Angélique Fortuné: Marketing, Customer Experience and business

Could you introduce yourself and tell us a bit about your background?

BNP Paribas Personal Finance and I share a long-standing story! I spent ten years evolving within retail environment and B2C before setting off on new marketing adventures within the BNP Paribas Group.

I returned nine months ago, and I’m thrilled to be back. I took on the role of Head of Marketing & Customer Experience, with three key ambitions:

1. Strengthen the consistency of our marketing approaches at an international level,

2. Align our marketing strategy with our brand promise

3. Differentiate ourselves in increasingly competitive markets.

My goal is to build a data-driven, business-connected marketing approach that maximizes impact, for both our clients and our results.

It’s a real pleasure to return to the company at such a pivotal time in its transformation, as we reignite our business and the B2C segment.

You are responsible for the Marketing and CXPX Department. What does “CXPX” stand for and what are your main missions?

CXPX, is for Customer & Partner Expérience.

The name of our team “Marketing and CXPX” reflects our vision: bringing marketing and customer/partner experience closer together to better meet their expectations and drive stronger business impact.

Of course, this vision must take into account local realities and country-specific characteristics. Step by step, and through collective momentum, we’re working with countries and Business Lines to:

Identify high-potential customer targets and better understand their needs,
Design smoother, more useful, and more distinctive customer journeys,
Embed a culture of customer listening, “test & learn”, and continuous improvement,
More systematically measure the impact of our actions on experience and performance.

What are the most significant actions implemented over the past few months?

We’ve launched several concrete initiatives:

Redefining our mission and value proposition as a team, with shared measurable objectives: this has helped strengthen clarity and collective accountability around our key priorities. It created greater alignment within the team and fostered a performance-driven culture focused on results and skills development plan was also put in place.
New collaboration and performance rituals that support a collective dynamic, while providing rhythm and visibility to our priorities.
Strengthening performance measurement and testing culture: we’re supporting France, Italy, and Spain in rolling out metrics and tools to better track journey performance and identify pain points. We’ve also developed a systematic method for testing products and journeys to ensure they best meet user needs, applied with France on the Cpay offer and currently in progress in Italy on open banking.
Strengthening the B2C customer experience: to support one of BNP Paribas Personal Finance’s major goals, we implemented targeted actions on the credit application journey and key touchpoints. These efforts have led to improved conversion rates across all participating countries and significantly enhanced customer perception, with increased NPS.
NPS overhaul: We’re currently revamping our Net Promoter Score system to better align with our strategic priorities, particularly performance management aligned with the “budget companion” principles. We’re setting quantified ambitions to objectively track our progress and tailor our actions.
On the strategic marketing side, we’ve launched a pilot with Spain and Italy to identify key customer targets. Although still in its early stages, this is a major focus area for BNP Paribas Personal Finance, especially given the economic pressure on household. It’s essential to define the right target segments, understand their needs, and address them with differentiated offers, contact channels, and experiences.

Customer Experience isn’t the responsibility of just one department. How important is collaboration with other functions in improving the customer experience?

Customer experience isn’t owned by one single team, it’s built transversally, with contributions from every function. Every team, every touchpoint, every decision helps shape what the customer experiences. Our role is to champion this collective vision, connect expertise, and orchestrate efforts around what creates value.

We work closely with all the teams to make customer experience a real lever of differentiation and performance. This close collaboration allows us to:

Identify major pain points and turn them into opportunities,
Design more seamless journeys,
Instill a culture of feedback and test & learn,
Align the experience with our business goals.

Our belief is that customer experience becomes a powerful lever when it is shared, measurable, and grounded in real-life context. And it’s together that we can make meaningful, long-lasting change.

What are your key challenges in the coming months?

Our first major challenge is the revival of B2C in a highly competitive environment. All country teams are mobilized to build simpler, faster, and more seamless journeys that directly reflect customer expectations and our business objectives. Technological advances are real opportunities to accelerate improvements. For example, thanks to open banking, we can simplify onboarding by eliminating the need for a payslip. With instant payment, funds can be transferred to the customer’s account immediately. These solutions not only improve perceived customer experience but also enhance operational efficiency.
A second key challenge is scaling personalized relationships and offers based on customer profiles and needs. Artificial intelligence, self-care solutions, with the app as the preferred entry point, allow us to offer a more autonomous, personalized, and relevant experience. What used to be complex and expensive is now feasible with new assets and technologies, resulting in greater value creation, better retention of high-potential clients, and optimized OPEX.

Technology alone is not enough, the human touch remains essential. Enhancing the role of our advisors is crucial: tech only makes sense if it strengthens the quality of the relationship.

That balance between digital power and human closeness is what will make the real difference tomorrow!