Like him he spent all of his career in Green Bank

The fight looks intense. Sunday morning at Draguignan, "osotogari", "iponseoinage" and "ouchigari" will be chained. A little tense but determined, Philippe Brassac will multiply catches of judo with five fighting three minutes each to win points necessarily needed a third Dan black belt in judo. "It may be my last competition on the work that expected me the Federation... especially if I finished my third dan", somewhat regretted the alternate of Jean-Paul Chifflet as Secretary General of the National Federation of agricultural credit (CANF). Irony of history, Philippe Brassac had already had the opportunity to replace Jean-Paul Chifflet in 1999 a national position: the Director of relations with regional caisses in the former National Fund, now Credit Agricole SA (Casa). To this original Nîmois who kept his southern accent, common points with Jean-Paul Chifflet does not stop there. Like him, Philippe Brassac sharing the love of the heavy-duty motorcycles, "but the true", says it not without humour, the Japanese, at the expense of the Harley Davidson appreciated by his predecessor, who will become its General Manager side of Casa March 1.

"The utility, the true law of the market."

Like him, he spent all of his career in Green Bank. In 1982, graduated from national school of statistics and economic administration (Ensae) and the DEA of mathematics in Pocket, he postulated the regional fund of the Gard, where he did his graduation internship a year before. He enters then as Chief of service credit, then rises progressively in rank. When in 1994 Deputy Director-General, it will nevertheless be to the Fund, not very far, Alpes-Maritimes, merged since with those of the departments of Var and the Alpes. The "route" of the executives of the group is so that it promotes mobility between entities.

After his visit to the National Fund, he returned in 2001 to fund regional Provence - down, to take this time branch. It will develop an idea that is at heart, that of the "Bank custom for all" otherwise known as the "BPPT." The concept A project of business oriented customers that is inspiring for all employees, but formulated without specific horizon no goal to achieve. Its central idea is to be at the service of the client and to provide "good products at the right time." "The deep conviction that inhabits me since my entry to the Crédit Agricole, is that the purpose of a business, it is to undertake is to participate by the process of innovation in the material progress of society.". If a company is not useful to customers, then it disappears. "Utility, this is the true law of the market", he assures.

With decidedly no fear of the fighting, its project move it in 2003 to make a radical decision, very widespread in the sector: no longer pay the business based on the types of products they offer to the customer. "Make such a decision means renounce any horsehair optimize revenues, to consideration of the sustainable livelihoods", he assures. His Fund, the only one of the Credit Agricole to have adopted this model, is not the most profitable time - with a coefficient of 56 it appears even in the low range-, but Philippe Brassac assumes as much more easily that its bank had safely crossed the financial crisis. The net result 2009 should move closer to EUR 105 million, or a higher level than that of 2008 (103 million).

This view of things, presented to his peers during his loincloth cam elections he hopes now to disseminate it in all of the Credit Agricole, Casa, without to much to impose its methods. "If there is a message I want to export agricultural credit is that to say that a banking strategy is first a client strategy." It is the usefulness of our services to them which is that we continue to attract customers. "Back to the fundamentals in short.