally, from experts to managers, and tried to develop additional qualifications to prepare myself to become a manager myself, within the General Inspection division. I see General Inspection above all as a school that provides me with methodological tools, privileged access to the technical aspects of the business lines and the opportunity to manage and train at a very young age.

How would you describe the position of “inspector-auditor”?

My job is not only auditing. In my view, auditing is a technique of listening, analysing and reporting that we pass on to the juniors in order to train them to the highest standards. It is a necessary foundation for further learning: deciphering confidential and empowering information on the Group’s strategy, exchanging with the senior executives who implement this strategy at all levels and taking a strong stance with respect to general management.

Above all, I do not see the control function as the ultimate purpose of my job, not at all. My goal as an inspector is to resolve operational problems requiring good management, relevant strategy and compliance with regulations. In my job I keep one key factor in mind: the role of General Inspection is ultimately to defend the Group’s interests.

The General Inspection division’s role as guarantor stems from the simple fact that it is the only department with a comprehensive view of all Group entities. I believe that an inspector is by definition more than an auditor, commanding their code but dominating their field of vision; and more than a consultant, understanding their influence, and surpassing it because of our direct operational impact. In sum, I would say that an inspector is first and foremost the bearer of the Group’s vision, promoting and protecting its best practices.

What are the peak periods of your job during the year?

Our year consists of three assignments of three to four months each, at headquarters, in the regions or abroad. I find the work pace fast and intense, especially during the investigations, but this is largely compensated for by rest periods between each “wave” of assignments. In the assignments, the investigation phases with operational staff are, in my view, the richest in terms of learning, as they allow me to deepen my understanding of the business lines.

Lastly, I find that the phases of reporting to governance are a highlight of the process. These key moments demonstrate the credibility of General Inspection, as a gauge of the quality of the dialogues we have conducted as a team, the relevance of our analysis and the accuracy of our comments.

Can you describe your typical day?

My typical day varies depending on the phase of the assignment, the most important being the investigation phase. I find that my day is busy when I have spent a part for myself, i.e. for personal reflection, another for a meeting (operational or managerial), and another to report back to my colleagues, who challenge me (debriefing or writing conclusions).

Beyond these strictly professional aspects, I consider team life to be of paramount importance: trips are long and encourage the development of soft skills that allow me to keep up the pace until the end of the assignment.

What career path is required to reach your position and what are the possibilities for development?

As a matter of principle, within General Inspection all careers follow their own path. I wouldn’t feel comfortable caught in between. Each speciality allows you to quickly grasp a given activity. However, the General Inspection division is designed to train managers who have a cross-functional view of a financial group.

There is therefore no need to focus on a typical profile: General Inspection trains generalists who are all-rounders. This is a luxury that other jobs wouldn’t offer me, however attractive they may be. In this respect, internal mobility and promotion, which are part of the Group’s DNA, are valued.

What advice would you give to someone thinking of taking up a similar position?

During your career in General Inspection you will encounter a wide variety of professionals and situations. By being open to the inquisitiveness that the profession elicits, you will be able to quickly put yourself in the shoes of your contacts and get the best out of them. The ability to compromise is a quality to look for, even diplomacy on a greater scale. This said, the profession requires a love of persuasion: I believe, rather than taking offence at contradiction, which is inherent to the job, all efforts should made to seek to resolve it.

Lastly, my advice is above all to immerse yourself in the Group’s culture, to make sure you follow the right path: the history of the Group has been shaped by cooperative banks, which are still its strategic shareholders. Joining General Inspection means defending the interests of a mutualist Group, at the service of the members and the clients.