Coffee break with Stefan Wenge

Keeping Solaris safe, raising six kids, and recharging in the woods

Interview: Marina Burtyleva

Interviewee: Stefan Wenge

For this edition of Coffee Break, we reflected on Stefan’s journey at Solaris, his role in non-financial risk management, and what makes Solaris truly unique for him. From diverse teams to a hands-on working culture, here’s his story.

When did you join Solaris, and what was your role then versus now?

Stefan: I joined Solaris in April 2023 as Head of Operational Risk Management.

Exactly one year later, the Head of Risk left the company, and our CRO decided to restructure risk management into two distinct areas: non-financial risk management and financial risk management.

I was asked to step into the non-financial risk management lead role, initially on an interim basis. However, after evaluating the structure, it was decided to make the role permanent, and I officially took on the Director of Non-Financial Risk Management position.

My team has expanded from 7-8 people to 19 persons, and it’s incredibly diverse. I’m actually the only German in the team. Our team members come from different continents, bringing unique perspectives and experiences. I truly appreciate and enjoy working in such a diverse team.

How would you explain your job to other colleagues?

Stefan: In simple terms, my job is to protect the company from financial damage, which means losses coming from ineffective controls, process failures, human error, security and resilience issues, fraud attacks etc.

Non-financial risk management includes:

1. Operational risk management: Risk and control self assessment, loss events, key risk indicators, MOPS (Modification of operational processes and structure)

2. Information and business resilience: ICT risk management (DORA), information security, business continuity & crisis management

3. Internal control systems: Control inventory, control framework, control library, control testing, enhancement and monitoring

What do you like most about Solaris?

Stefan: There are many aspects I appreciate about Solaris, but if I had to highlight the top three:

• Culture & Diversity: this global mix of cultures makes Solaris truly unique.

• The Way We Work: There’s a strong culture of appreciation and open communication. We don’t need to go through strict hierarchical chains. We can address topics directly, solve problems efficiently, and work in a solution-oriented way. Mistakes are seen as opportunities for learning, not as something to be punished.

• Autonomy & Governance: Unlike traditional banks with centralized governance from a head office, at Solaris, we have the freedom to shape our own governance and best practices. This allows us to be more creative and flexible in how we operate.

Having worked in other banks, I can confidently say Solaris stands out as the best in terms of culture, collaboration, and dynamic work style.

What makes Solaris unique?

Stefan: I already touched on diversity and culture, but location is another key factor.

Our office sits at the former border between East and West Berlin, which carries historical significance. During the warmer months, standing on our balcony and overlooking the city after a day of work is a truly unique experience.

But beyond the location, what truly sets Solaris apart are the international talents. We have people from nearly every continent: India, Africa, South America. Their willingness to take risks and adapt brings a unique energy to the company.

Many have relocated their lives to join Solaris, showing a level of commitment and ambition that I deeply respect.

What areas should Solaris improve, and what makes you confident we’ll get there?

Stefan: We’ve already made huge progress in recent months, but three key areas will define our future success:

A stronger financial foundation. With our latest funding round, we now have a stable financial structure and two strong shareholders – SBI and Börse Stuttgart Group– which will provide long-term sustainability.

Cost discipline & risk governance. In the past, cost discipline was a weakness, but now we have clear budget thresholds, transparency, and accountability. The same applies to risk management, where we’ve enhanced our governance, onboarded top talent, refined processes, and re-defined roles and responsibilities.

Sustainable commercial growth. Our business strategy is now focused on quality over quantity. We aim to partner with medium and large businesses, ensuring mutual benefits, rather than working with too many small partners. Unlike before, where strategies weren’t always clearly defined, we now have a structured and disciplined approach and I’m confident this will take us forward.

Final Thoughts?

Stefan: My journey at Solaris has been incredibly rewarding, and I truly believe that we are on the right path forward.

With the right people, a strong financial foundation, and a disciplined approach, we have everything we need to succeed and grow sustainably. And, of course, I’ll continue enjoying walks in the woods, fishing, training at the gym, and spending time with my family along the way!