Group Head - Consumer Banking
Dubai Islamic Bank Pakistan
Total years of experience :11 years, 0 Months
Major Responsibilities
• To lead the Consumer Banking Group in managing the sales, product development and marketing of the retail liability portfolio (PKR 126Bn) and consumer asset portfolio (PKR 37Bn) through all channels
• Development and implementation of a strategy for becoming a challenger brand through focusing on Acquire, Engage, Retain & Optimize (AERO) as game changers for Consumer Bank
• To develop a market competitive strategy for the digital transformation of the Bank encompassing key focus areas - customer acquisition, channel transformation, end-to-end digitization, advanced analytics and alliances.
• To create new revenue lines through launch of segments such as small enterprise (SE) and agri financing as well as trade desks and ensuring each branch acts as a financial supermarket
• Drive financial performance through the design and implementation of holistic sales, performance and capability management strategies to ensure achievement of the desired targets
Initiatives and Achievements
Financial Achievements 2018:
• On course to overachieve the year-end profitability target for the Consumer Banking group which will be the highest YoY growth of PKR 830 Mn (72%) in bottom line numbers. This has resulted in increasing share of Consumer Banking profitability to an unprecedented 55% of total Bank’s profit
• Total deposit YoY growth of PKR 18.2Bn (17%) of which 70% was low cost (CASA). Proactively optimized deposit portfolio managing the increase in cost of funds to only 80bps despite an increasing interest rate environment (250bps increase in discount rate for corresponding period).
• Strong growth in consumer financing reflected in Auto Finance with a YoY growth of PKR 1.6 Bn (10%), Fleet Finance YoY Growth of PKR 1.8 Bn (30%), Personal Finance YoY Growth of PKR 390 Mn (49%) and Mortgage Finance Growth of PKR 800 Mn (8%) through on boarding of a quality consumer finance portfolio (NPL only 2.1% of total Consumer Finance portfolio). Consumer finance non-funded income grew by 14% and direct expenses maintained at same levels for corresponding period
Major Initiatives 2018:
• Launched a comprehensive AERO strategy (Acquire, Engage, Retain and Optimize) for branch banking and direct sales with sub streams covering critical facets of sales productivity, efficiency and effectiveness for all businesses, products and channels under the Consumer Banking Group
• Launched customer acquisition initiatives such as Tele-sales Unit, Employee Banking and Trade Desks as well as channel optimizations such as Branch Asset Sales Specialist (BASS) to increase cross-sell through branches
• BASS structure implemented through dedicated team to decrease reliance on direct sales with an increase in share by branch business of Autos (YTD growth of 36%) and Personal Finance (YTD growth of 56%) with this trend to increase further once synergy is achieved
• Tele Sales unit set up to actively cross-sell and up-sell (including fulfillment) of Consumer Assets (Auto & PF) as well as small-ticket, high value Takaful (insurance) products to ETB as well as leads being referred through digital alliances/corporate website. Also established was an Analytics and Retention unit responsible for retention of asset and liability customers along with activation of dormant portfolio/tail management.
• Development of Bank’s Digital Transformation Strategy which will enable the bank in the next three months to achieve best industry standard capabilities of digital financial services to accommodate ever-increasing customer demands for convenient products and value added services as well as tap government based payment schemes such as BISP and EOBI for lucrative fee commissions.
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Major Responsibilities
• To lead the Retail and Middle Markets South branch management team for Bank Alfalah comprising of 139 branches and a headcount of more than 1, 200 staff across Sindh and Balochistan
• To manage the sales and operations of all assets (PKR 26Bn), deposits (PKR 123Bn), trade (PKR 108Bn), cross-sell, digital and payroll products for SME and individual segments through the management teams of 4 regions (Karachi I, Karachi II, Sindh and Balochistan) and 10 distribution areas.
