بهرام بشير خان

• Spearheaded the roll-out of Pakistan's Secured Transaction Registry (STR) under the Stabilisation and Inclusive Development Programme (SIDP), enabling 100, 000+ SMEs to access movable-assets backed financing, with potential to unlock PKR 200B+ in new credit flows over the medium term.
• Facilitated cross-institutional engagement with 6+ key stakeholders (State Bank of Pakistan, Securities and Exchange Commission of Pakistan, Government of Khyber Pakhtunkhwa, Bank of Khyber, KP Board of Investment & Trade, and SME startup community), coordinating regulatory and financial entities to diminish systemic obstacles to SME financing and foster regional economic development.
• Designed and delivered 5 capacity-building programs reaching over 120 policymakers, bankers, and entrepreneurs, resulting in a 30% increase in participant knowledge scores (pre/post assessments) and establishing a foundation for a sustainable financial inclusion ecosystem in underserved regions.

• Accomplished 40% portfolio growth in 3 years by strengthening credit appraisal systems and leading business development initiatives, expanding the portfolio from PKR 2.30B to PKR 3.22B.
• Drove 53% operational efficiency improvement by implementing streamlined workflows and digital systems, reducing credit processing time from 15 days to 7 days.
• Preserved PKR 985M in performing assets during COVID-19 by leading bank-wide restructuring efforts for 195 SME borrowers under SBP Relief Schemes, ensuring business continuity and portfolio stability. Used metrics and insights to measure success and drive change.
• Pulled down NPL ratio from 31% in 2011 to 22% in 2014, well below the industry average of 36%.
• Oversaw a national team of 125+ credit professionals, setting performance standards, mentoring senior managers, and fostering a high-performance culture across all branches.
• Formulated and implemented bank-wide credit policies in line with regulatory requirements, approved by the Board, integrating ESG goals and strengthening the overall risk framework

• Improved loan portfolio diversification, lowering sectoral concentration risk in SME exposures.
• Developed a comprehensive risk Internal Credit Risk Rating System (ICRRS) enabling faster identification of emerging risks, financial spreading and effective portfolio management.
• Collaborated with the collections team to curtail the 30+ days delinquency roll-rate by 12% across the SME lending portfolio.
• Realised 100% on-time submission of quarterly risk reports to the Risk Committee, cutting late reporting instances from 3 per year to zero.

• Minimised documentation and legal documentation errors by 30% through process standardisation and staff training. Improved turnaround time from 7 days to 3 days.
• Attained 99% compliance in credit documentation in annual and inspection audits by the State Bank of Pakistan and internal auditors, with no major findings, ensuring zero regulatory penalties.
• Ensured high-quality monitoring of loans, preventing potential breaches on 95% of high-risk exposures, and escalated early warning signs on PKR 35M in at-risk loans, mitigating default risk.
• Automated portfolio monitoring reports in PIBAS Core software, cutting reporting time by 50% to the Head Office and the SBP.

• Engineered 100% portfolio growth in two years by revitalising lending strategies and instilling a performance-driven culture, expanding the portfolio from PKR 3B to PKR 6 B.
• Directed the Credit Department, overseeing a PKR 6B portfolio, sustaining a 95% portfolio quality rating and ensuring full compliance with regulatory and risk management frameworks.
• Accelerated business growth by driving a 15% increase in new credit accounts and a 10% rise in revenue, in line with strategic corporate objectives. Aligned staff with customer-centricity.
• Enhanced financial reporting standards, achieving a 20% improvement in accuracy and a 25% reduction in turnaround time through system and process optimisation.

• Streamlined daily internal branch end-to-end activities and workflows, reducing transaction times by 30% and errors by 50%.
• Guided a team of 14 associates in a high-traffic branch, contributing to a 15% year-over-year profitability increase.
• Maintained a client portfolio of 1000+ accounts and achieved a 95% satisfaction rate in the timely and effective resolution of customer complaints.

• Supervised and mentored a team of 5 Loan Officers, improving credit evaluation standards and reducing loan processing turnaround time by 20%.
• Managed a diversified corporate loan portfolio exceeding PKR 2B, achieving double-digit growth while maintaining strong asset quality.
• Implemented lending policies and standard operating procedures that strengthened risk management and reduced delinquency rates by 18% across the corporate loan portfolio.
• Expanded high-value client relationships and industry networks, driving new business opportunities and a 15% increase in repeat corporate lending.

• Facilitated FX and trade transactions exceeding PKR 1.2B annually, generating PKR 10M in fees, foreign exchange income, and non-interest income.
• Expanded the FX client base by 30% through targeted acquisition of SME exporters/importers and large corporates, increasing wallet share and cross-sell penetration.
• Ensured 100% compliance with State Bank of Pakistan regulations, FE Manual, Incoterms and UCP 200, achieving zero regulatory penalties.

Underwent a six-month Management Trainee Program. The first three months of theoretical and simulated branch training were conducted at the Union Bank Academy, Lahore. The next three months were spent in an actual branch on job training and customised programs by the Institute of Bankers Pakistan. At the end of the training declared the highest-achieving Management Trainee and posted in the Foreign Exchange & Trade Department at The Bank of Khyber's Corporate Branch.

• Steered and developed teams, mitigated significant risk exposures, drove profitability to 27% from 12%, and navigated complex market dynamics.
• Analysed FX market trends using technical and fundamental analysis, preparing daily reports on strategies and market levels. Utilised sophisticated electronic trading platforms and data feeds such as Reuters Dealing 2000-2 and MetaStock for strategic decision-making to excel in a challenging leadership role.
• Conducted dealing room and trading floor activities, with 200 employees, generating over USD 1 million in business through spot FX market trading.