EN 
ES 
Competition does not have to do with what we
traditionally know but with what is to come
Rodrigo Roblero was appointed as the General Manager of Depósito Central de Valores in April 2021 and has become the successor of Fernando Yañez after 28 years leading the institution. In this interview, he talks about his first months in charge of the Company, analyzes the changes experienced by the sector, and describes the main challenges for DCV.
"This global change is an enormous opportunity for us. We have to search and find opportunities in this process of large structural changes." With this vision as his aim, Rodrigo Roblero has been leading Depósito Central de Valores since April. These months have been marked by putting the finishing touches on the DCV Evolution Project and getting to know and coordinating the human aspect of the Company with the business side. "The big challenge here is how to join these two aspects together. Especially when you have big tasks to undertake, the question then becomes: How do you create mobilizing teams?"
What did it mean to you to take over the leadership of DCV?
Clearly, the period in which I became the General Manager of the Company was very challenging, with considerable changes in the country added to a pandemic that does not seem to go away. Although the experience and knowledge that I acquired in my previous roles at DCV will be of great support in this new position, I have started an internal change process to lead the challenges that we will face in the future as a Company. The transformation process that we are currently experiencing does not only involve technological platforms, but it also involves a cultural change. There is no doubt that the ability to create opportunities for development and innovation becomes vital. Our collaborators, who are highly committed and professional, will play a key role in this transformation process and are in line with the strategy that we all built together in 2020. These guidelines are intended to lead us until 2024. Finally, it must also be mentioned that the challenge of setting up a new corporate governance model has been crucial in democratizing the decision-making process. This is a process where we are moving forward, and we still have a long way to go.
What has it meant to you to lead this Company remotely?
Of course, it has been an enormous challenge, and it is part of the cultural shift that we are currently experiencing as a new way of working and relating to other people.
During the most challenging months of the pandemic, the only human voice (or at least something similar to a human voice) that I heard here at the office came from the temperature scanner. This is an example of how this new way of working changes how we relate and communicate. Leading involves communicating effectively, and therefore it is a great challenge that we have as an organization. It changes how we operate and how we have to adapt to a new way to relate to each other and work as a Company. How do you effectively connect all of us who work at DCV, our teams, affections, feelings, etc.? Our Company's role in this sense implies a significant cultural transformation and new ways of working. At DCV, we are working on that, and I hope to develop a way of working that allows us to move along with the challenges that we will face in the future.
What are the challenges that you see for DCV in the future?
Without a doubt, the biggest challenge that we have in the short term is starting up our technology platform and then stabilizing it. This journey that we started almost three years ago is reaching its end. This project has been a "marathon," but we are approaching the finish line. I want to connect our teams with this image of crossing the finish line, with the satisfaction of being able to say, "We did it." The DCV Evolution project impacts the capital markets sector. We are sure that our clients will enjoy a much better experience and that it will also allow us to make new businesses in the future.
Another meaningful change is the transformation and improvement process of the DCV Registros services. This business represents 20% of our income at a consolidated level, and it has grown considerably in recent times. The aim of the project that we have called "Last Mile" is to develop this business comprehensively by improving its processes, optimizing the way of doing things, and providing a substantial improvement for our clients.
And what about externally?
We are highly committed to finding new businesses for DCV and its subsidiaries. We believe that this change process experienced by the capital markets can become an opportunity to find new areas and offer new added-value services to our current and potential clients. Nowadays, competition does not have to do with what we traditionally know, but with what is to come. The capital markets business model will change. It is already changing with the rise of Fintechs as key players in the payment market and other aspects of the financial industry. At DCV, we are strongly committed to creating value for our clients, and therefore, we must adapt to this reality. This requires a high level of flexibility and expeditiousness. We have great opportunities for the future, and we must work hard to capitalize on them.
News Center
