Profile of Rabih Nassrallah, Project Management and Integration Manager in the Payment Engine Resources Division (the division in charge of payment factories).


What is your professional background?
I came to France in 2001 to continue my studies and earn a degree in computer science engineering at UTC (Université de Technologique de Compiègne). After completing a PhD in networking at UTT (Université de Technologique de Troyes), I taught programming and networking for three years. As I recall, in our various engineering degree programmes, women made up about 30%.


When and how did you join Transactis?
I joined a service company specialising in new technologies, which asked me to work on a project to deploy a KYC (Know Your Customer) tool in the Information Systems Division of Societe Generale in 2017. In 2010, the Risk Department under Societe Generale’s ISD recruited me as an information systems project manager, and I joined the payments department in 2014. I moved to Transactis to take up my current position in the context of building the Societe Generale and Banque Postale shared payment platform.


How do you perceive gender diversity at Transactis? How are women represented within your scope of responsibility?

I oversee three teams of 68 people. My teams are involved in project management (projects, change and run), technical integration and technical and functional integration testing.

The number of women in these teams has risen steadily, from three in 2014 to 15 today. Women make up 22% of the total workforce in my division. Of our six operational managers, three are talented women.

This increase is encouraging, but we need to continue our efforts to attract new female talent on the basis of their skills and, of course, with equal pay.


What do you think would be the optimum formula for attracting new female talent to your team?

Personally, I think that in our professional setting, we should be careful to ensure that women and men are treated equally, especially in terms of responsibilities and remuneration. That is exactly what I practise in my teams.

In addition, we must continue working to develop women and men. That includes training and offering them interesting and relevant projects. It is an achievable goal in the ever-changing world of payments.


What is the main challenge in on-boarding women into your teams?

One of the main challenges in our business is resilience while facing stress. The banking business we manage is vital to our customers. As a result, teams are exposed to stressful situations if there is a production incident or when deploying major projects. Thus, our female managers are exposed to this stress, just as the men are, and clearly they handle it with equal aplomb.


Some final comments

The gender mix in my teams confirms that this line of work is not just for men. Both the male and female managers on my teams handle their responsibilities with the same commitment and the female managers are in well-deserved strategic positions. They hold high-pressure jobs and, when the business demands it, they are on call and work at night.


I’m not an established feminist – I like balance – but I think that gender diversity in teams is a real asset!