Vice President
Al Khaliji Commercial Bank
مجموع سنوات الخبرة :0 years, 0 أشهر
Represent the COO function at Executive Management Committees; ensure the correct specialist knowledge is brought in to inform those committees according to agenda requirements.
Ensure strategic objectives shaped at Executive Management level are translated into tactical business plans with mechanisms for key measurements in place to monitor progress.
Direct and manage a comprehensive re-engineering of all Standardized Operational Policies and Procedures, embedding the Operations Excellence technique, development, and Implementation.to finally service the Lean Management fundamentals.
Stream leading Technology mega projects, overseeing implementation and delivery.
Key Achievements:
Led the bank to get the PCI certification, and the renewal of same on yearly basis.
Recognized by J.P. Morgan “Elite Quality Recognition Award” for being the best bank in Qatar in processing class MT 103 STP, hitting a new record of 99% STP rating
Implemented “end-to-end” Operational Excellence, significantly enhanced TAT of various operational functions along with making a remarkable cost savings.
Enforced various control techniques, resulted in recording Nil Ops losses for three consecutive years .
Recognized by the BOD for receiving satisfactory external and internal audit rating for three consecutive years as well as Deloitte favorable report on Operations functions related to Financial Reporting.
Stream led the Operational part of mega projects like LOS (Loan originating system), M-Pay, SWIFT new standards implementation, upgrading the T.24 Core Banking System, POS and ATM reconciliations, and migration of Credit Cards core system.
Tangibly controlled Cost through tactical initiatives under new operating model.
Remarkably enhanced “Employees Engagement”.
Direct and manage a portfolio of programs to streamline operations, enhance assets, effectively maintaining ranking as the best country among those operating outside UAE. Explore opportunities in trade finance, and cash management to drive fee revenue and asset growth. Implement new system to handle customer complaints, encouraging customer focused mindset among staff. Affect change to improve existing processes such as restructuring the alignment of similar units to optimize efficiency, re-engineering the Bank wide archiving system and introducing new units to improve cash management and service. Manage the development of service level agreements with internal customers.
Key Achievements:
Stream led the conversion to Flex Cube new core banking system .
Reduced the delivery turnaround time of credit cards by 50% and related costs by 40%.
Enhanced TAT of Cards business by decentralizing “charge back” and “settlement” of Card Operations on country level.
Redesigned the approval power matrix to enforce more control over P&L, ensuring a seamless business flow.
Optimized the ATM network by adding more automated facilities like Cheques / Cash Deposit Module (CCDM), Fawry while permanently fixing the security gaps by enabling Europay of Maser & Visa Cards (EMV) security.
Introduced Operational Excellence and Lean Management to existing processes and policies.
Achieved satisfactory external audit assessment for organization’s first time since the launch of Egypt Branch.
Significantly improved Employees Engagement Score on ‘Gallup’ EE system.
Appointed to deliver two major objectives; first to centralize all payments operational functions, second to restructure, develop and establish an operational infrastructure to comply with the organizations strategy towards their existence in Egypt. Managed the branch network operations (69 Branches and430 subordinates), including treasury back office, Checks Processing Center, Remittances, Mutual Fund, Commercial Receivables (Trade Bills and Post Dated Checks),
Segregated operations and retail, and migrated all operational activities for 65 Branches, and 400 subordinates. Embedded robust control criteria and developed standardized procedures in line with emerging markets. Collaborated with COO and corporate headquarters to evolve, and recover Branches’ operations from failure status resulting from expansion. Amalgamated the operational functions across all networks through introduction of new operational infrastructure. Assisted with establishing a systematic complaints’ module and introduced process to promote cross-selling. Received “Green” rating following the auditing course performed by company’s central audit unit.
Represented 8 large branches and 127 subordinates during “Basel II” Operations Risk Management, implementation. Reduced headcount by 20% and increased the rate of cross-selling by 25%. Implemented universal teller concept and empowered staff to optimize productivity and reduce TAT.
Managed teams, and transitioned staff to a new core system. Attended senior management meetings, prepared and performed presentations for the Board of Directors. Exceeded retail target and increased clientele by 42%. Reduced variable expenses by 15% and received satisfactory audit report during functional auditing course.
Managed the branch opening project, represented the Bank in the selection of contractors, and acquisition of fixed assets as well as interactions with landlord. In the first year, improved existing client base from 0 to 10500 and in less than 5 years, achieved break-even exceeding five year projection. Achieved a “satisfactory” audit rating and exceeded the branch retail target and Net Financial Revenue.
Master Degree in Banking with an @Excellent@ Grade
Good
