Ammar Daghlas

DESIGNATION CHRONOLOGY:
• Jan 2006 - Present: Head of Portfolio Analytics & Strategic Planning (Collections & Special Assets Management);
• Jan 2002 - Jan 2006: Collections MIS Officer (Collection & Special Assets Management)
• Jan 1999 - Jan 2002: Customer Service Officer (Trade and Finance Department)

HIGHLIGHTS:
Strategic Plan Implementation (Collections Department):
• Formulated and executed the collections department strategic plan for 2011 - 2013 aligned to the bank’s global vision.
• Carried out macro and micro level analysis (SWOT, PESTEL, Value Chain) to determine key focus areas, developed Balanced Scorecard that defined KPIs and SMART objectives.
• Key benefits derived through plan implementation included significant boost in collections process efficiency, reduction in cost and delinquency ratios, with an accompanying increase in revenue and profits.
Organizational Restructuring of Special Accounts Management Department:
• Led the project for revamping the Special Accounts Management Department to enable implementation of functional as well as dynamic structures that facilitated a smooth workflow, and increased productivity and operational efficiency.
• Deployed multiple process control points that helped achieve excellent accuracy and also identified potential problems so that corrective actions were initiated in time.
• Transformed the process of customer relationship management from the earlier product/account one to a more contemporary one that led to effective customer interactions, increase in customer satisfaction scores and reduction in headcount required to manage delinquent portfolios.
• Established HR procedures whereby highly competent candidates with proven track record of performance were placed in key positions in the department; this led to the department achieving its KPIs consistently.
Quality Management Initiatives:
• Credited with developing and implementing the Quality Management Models for retail and non-retail collections.
• Carried out root-cause analysis to detect process lacunae, fostered a culture of high performance and deployed best practices.
• Used in conjunction with quality performance indicators, these models improved quality of collections process, and subsequently productivity by 30%.
• Additionally these models also helped in ascertaining monthly incentives in an objective manner.
Al Etihad Credit Bureau Project:
• The credit bureau project driven by Al Etihad Credit Bureau Authority (sponsored by Ministry of Finance and CBUAE) was implemented across all financial institutions and services companies within UAE.
• Designated as one of DIB main stakeholders (representing special assets management department), who were assigned to implement this project within DIB as per the standards of Al Etihad Credit Bureau Authority.
• Key role was data mining and analysis - identifying data sources (for delinquent portfolio), defining data extraction methodology and writing UAT (User Acceptance Testing) scripts.
• Fixed bugs and technical issues, brought the system online and carried out enhancements as required.

HIGHLIGHTS:
Core Banking System Project:
• Member of the team that planned, executed and deployed the project to improve banking processes and procedures.
• Developed daily interface files that facilitated speedy and accurate transmission of data between new core system and the debt collection system.
• Developed and implemented a dynamic Blacklisting model (meeting CBUAE norms) that provided a clear indication of potential defaulters, and reduced risks posed by individual and corporate customer accounts.
• Facilitated automatic blacklisting as per prescribed criteria and also deployed manual blacklisting tools as per government regulations.
Played a key role in creating new automated functionalities and processes that facilitated blocking / unblocking of delinquent customer accounts and increased probability of recovery.
• Customized the provisioning model to automate calculation of Retail Portfolio Provisions on daily basis, and posting of related entries in General Ledger.
Intellect Collect System Project:
• Planned and spearheaded automation of processes in the Special Accounts Management Department that led to numerous operational benefits.
• Reduced delinquent portfolio by 35% within the first year of deploying the Intellect Collect System, and decreased cost of collection by AED 13 million.
• The system facilitated very reliable portfolio performance analytics that helped management in making informed decisions.
• The system maintained excellent accuracy in measuring staff performance.
• The department was able to consistently meet performance expectations and maintain process efficiency that inspired confidence in the management to dilute the DIB credit policy towards new customers segments.
Outbound Dialler System Project:
• Conceptualized and managed the deployment of this system that efficiently managed all communication carried out across different platforms such as telephone (outbound calls / inbound), email, mobile texting, blaster campaigns and IVR.
• The system aided in controlling and managing large delinquency flow volumes without increasing the headcount in the department.
• Key benefits accrued included a huge dip in the cost of collections, reduction in risk, and productivity enhancement of collections executives.
Awards:
• Recipient of numerous awards that include-
- Special Award by MD - CEO for Core Banking System Project
- Special Award by SVP - Head of Collections for Provisions Calculation Models
- DIB Excellence Award (Best Project) for implementing Intellect Collect System
- DIB Excellence Award (Best Project) for establishing Collections Call Center

