Asman Bank
Deputy Chairman of the Management Board and Chief Financial Officer
Viktor Shpringel has more than 25 years of experience in the banking industry. Throughout his career, he has specialized in strategic management, finance, business development, and the transformation of financial institutions.
Over the years, he has held senior leadership positions at the Bank of Russia, VEB.RF, International Moscow Bank, VTB, KPMG, MTS Bank, Svyaz-Bank, Investbank, National Standard Bank, Post Bank, and the Eurasian Development Bank. In these roles, he was responsible for strategy, financial management, business development, and organizational transformation initiatives, while contributing to projects focused on process optimization and the enhancement of corporate governance frameworks.
During his time at KPMG, Viktor worked on business consulting projects for financial institutions, helping organizations improve operational performance and strengthen their management models. He later continued to lead banking development and transformation initiatives across both commercial banks and development finance institutions.
From 2021 to 2023, he headed the Treasury Department of a commercial bank, overseeing liquidity management and the effective allocation of financial resources. Between 2023 and 2024, he led a major banking transformation project at TA Consult, focusing on management system development and the improvement of internal business processes and organizational efficiency.
Since August 2024, Viktor has served as Deputy Chairman of the Management Board and Chief Financial Officer of Asman Bank. In this role, he is responsible for the bank’s financial strategy, resource management, and the continued development of its finance function. He plays a key role in initiatives aimed at supporting the bank’s growth trajectory and further strengthening its management framework.
Viktor’s expertise spans strategic development of financial institutions, corporate finance, financial planning, performance management, banking transformation, and project management. His career combines experience across commercial banking, international financial institutions, consulting, and public-sector organizations, providing him with a broad perspective on the challenges of financial sector development—from strategy and financial management to the successful execution of complex transformation initiatives.
KPIs can help banks execute their strategy — or encourage employees to perform exceptionally well at tasks that contribute little to strategic objectives. The difference lies in how performance indicators are linked to budgets, projects, departmental accountability and employee incentives. Viktor Shpringel examines how banks can build these connections and the most common mistakes made when implementing KPI frameworks.
