Transforming Commercial Management and Administration in Corporate Banking - A Post-Merger Story

By Águila Griega

It’s 2000, and I’m on vacation when the news of Bancomer’s sale to BBVA arrives unexpectedly.

Upon returning to work, I face uncertainty as the merger raises questions about our future direction.

A new team is formed to tackle this challenge, and

II’m selected to join the effort. It’s called Commercial Development.

During a training session at the Credit Risk Unit, we watch The Matrix, and the facilitator issues a clear call to action: “Blue pill or red pill—reality or fiction?”

I choose reality, taking on the Deputy Directorate of the Management and Administration Model, the area responsible for adapting and implementing the new commercial framework for sales administration and execution.

This model is built on three pillars to establish clear routines in the commercial processes of the corporate sales network:

• Objectives: Define precise sales and business targets for each level, from annual goals to monthly milestones.

• Plans: These targets are translated into concrete actions through Office Management Plans and Personal Management Plans, known as PGO and PPG, tailored for each office and corporate executive.

• Follow-Up: An accountability framework with structured reviews—weekly and monthly, daily for those falling behind—between divisional directors, office managers, and account executives.

For three years, from 2000 to 2003, we conducted training courses and visited 100 branches to integrate this model nationwide.

Discipline is key, with adoption at all levels—including senior management—turning resistance into progress.

It’s an honor to recognize Guillermo Estrada, Benjamin Medina, and Mario Diez de Bonilla, among many others, for their leadership and determination in this transformation. Plus, we had a blast under “Billy’s” leadership.

By 2003, the results are clear: increased productivity, loan applications, and client engagement reflect the model’s initial success.

This achievement earns us the “right to win,” a crucial milestone on our journey.

The next chapter is evident: we aim to become leaders in Mexico’s corporate banking sector.

Reflecting on this, three lessons stand out today:

Adaptability to a new strategy: 

• The merger demanded flexibility, and we responded with agility.

• Clear plan: The “Management and Administration Model” provided a structured path forward.

• Discipline in execution: Consistent effort at all levels drove lasting results.

Yes What transformation have you led, and what did you learn? Share below! 👇 already