An interview with Kieran Powell
Customer-centric focused.
Technologically savvy + adaptability and resiliency.
Strong regulatory and compliance knowledge.
Ethical leadership, integrity and people skills.
Financial acumen and risk management.
In today’s rapidly evolving financial landscape, the role of C-level leaders in banks is more critical than ever. These leaders must navigate complex regulations, drive innovation, maintain financial stability, and foster a strong organizational culture. What does it take to be an effective leader at this level? We had the pleasure of interviewing Renaud Rodrigue, VP, Industry Sales Banking, Ricoh USA, Inc.
Renaud Rodrigue serves as VP, Industry Sales Banking. He brings more than 30 years of sales and service experience to the role where he utilizes his deep expertise in strategic sales to help strengthen client relationships. Focused on Ricoh’s mission of empowering digital workplaces, Rodrigue serves as the executive sponsor and is responsible for developing strategy and multi-year business plans with Ricoh’s largest financial services strategic customers, resulting in mutually beneficial business partnerships.
Prior to his current role Rodrigue served as Vice President, Strategic Sales as well as Vice President of Higher Education for Ricoh, where he was responsible for developing and executing Ricoh’s higher education go-to-market strategy with a primary focus on creating educational services and solutions. He identified strategic partners, managed a dedicated sales and support organization, and served as an executive sponsor to some of Ricoh’s largest educational customers.
Rodrigue has held a variety of sales, sales management and leadership positions at Ricoh, including: National Director, Higher Education; Marketplace Vice President; Strategic Director of Sales; Area Director of Sales; and Director of Sales Operations.
Rodrigue earned a bachelor’s degree in Industrial Labor Relations from SUNY Potsdam.
Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” better. Can you tell us about your ‘backstory’ and how you got started?
When I first entered the business world out of college, I was mostly inspired by my father, one of the greatest sales professionals I ever knew. For that reason, I started my professional career as a sales professional. I looked for an opportunity where I felt I would get the best training and preparation for long-term success. I started my career with a company called “A-COPY,” the largest independent copier distributor in the country. I was fortunate to be surrounded by a culture of learning, great customer service and some of the best leaders I have ever worked with!
Is there a particular book that made a significant impact on you? Can you share a story or explain why it resonated with you?
I have many books that I have been introduced to through the years of leadership courses I have attended. I find it’s the combination of all the books, principles and approaches that provide you with the ability to craft your own style of leadership. I often look back through many of the staples when I need inspiration, to name a few: “Execution” by Larry Bossidy & Ram Charan, “Good to Great” by Jim Collins, “The Coach” by Stowell & Starcevich, “How the Mighty Fall” by Jim Collins, “Tribal Leadership” by Dave Logan, John King and Halee Fischer, and “Wright; Playing to Win” by A.G. Lafley and Roger L. Martin. “Playing to Win” has probably had the greatest impact for me as a leader, introducing the importance of winning as a choice starting with defining a winning aspiration. I learned that not all wins are worth winning and the importance of leading my people to stay focused on aspirational choices.
None of us can achieve success without some help along the way. Is there a particular person you are grateful for who helped get you to where you are? Can you share a story?
I have had many great people impact my career; however, one had a profound and lasting impact. He was a Regional President who first mentored me as I transitioned from an individual contributor to a leadership role. I was very successful at the time in a selling role and didn’t understand how different leading would be. I assumed based on all my success I should be granted a high-level leadership role. This person coached me into an entry-level leadership role explaining the benefit of a low-risk opportunity, so I could fail. That job has given me one of the greatest learning experiences and the ability to shape my leadership skills without fearing failure.
Can you share a funny mistake that you made when you were first starting out?
Funny mistakes usually aren’t funny when they first happen. In one of my first leadership roles, I had the responsibility to lead quarterly recognition meetings. The very first meeting I stayed up all night preparing my presentation. I was so nervous, and as I was about to start the meeting, I realized I didn’t have my presentation. It was a crash course on winging it! At that point in my career, I was not prepared to wing it and learned to always know your material and have a backup plan!
How do you define “Leadership”? Can you explain what you mean or give an example?
I believe leadership is the ability to motivate, inspire and guide individuals or teams toward a common goal. It involves establishing a clear vision, providing necessary resources and support, and listening empathetically while creating an environment where everyone feels valued and empowered to contribute their best. True leadership is demonstrated through actions and integrity, which build trust and encourage others to reach their fullest potential. Additionally, effective leadership involves creating an environment where it is acceptable to make mistakes. Being open about your own errors sets a tone where team members feel safe admitting their mistakes and learning from them. This openness fosters innovation and continuous improvement, as individuals are not afraid to take risks and try new approaches.
Can you share an example of a challenging decision you faced as a leader within the financial services industry and how you navigated it?
