Zaid Mahmoud Ali Al Abdullatif

Senior Executive Manager Retail Banking (December 2013 - Present)
Reporting to Deputy General Manager Retail Banking and assigned to revamp the service delivery in the Retail
Banking Division

RESPONSIBILITIES
• Analyze the functions of each unit and develop new operating models aimed at improving the efficiency of each
unit
• Centralize non business functions with other divisions
• Improve the service delivery at branches
• Work with IT and Central Operations on removing operational tasks from branches by either automating the tasks or centralizing them

Temporarily assigned to manage the Bank's only branch that operates from 9am to 9pm. The BankDhofar branch at the Muscat Grand Mall is the only full-fledged bank branch that operates 12 hours a day. Assigned to convert the branch from a typical operational branch to a store that provides banking services delivering the ultimate customer experience.

RESPONSIBILITIES
 Analyze and eliminate unnecessary operations
 Develop and adopt a new branch operating model focused on delivering the ultimate customer experience
 Analyze and review the systems used in branches and their effectiveness/ease of use
 Train the staff on all products, services and systems in order to achieve the vision of having a single point of contact for customers
 Analyse and improve service delivery
 Increase the customer base

ACHIEVEMENTS
 Developed a new operating model for evening banking and large branches that has increased employee productivity
 Increase in the number of staff handling customers
 Increased the efficiency of the branch back office
 Improved the work environment at the Muscat Grand Mall Branch
 Improved the Loan Origination System
 Improved the service delivery turnaround time

Retail Banking focal point for process reengineering & for centralization projects
Retail Banking focal point for issue resolution
Member of the Retail Banking transformation team

RESPONSIBILITIES
Electronic Banking (Alternative Channels)
• Implementation of state of the art user friendly electronic channels solutions and services
• Migration of customers from branch banking to electronic banking
• Creation of tie ups with third parties for mobile commerce
• Annual planning (budget proposals) and business case preparation

Process Reengineering
• Reengineering of the credit proposal requests, approvals and disbursements
• Simplification of account opening and service requests
• Simplification of transaction handling at branches to reduce transaction completion time
• Implementation of Straight Through Processing (STP)

Centralization
• Centralization of retail operational tasks with other divisions
• Reengineering of processes scheduled for centralization

Branches
• Reduction of operational tasks handled in branches
• Implementation of a sales culture
• Improving the service delivery in branches
• Staff competency enhancement


Customer Experience
• Ensuring all products and services deliver the ultimate customer experience
• Measuring the levels of customer experience
• Ensuring that re-engineered processes deliver the ultimate customer experience


Technology
• Introduction of solutions to simplify transactions at branches
• Introduction of solutions to simplify self service
• Preparation of road maps to move Retail Banking to the next level of Banking (Bank 2.0 and beyond)

ACHIEVEMENTS
Process Reengineering
• Completely reengineered the housing loan approval process to reduce approval and disbursement from 3 week to less than 5 days
• Simplification of account opening process and electronic channels subscription
• Loan Origination System implementation

RESPONSIBILITIES
e-Banking
 Manage and increase the utilization of BankDhofar’s eServices
 Improve the Call Center’s quality and services
 Grow BankDhofar’s network of self service channels (ATMs, Cash & Cheque Deposit and Bill Payment Machines)
 Introduce new services on all e channels
 Formalize processes related to all e channels
 Provide monthly, quarterly and yearly MIS
 Plan for the introduction of Mobile Banking and Mobile related services
 Increase the number of tie ups with third parties for bill payments
 Ensure branch staff are well trained to sell e services

Core Banking from Dec 2009 to July 2010
 Review all issues related to Retail Banking in the new core banking implementation
 Review all documents related to Retail Banking in the core banking implementation
 Insure that all branch staff have completed the new core banking system training
 Insure that all branch staff have attended the monthly core banking system practice sessions
 Insure that all branches have corrected their data before each and every mock migration
 Insure that the branches are ready for the simulation and parallel system runs
 Review customizations and work around solutions
 Manage the Retail Banking’s staff which have been deputed to the core banking implementation project

