Head of Retail Direct Channels
Gulf International Bank
Total years of experience :26 years, 6 Months
In this role I have been responsible for refining the proposition, design, build, testing, rollout and operation of a completely new retail bank. Meem focuses on the 'Technophile' (behavioural) segment in KSA through a business model that offers retail financial products and services through a primary eBanking (mobile and browser based) channel supported by a minimum number of 'stores' and multi channel contact centre (including social media). I was responsible for designing and implementing the bespoke proposition from the 'ground up' including all systems, banking devices (including bespoke Self Service Terminals - next generation ATMs), processes and staff. Meem went into Beta in May 2014 and launched to the public in January 2015. Following the launch I am responsible for stabilisation of the proposition (including launching credit card and personal finance products) and the roadmap of enhancements, deputising for the Head of Retail and day-to-day operational management.
Meem is a next generation retail bank (Banking 2.0), based in the Kingdom of Saudi Arabia. Meem puts the customers experience as its primary driver, utilising mobile technologies to support anywhere and, any time financial transactions. Meem does not have a sales force, but rather depends on customers to promote and champion it services through social media word of mouth. The 9 retail stores (not branches) provide support services only - there are no tellers or vaults. Likewise, the multi-channel, social media contact centre simply helps customers with their day-to-day financial transactions. We believe our customers want simplicity (no complex multi-tiered products), transparency (no hidden charges or rates), technology that makes their lives easier, and self service using the devices that they are familiar with in their normal lives. Meem was developed by Gulf Internation Banking in collaboration with 30, 000 social media fans (collaborative crowd sourcing).
Responsible for developing the company’s Digital Transformation & Information Technology Strategy for 2017-2021
Restructuring / Reorganisation of IT function to align to industry practise (including ITIL, COBIT, PRINCE II and TOGAF) in preparation for digital transformation
Leadership and management of the IT function (acting Head of IT with team of 24 IT staff)
Digital transformation of IT department, including:
o implementation and deployment of SAP ERP;
o oversight of strategic programme to replace core re-insurance system (First Re from NTT Data)
o delivered roadmaps for HR and Admin/Properties systems
At KPMG my role included leading the IT Cost Optimisation practise. In this role I have managed engagements at: BP, Vodafone (acting head of contact centre procurement), BAA (IT due-diligence lead for sale of Gatwick Airport), GSK (delivered global - 135 countries - annual corporate tax payment process), Unilever (developed strategic IT cost allocation model for America’s CFO), Ford (IT due-diligence lead for sale of Volvo), Trinity Mirror Group, BBC and Virgin Media - identifying over $250m of cost saving opportunities. I was a senior member of KPMG’s IT Advisory and Deal Services team where, in addition to delivering IT strategy and programme management, I supported CIO/CFOs during investment, divestment and acquisitions
My operational role was to create a centralised call centre management operation for the Retail Business Unit (circa 70 staff managing 4, 500 contact centre agents). My target was to transform call centre operations/performance while at the same time ensuring revenue growth targets for 2005/6 (an annual growth of 30% per year); maintaining a neutral cost base; and maintaining customer and employee satisfaction metrics. These goals were all achieved.
Responsible for the overall technology roadmap for the DIrect Channel Business Unit in Barclays Retail. Including developing specific technology solutions to meet the overall Business Strategy. I reported into the direct channels board, provided regular service performance briefing, developed business cases for technology solutions, and lead initiatives involving technology solutions or architectural changes (including replacement of contact centre telephony platform). I was responsible for identifying technology led opportunities for business improvement and refining business led requirements for technical solutions. This involved defining business cases, developing board presentations and obtaining executive approval.
Throughout my roles at Barclays I was responsible for the interface between direct channels retail business and IT, liaising closely with the IT service manager and IT architecture team.
I was responsible for a diverse range of programmes (throughout Europe) from IT Strategies to Design/Build/Run of the UK National Insurance Registry System (NIRS), frequently functioning as both Lead Architect and Programme Director.
I lead the Technical Architecture practise (circa. 80 staff) within the Resources (Utilities, Mining, Energy and Natural Resources) market unit, responsible for staffing, skills, recruitment and training. My client list over this period included, Seeboard, London Electricity, Powergen, ESB (Ireland), Transco, BP, RWE (Germany & UK), Electrabel (Belguim), Vertex/TXU and Centrica. I had an annual professional services sales target of $5m p.a. which was achieved.
1985 – 1988 Research Fellow, University of Reading (UK) – PHd studies into Computer Aided Architectural Design and Artificial Intelligence 1982 – 1985 2.1 (Hons) Degrees in Computer Science, University of Reading (UK)