Christoph Schoen, CEO of Addiko Bank AD Podgorica, explains how focused banking, digital transformation and smarter capital allocation can support Montenegro’s next phase of economic growth.
Addiko positions itself as a “straightforward bank.” In a small but ambitious market like Montenegro, where growth is fast but volatility is real, how do you balance disciplined risk management with the pressure to finance expansion?
As a specialist bank focused on consumers and SMEs, we operate in a competitive market but with a very clear positioning. Our “straightforward” model is grounded in strong segment expertise and disciplined, data-driven risk management. Even though we concentrate on unsecured lending, our risk costs remain low because we invest heavily in understanding the real financial capacity and behaviour of our customers.
Montenegro is a market with strong growth potential, but also structural volatility. That is why we combine responsible underwriting with fast, simple products tailored to the needs of our focus segments. Being a niche player allows us to maintain leadership in areas where we have deep expertise, ensuring both sustainable growth and portfolio resilience.
Digitalisation is reshaping banking across Europe. In Montenegro, is digital banking primarily about efficiency and cost, or is it becoming a competitive differentiator in customer trust and market share?
Digitalisation in Montenegro is advancing steadily, and banks today offer a wide range of digital services that significantly improve efficiency and save time for clients. These services simplify everyday banking, reduce paperwork and provide a smoother, more convenient experience.
However, to fully realise these benefits, clients also need to actively adopt digital channels instead of relying on branches for tasks that can easily be completed online. For banks, digitalisation represents a substantial long-term investment, and part of our role is to guide customers toward these solutions so that the advantages are fully realised on both sides.
At the same time, we do not expect a fully digital-only banking model to succeed in Montenegro in the near future. Financial advice remains crucial, especially for SMEs, where decisions are more complex and require a broader understanding of the business context.
For us, digitalisation is therefore both an enabler of a better customer experience and a competitive differentiator. The future will likely be hybrid: strong digital solutions for everyday banking combined with accessible expertise and advisory services where personal interaction adds value and builds trust.
If you look at Montenegro in 2026 through the lens of capital allocation, where should money flow for the country to remain credible to international investors?
For foreign investors, the way capital is allocated sends a strong signal about long-term credibility. On the public side, it is crucial that the Government continues investing in infrastructure, healthcare, education and the rule of law. These areas create a stable business environment, ensure the availability of skilled labour and support long-term economic predictability.
From the financial sector perspective, financing should increasingly target the productive parts of the economy. We see significant room to strengthen support for SMEs, which represent the backbone of Montenegro’s growth potential and an important engine for innovation, employment and the green transition.
A balanced approach — combining public investment in stability and capacity with stronger SME financing — will be essential for maintaining investor confidence and positioning Montenegro as a reliable destination for long-term capital.