Policies and Procedures
 Review and redraft the policies and procedures for all of the Retail Banking units
 Review the Retail Banking’s Operation’s Instruction Manual
 Assist in the development of the Retail Banking’s “Instruction Manual for Retail Products”

Retail Enhancement Projects
 Plan for the introduction of new services based on the capabilities of the new core banking system
 Enhance the services offered in the branches based on the capabilities of the new core banking system
 Introduce technology in the branches to minimize errors and speed up service delivery

ACHIEVEMENTS
e-Banking
 Launched BankDhofar Online, BankDhofar’s Internet Banking offering
 Recruited a new team to support all eBanking channels
 Developed all the operational processes related to e-Banking
 Enhanced customers expectation from BankDhofar e-Banking channels
 Increased the call centre service level
 Reorganized the call centre shifts to capture more calls and reduced abandoned calls while reducing the number of agents
 Increased saving deposits and loans through the call centre
 Introduced new services via BankDhofar e-Banking channels
 Coached all the call centre agents, branch employees and direct sales agents on e channel services.
 Developed the BankDhofar regional workshops program to develop the skills of branch employees.
 Created a tie up with Fuel stations to install ATMs in strategic filling station locations

Core Banking Prior to Going Live
 Took over the core banking project in December 2009 and managed to catch up in a very short period of time
 Took important decisions on behalf of the AGM of Retail Banking related to the implementation during his leave
 Managed a successful simulation and parallel runs

Core Banking Post Going Live
 Assisted in the development of the plans for supporting the branches
 Developed the processes used by the branches to report issues/request for assistance
 Formalized the new set of account/service request forms based on the new core banking system

Policies and Procedures
 My department was the only department in Retail Banking to have all policies and procedures documented
 Assisted all the Retail Banking Units in reviewing and re drafting their policies and procedure
 Analyzed the Retail Banking Lending Portfolio and re wrote the following policies: a) Personal Lending Policy b) Housing Loans Policy c) Credit Cards Policy e) Overdraft Products Policy

ACHIEVEMENTS

Business Development
• Grew the current call center with 4 agents for one entity to a total of 30 Agents providing services for 5 entities in addition to supporting the growth of the company's call centers in region.
• Successfully managed the call center and staff while maintaining a regular business development program for the company.
• Updated the training program and job description for the contact center staff.

Internet and Data Sales Manager (2006 -2007)

ACHIEVEMENTS
• Managed the new Omantel Key Accounts, The Wave Muscat, Salam Resort and Spa, The Blue City and Muscat
Golf & Country Club.
• Drove Omantel's Microsoft Hosted Exchange service and restructured the existing offering.
• Coached the Omantel Sales Team on how to effectively sell and demo the Hosted Exchange Service.

Senior Sales Expert, Fixed Line Telephony (2005 - 2006)

ACHIEVEMENTS
 Met all 15 assigned Key Performance Indicators (KPIs)
 Stopped the decline in fixed line revenue and reversed the trend.
 Drove the development and testing of new value added services and the re-launch of previous services, growing the previously stagnant business by 6% in two months.
 Managed the Omantel call centre to sell additional services. A first for Omantel, reducing queuing and increasing sales

ACHIEVEMENTS

OEM Sales
• Grew the FY 2005 OEM revenues by 100%, closing the year with more than USD1.2M.
• Grew the number of Microsoft resellers purchasing original OEM packs from local distributors, hence reducing
pirate sales and across the border sales.

National PC Campaign
• Assisted in the development the National Omani PC Campaign for Microsoft and the Ministry of National
Economy to boost PC and Internet usage in Oman
• Worked on establishing a partnership between Microsoft, Ministry of National Economy and a local vendor to produce a low cost PC for the Omani market.

ACHIEVEMENTS

Sales
• Led a successful win back campaign for a major bank.
• Won back major competitor accounts to achieve the 2003 PC quota.
• Achieved all 2004 quarterly quotas.
• Achieved IBM Sales certification within one year.