Territorial
Organisation
of Castile-La Mancha and Extremadura

Origins and history

CM-E
1992

The Territorial Organisation of Castile-La Mancha and Extremadura was established at the beginning of the nineties, around 1992, driven by the need to recognise its own identity within the Bank's structure.

Its creation was motivated by business growth and by the launched of the Special Deposit, which marked a new stage of territorial expansion.

Among the initial promoters were Ricardo Moreno Benaite, the first head of Organisation for this territory, and Ramón Doval Montoya, considered the first office director in the region. Their leadership laid the foundations for a solid organisation, with a strong customer orientation and a spirit of service that has endured over time.

2014

The Organisation is currently led by Jacobo Cañellas, who has held the position since 2014.

Evolution
and changes

Adaptation to the market: Engagement with the agricultural sector has been key, offering financial solutions tailored to the specific needs of the rural and local business environment.
High-impact products: Mortgages and financing for legal entities.

Over three decades, the CLME Organisation has continually evolved, adapting to market changes and the needs of its customers.

Organisation Managers

Ricardo Moreno Benaite (1992–2003).
Luis Miguel Sánchez Albornoz (2003–2004).
José Luis Dionisio Cervantes (2004–2008).
Juan Castaño Escudero (2008–2013).
Jacobo Cañellas Colmenares (2014–present).

Featured milestones

Organisational independence (2004): under the management of José Luis Dionisio, CLME transitioned from being dependent on the Madrid Organisation (Risk) to having its own structure and staff.
Relocation of the headquarters to Toledo (2015): reinforcing its identity and proximity to the territory.
Consolidation of the agro model: with a strategic focus on the primary sector and the agri-food industry.

Current
strengths

In-depth knowledge of the local market, especially the agro-industrial sector.
Personal approach and personalised service.
Rapid response to the needs of individuals and corporate customers.
Specialisation in the agricultural sector and the human commitment of its teams, reflecting the values that distinguish Bankinter in all its regions.

Key data

Total centres
0
Traditional branches
0
Business centres
0
Employees
0
Active customers
0

Future
outlook

The main challenge

Achieving a market share comparable to that of the Bank at the national level, while maintaining its agile and efficient structure.

In the next 5-10 years

The Organisation foresees a qualitative leap driven by artificial intelligence, which will enable more efficient management and greater territorial reach.
Technology, and in particular AI, will enable a better understanding of the needs of the agro sector, more personalised solutions, and enhanced operational efficiency.
Future outlook

We’re a company that does banking differently.
Let’s keep it that way.

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