Peng Xiao

We are almost...

three months to go and then the vast majority of the job is done.

But we look forward for a resolution also.

This point in time, to be fair, nothing because, you know, executing the integration is the top priority.

We cannot be complacent, although 90-85% is done.

The last 15% is as important.

We still need to take out 3 billion of cost and finalize the restructuring.

And then we can...

We are prepared for growth, and that's the reason why we are investing top line, but also in efficiencies, AI, and how we can become better and stronger.

Where do the costs come out?

Are you satisfied with the size of the workforce?

Does more need to be done on that side of things?

There is still, unfortunately, a big chunk of the savings are going to come by disconnecting all the IT systems, data centers, but also there is a painful part on the account, but it's within what we always announced.

So, I think the direction of travel is set.

Well, we always need to be open.

I think the word is not...

You know, my job is to prepare and to present to the board as many candidates possible internally, and the role of the board is to also evaluate external candidates and find the best solution for the future.

But I would say the bank is very strong, my team is very strong, and I do believe that, you know, an evolution is what we need.

It's probably not a revolution, but, you know, it all depends.

What's the timeline for that process now?