General Director of BASE Bank.
I see in the following months a period where constant change and adaptability will define the rules of the game in the corporate and business field in the country. In the midst of these processes and their antecedents, the Mexican banking sector has demonstrated notable strength and unity to accompany these groups.
At different times, the country’s banks have not only maintained strong financial stability, but we have also strengthened collaboration with our clients and union cohesion. This resilience is reflected in our ability to adapt strategies to new realities and rules of the game to continue offering an excellent service for the society we serve.
On this occasion, I reflect on our unity during times of inflection. Amid the opportunities that exist in the country, I see that the Mexican banking sector can face any transformation process. Today, the bulk of our sector focuses on banking services for individuals, which has caused growth that has not been homogeneous towards users. The main challenge is the significant gap in financial inclusion that remains a structural challenge.
Our system is characterized by its solidity and ability to face any crisis. This framework of stability has been evidenced during events such as the Covid-19 pandemic, where thanks to the support of the Bank of Mexico, the Mexican banking system avoided significant insolvency and liquidity problems. In the case of corporates, this strength is crucial when considering risk management and long-term financial planning.
In recent years, the emergence of Fintech has added a layer of complexity and opportunity, but far from being mere competitors, these technology companies have become strategic allies that enhance operational efficiency and offer new solutions.
In the context of foreign trade, there are some Fintechs that are helping to streamline processes such as financing for the export and import sector, as well as currency risk management, providing tools that allow treasuries to quickly adapt to a changing environment. For this reason, we have opted for a specialization approach that has become a competitive advantage and has led us to the desired profitability and efficiency. This model not only improves operational efficiency, but also offers companies greater predictability and speed in their international operations, a critical factor in a volatile environment.
On the other hand, digital transformation in banking is not only a matter of technological modernization, but a necessity to maintain competitiveness in an increasingly digitalized environment. In that sense, cybersecurity issues, in particular, have become a priority issue, especially after cases that have affected the sector. Investments in technology and continuous improvement of cyber defenses are now essential components for banks and anyone handling sensitive data.
I see finding a balance between specialization, technological adaptation and proactive risk management as key to navigating future transformations. As we move into an increasingly dynamic environment, our ability to adapt, collaborate and transform will allow us to not only survive, but thrive.
Financial inclusion remains a pending challenge, but with renewed focus and strategic alliances, we can expand access to financial services for all sectors of society.
It is through specialization and technological innovation that we reaffirm our commitment to being a fundamental pillar in the economic development of the country.