• Manage the portfolio mix for various products constituting the asset and liabilities portfolio in order to drive the branch distribution in line with the Bank’s profitability/growth strategy
• To manage SME and credit sales and operations arm (consisting of a dedicated SME team and credit factories) placed at branches as well as centralized locations for solicitation and screening of credit products
• To manage the direct sales and relationship management structure (consisting of more than 250 feet on street supervised by team leaders and regional sales managers along with 200 relationship managers) in order to capitalize on deposits and cross sell opportunities around the branch catchment area)
• Drive financial performance through the designing and implementation of holistic sales, performance and capability management strategies with respect to the cluster Profit and Loss Statement and Balance Sheet
• Identify target market opportunities for extending the branch footprint through new branches by detailed catchment analysis, branch allocation planning and capacity analysis
• Develop strategies to inculcate a culture of improved service delivery and the establishment of customer loyalty through traditional channels as well as expansion into the digital channels.
• Drive strategies for portfolio optimization through direct sales and sales relationship management structure by efficient portfolio allocation and effective human resource management
Initiatives and Achievements
Financial Achievements 2016:
• Over achieved all financial targets and displayed one of the highest YoY growth amongst all other retail segments
• Total deposit YoY growth of PKR 3.6Bn (3%) despite a drive to contain cost of deposits in a receding interest rate environment. Cost of deposit reduced by 91bps (28%) from 2015
• Current deposit YoY growth of PKR 10.9Bn (20%) sustaining a 3 year CAGR of 20% and increasing CA ratio from 41% in 2015 to 51% in 2016
• Advances YoY growth of PKR 3.8Bn (17%) sustaining a 3 year CAGR of 17% through the onboarding of quality asset relationships
• Life Insurance YoY growth of PKR 55Mn (27%) sustaining a 3 year CAGR of 31%
• Auto Loan YoY growth of 380 (57%) and Investment Services YoY growth of PKR 392 (24%) by utilizing direct sales on a product neutral concept
• Cost cutting initiatives resulting in an admin cost decrease of 13% with a further 8% decrease planned for 2017
Financial Achievements 2015:
• Achieved the highest absolute and percentage YoY growth in almost all financial targets as compared to other retail segments, with the least number of branches
• Total deposit YoY growth of PKR 12.8Bn (12%) which was the highest absolute and percentage growth amongst all retail segments in the Bank
• Current deposit YoY growth of PKR 8.6Bn (20%) which was the highest absolute and percentage growth amongst all retail segments in the Bank
• Advances YoY growth of PKR 3.4Bn (17%) which was the highest absolute and percentage growth amongst all retail segments in the Bank
• Trade YoY growth of PKR 15.8Bn (15%) which was the highest absolute and percentage growth amongst all Retail segments in the Bank
• Bancassurance YoY growth of PKR 51Mn (32%) which was the highest absolute and percentage growth amongst all Retail segments in the Bank
• Highest absolute net profit of PKR 2Bn in FY 2015 amongst all Retail segments of the Bank and the highest per branch profitability of PKR 14Mn.
Major Responsibilities
• To lead the New Business front - part of Integrated Distribution (SCB consumer asset and liability distribution arm consisting of all feet on street, direct sales, telesales and employee banking channels) comprising of Asset Anchor Team (AAT), Branch Catchment Optimization Team (BCOT - Direct Sales), Employee Banking (EB), Asset Channel Management (ACM) and Voice & Virtual (V&V Telesales) teams (a sales force of more than 900 permanent and subsidiary employees)
• To spearhead the consumer asset business for the bank by means of acquiring and growing the customer base, deepening the Ending Net Receivable (ENR) and Average Net Receivable (ANR) for the bank, regaining lost customer base by initiating campaigns and product offers, and monitoring the overall Product hygiene and growth.
• To solicit and book new employee payroll companies in the bank’s portfolio.
• Manage country-wide direct sales via Branch Catchment Optimization Team by utilizing resources in catchment areas where the bank’s branches are located.
• Ensuring a seamless ecosystem with the Integrated Distribution network pan-country.
• Maximizing growth in revenues by increasing the penetration of the bank into diverse catchment areas.
• Supervise the entire business from an audit, governance and controls perspective ensuring smooth running of the business.