KEY RESPONSIBILITES:
Strategy Planning & Implementation:
• Collaborate with the top management for developing and implementing strategic plans of the Special Accounts Management Department that are aligned to the bank’s overall annual business goals, vision and mission.
• Assess market trends and business expansion potential, provide growth and delinquency forecasts, monitor changes in existing regulations or introduction of new ones with a potential business impact and ensure compliance with these guidelines.
• Deploy tools such as SWOT Analysis, Value Chain Analysis, PESTEL Framework & Integrated Diagram to analyze and improve business functions and processes.
• These include Organizational Restructuring, Strategic Initiatives and Processes Re-engineering, Capacity Planning, Training, New Technology Implementation, Existing Technology Enhancements, Budget Estimation and Cost Management.
• Review strategic plan progress at regular intervals and verify that the plan was on track to deliver expected outcomes.
Project Management:
• Collaborate with the IT Project Management Office to plan and spearhead projects for implementing new technologies in the Special Accounts Management Department that would improve process efficiency and accuracy.
• Evaluate system’s operational performance and direct existing system upgrade and improvement projects for systems such as Flex Cube (I-Flex), Intellect Collect (Polaris), Out Bound Dialler (Genisys) and Power-Card (HPS).
• Assess current and future operational requirements of the department and develop and deploy new systems that can meet these requirements; define I/O, processes, views, reports, relations, validations etc. for the new systems.
• Define project scope, gather requirements, establish technical specifications, conduct GAP analysis and prepare Functional Requirement Specifications (FRS) and Business Requirements Documents (BRD).
• Monitor User Acceptance Testing (UAT) of the newly implemented system, create UAT plan, identify test scenarios, develop test cases, prepare test data, run test and confirm results.
• Set access protocols and permissions on the system and administer the Access Roles Matrix of the department, ensure only authorized departmental personnel can access the system to execute daily tasks.
• Represent the Special Accounts Management Department during project meetings and discussions called by the IT PMO.
• Drive improvements and enhancements in the system to improve departmental efficiency and employee productivity.
• Organize training sessions for the collection team on new tools and technologies implemented in the collections department.
Business Intelligence & Portfolio Analytics:
• Manage a team of Portfolio Analysts to track portfolio performance, evaluate financial information and market trends, and provide accurate information and analyses to the SVP-Head of Special Accounts Management to make decisions that impact the financial performance of the company.
• Review product segment, and region-wise market trends that affect the bank’s portfolio, present findings to internal stakeholders highlighting critical issues and make relevant recommendations.
• Collate and analyze portfolio performance, assist SVP-Head of Special Accounts Management in presenting portfolio performance and data on non-performing loans to the top management.
• Provide key business inputs for budgets and forecast, identify and help control variances, and implement cost reduction initiatives where feasible.
• Generate staff performance reports detailing actual figures achieved against targets, compute performance incentives and forward these to the Departmental Head.
• Generate and provide timely reports (Delinquent, NPL and Impaired Portfolios) to entities such as CBUAE, DEWAN, External Auditors, Rating Agencies and ensure reporting standards are met.

KEY RESPONSIBILITIES:
Credit Analysis:
• Identify, evaluate and forecast impaired and non-performing loans (NPLs) portfolio as per CBUAE and Internal Credit norms, presented data to the top management to facilitate budget provisioning for the forthcoming year.
• Reviewed the portfolio of baking products (Retail, Real Estates, Corporate, SME and Business Banking) to determine potential credit losses, their effect on the budget and suggest measures to mitigate impact.
• Extract and analyse data on Bad Debts & NPLs and assist the SVP-Head of Collections to present information along with recommendations to top management and Board of Directors to improve bank’s performance.
Risk Management & Internal Control:
• Exercise effective control and regulate the activities of internal departments to ensure compliance with standard operating procedures, statutory guidelines and standard business practices.
• Establish a risk management mechanism, define the risk reduction & control policy, modify risk management strategies as required and highlight specific business risks (operations, compliance, financial and reputational) to facilitate prompt action by the Special Accounts Management team.
• Liaise with internal and external auditors as per the audit plan, provide business information to auditors and note recommendations of the audit team to facilitate closing of non-conformances.
• In conjunction with the Risk Management Department, monitor operations risks to minimize probable financial losses.
IT Infrastructure & Systems:
• Review and install the latest IT technology and tools available for improving operational processes, resolve problems encountered in the system and ensure IT systems are online for maximum time.
• Devise and establish plans for Disaster Recovery Management, supervise schedules for periodic data backups and install reliable data storage solutions.
• Review software and hardware requirements of the Special Assets Management Department, coordinate with IT vendors, place orders and supervised installation / implementation.

PREVIOUS EXPERIENCE:
At Central Bank of Jordan, Amman, Jordan
• 1996 - 1999: Systems Analysis & Design Officer (IT Department)
• 1994 - 1996: Systems Security Manager (IT Department)