Mr. Nguyen Thanh Nhung affirmed as much in his first interview after assuming the role of Acting CEO of Sacombank.
Mr. Nguyen Thanh Nhung – Acting CEO of Sacombank
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What was your first thought when you took on the role of Acting CEO of Sacombank, especially as the bank has just gone through a restructuring phase?
My first thought wasn’t about financial goals. Instead, I asked myself: “If we are still here in ten years, what will we be here for?”
The 2025-2030 strategy shouldn’t be a list of targets but a capability map with three anchor points: sustainable development, social responsibility integration, and next-generation risk management. We don’t aim to be the biggest bank, but we will strive to be the most trusted bank in our customers’ most critical decisions, from savings and investments to startups.
As the new Acting CEO of Sacombank, I am making clear commitments in our orientation for the coming time, not with past slogans but with a practical dialogue journey about internal power, institutions, and long-term responsibilities.
Resolution 68 on private economic development considers digital transformation as a “new development method.” How does Sacombank view this?
Digital transformation is not just about changing software or banking apps. It’s about transforming the entire structure of customer beliefs in the organization. In the past, customers had to believe in people; now, they need to trust the process. Then comes trust in the system, and ultimately, trust in the entire experience. We will transform not only the core technology but also how we define “service” – each customer interaction is an opportunity for the bank to prove that their trust is well-placed.
Ho Chi Minh City is on a path to building an international financial center. What role will Sacombank play in this journey?
Sacombank doesn’t necessarily have to become a global bank. However, we can aspire to be a “regional trust navigator,” providing banking, payment, custody, and credit services with regional-standard quality but with an intrinsic identity.
When the international financial center takes shape, there will be many flows of capital, data, and trust. The bank that can coordinate these flows without disrupting its internal structure will help shape the new order. We aim to move in this direction and set goals and implement solutions to quickly achieve this goal.
 Sacombank doesn’t aim to be a global bank but a “regional trust navigator.”
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The financial market has witnessed risks related to liquidity, trust, and more. How does Sacombank maintain system safety while ensuring growth?
The market is ever-changing and fraught with risks, but I assure you that Sacombank will know how to live with these risks without losing direction. We are comprehensively upgrading our internal governance system, not just based on control but on appropriate responses.
What’s important is not just seeing the risk but sensing the rhythm of risk before it hits the system. We will invest heavily in early data analysis capabilities, build “trust buffers,” and, most importantly, train our people not to be obsessed with indicators but to maintain principles.
Sacombank has a new CEO. Will there be any profound organizational changes, or is the current structure sufficient?
Restructuring is not about “cutting, patching, and replacing.” It’s about regenerating the organization’s energy in terms of belief, motivation, and soft organizational structure. We’re starting by redefining the ‘attractor area’ for each functional block – where creativity is needed, where discipline must be strong, and where connections are vital.
Next is re-establishing our values: maintaining service principles but approaching them with fresh eyes. Most importantly, I want to inspire each bank officer: they are not just operators but shapers of the country’s financial pulse.
What message do you have 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 for its future commitments. I am taking on this responsibility not to do things differently but to go deeper. Deeper into belief, deeper into process, and deeper into the bank’s responsibility in an economy deeply shaping itself in an era of growth.
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