As the leader of Ricoh’s financial services vertical, I am faced with challenging decisions every day. Ricoh has a tremendous history of success and a vast customer base in the FS space, and I find the most challenging decisions are determining new growth areas that will benefit our customers most without disrupting the success already in place. Fortunately, Ricoh has the benefit of strong customer council and advocacy to build market POC’s and identify early adopters.
How do you suggest banks balance regulatory compliance demands with the need for innovation and growth?
Balancing regulatory compliance with innovation requires a strategic approach to integrating both elements into the financial institution’s core operations. To achieve this, financial institution stakeholders must collaborate closely with compliance teams and include them in innovation and digital transformation discussions. This ensures that all technological advancements are innovative, efficient, secure, and compliant.
Establishing a dedicated team that focuses on regulatory changes and compliance integration is essential. By leveraging advanced technologies such as AI automation and machine learning, banks can automate compliance checks and reporting, freeing up resources for innovation. Also, fostering a culture of continuous learning and collaboration between compliance and IT and innovation strategy teams leads to developing solutions that meet regulatory requirements while driving growth and efficiency.
This collaborative approach helps FSIs stay ahead in a competitive market, ensuring that innovation does not come at the cost of regulatory breaches or security risks. It creates a harmonious balance where compliance and innovation work hand-in-hand to achieve the bank’s strategic goals, keeping consumers monies safe and data protected, while offering products and services to remain competitive.
How do you foster a culture of ethical behavior and integrity within your organization?
A culture of ethical behavior and integrity starts with leadership setting the tone from the top. At Ricoh, we ensure the “Ricoh Way” philosophy and values are clearly communicated and integrated into our daily operations. Regular training sessions on ethical practices and integrity are mandatory for all employees. By recognizing and rewarding ethical behavior, we reinforce the importance of integrity. Open communication and transparency are crucial, and we make it a point to regularly engage with employees at all levels to discuss ethical challenges and how to handle them.
What strategies do you use to stay ahead of industry trends and which strategies do you encourage banks to adopt to remain competitive in the market?
For us and my team, staying ahead of industry trends involves a combination of continuous learning, networking, market data, and our relationship with our customers. We regularly attend industry conferences, participate in webinars and learn from industry publications and key analyst reports that keep us educated and focused on the latest developments in FS. For financial institutions, we encourage adopting a proactive approach to innovation by investing in R&D and collaborating with fintech startups and strategic partners as they evolve their digital transformation strategies. Embracing digital transformation and focusing on customer-centric solutions are key strategies to remain competitive. Additionally, using predictive analytics to anticipate market trends and customer needs can help financial institutions stay ahead of the curve.
Describe your vision for Ricoh in the Banking space
Our vision for Ricoh in banking is to become the leading provider of innovative, secure, and efficient document management, IT solutions, and data analytics. We aim to empower financial institutions by enhancing operational efficiency and workflows and structuring unstructured data to improve customer experience. Leveraging our cutting-edge technology, we streamline processes, reduce costs, and ensure compliance with regulatory requirements.
By offering customizable solutions tailored to the unique needs of each financial institution, Ricoh helps banks navigate their digital transformation journeys. Our commitment to sustainability and reducing environmental impact aligns with the increasing emphasis on corporate social responsibility within the banking sector. Ultimately, we envision Ricoh as a trusted partner, enabling banks to achieve their strategic goals and drive growth in an increasingly competitive market.
What are “5 Things You Need To Be A Highly Effective C-Level Leader Of A Bank”?
As a Leader of Ricoh’s financial Services vertical, it is critical to understand these principles and ensure everything you do supports them. Earlier I referenced the book “Playing to Win,” which describes the importance of aspirational choices. Your aspirational choices must include these elements to be successful in the banking space.
- Customer-centric focused.
- Technologically savvy + adaptability and resiliency.
- Strong regulatory and compliance knowledge.
- Ethical leadership, integrity and people skills.
- Financial acumen and risk management.
How can our readers further follow your work?
You can follow my work via LinkedIn https://www.linkedin.com/in/renaud-rodrigue/
Thank you so much for sharing these important insights. We wish you continued success and good health!
About The Interviewer: Kieran Powell is the EVP of Channel V Media a New York City Public Relations agency with a global network of agency partners in over 30 countries. Kieran has advised more than 150 companies in the Technology, B2B, Retail and Financial sectors. Prior to taking over business operations at Channel V Media, Kieran held roles at Merrill Lynch, PwC and Ernst & Young. Get in touch with Kieran to discuss how marketing and public relations can be leveraged to achieve concrete business goals.
Renaud Rodrigue Of Ricoh USA: 5 Things You Need To Be A Highly Effective C-Level Leader Of A Bank was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.