PROFILE
CHIEF OPERATING OFFICER (COO) (International Banking & Financial Services)
– Growth Strategy: Maximising opportunities to grow annual revenues (i.e. increased by $150M since 2011)
– Business Acumen: Combining financial, operational and commercial decision-making (i.e. integrated plans)
– Senior Stakeholders: Experienced at building high-level relationships with significant boardroom expertise
– Change Leadership: Transforming operations, modernising banks and adapting to changing business needs
– Talent Strategy: Built talented teams, recruited for key positions and led training / development programs
– Islamic Banking: Strong expertise – MBA, Islamic Banking & Finance; Certified Islamic Finance Expert (CIFE)
– Best Practice Model: International / KYC regulations, global benchmarking and Central Bank Governance
PROFESSIONAL EXPERIENCE
CHIEF OPERATING OFFICER (COO) – BAKHTAR BANK (HQ), AFHHANISTAN
May 2011 – PRESENT
Board Member: Member of the Senior Leadership Team for a rapidly growing commercial / Islamic bank employing 1,200 staff in Head Office functions and 63 branches – grew asset value from $160M to $300M.
Strategy & Vision: Providing essential leadership and top-level guidance on the Supervisory Board to define a 5-Year Strategic Plan within strict guidelines for approval from the Afghanistan Central Bank Committee.
Turnaround Strategy: Restored bank to profitability with stronger capabilities, fewer branches, centralised functions, clear roadmap and a stable financial position – grew revenues from $50M to $150M in 3 years.
Islamic Banking Model: Spearheaded new business operating model with the aim of becoming the leading Islamic Bank within Afghanistan to take advantage of growth opportunities in a rapidly changing segment.
Senior Stakeholders: Presented business cases, financial projections, operational plans and requirements for the Islamic Banking Rollout Program, including internal communications, staff training and branch manuals.
Business Development: Modernised branch networks (added 40 branches), increased geographical coverage, introduced Shariah-compliant products and built trusted long-term relationships with overseas banks.
OPERATIONS STRATEGY & LEADERSHIP
Change & Transformation: Led strategic change, transition and transformation plans to achieve regulatory compliance and operational excellence in line with Islamic Banking standards, policies and requirements.
M&A Integration: Supported due diligence and complex negotiations in the acquisition of the Development Bank of Afghanistan before directly leading post-merger integration, transition, operations & rebranding.
Centralised Operations: Led change / cost reduction plans to optimise resources, centralise HQ back office functions and develop a shared services model supporting Consumer, Retail, SME & Corporate segments.
Team Leadership: Leading director reports for Compliance, Treasury functions, AML, Payments, Marketing & Branding, Card Operations, Internal Controls and IT, plus Branch Managers and remit for over 650 staff.
Talent Management: Driving HR resourcing, talent acquisition, training programs, succession planning and recruitment in line with headcount strategies, skills requirements and plans to expand branch networks.
GOVERNANCE, BEST PRACTICE & COMPLIANCE
Board Meetings: Attending Management Board / HQ / Director Meetings to drive forward strategic plans, review performance, oversee regulatory compliance and remedial actions as required by the Central Bank.
Quarterly Meetings: Management meetings with Branch Managers & Business Development Managers to review performance, set priorities, launch new products, gauge market response and drive growth plans.
Policy Development: Delivering corporate governance, robust policies and regulatory compliance to enforce all Central Bank, AML Regulatory Body, Government Ministry of Finance and international requirements.
Risk Management: Adapting the business to emerging trends, specific requirements and new regulations with a greater focus on fraud / anti-money laundering (AML) and compliance due diligence IT solutions.
International Focus: Strengthening basis for collaboration with 12 banking institutions outside Afghanistan to benchmark against international best practice standards and assess potential investment opportunities.
Strategic Projects: Overseeing business critical projects relating to new technology implementation, cost reduction, internal controls, KPI metrics, shared services models and regulatory compliance (key deadlines).
Business Improvement: Introduced systems technology, greater automation and efficiencies to optimise workflows, internal controls and cost savings with an increased portfolio of products and services on offer.
Branch Networks: Visiting locations to see everything in operation and gain direct feedback from frontline employees to collaborate on staff incentive schemes, training programs and product / brand awareness.
HEAD OF BANKING OPERATIONS (CORPORATE & RETAIL) – MASHREQBANK(HQ)
Dubai 2001-2011
Senior Leadership Team: Progressed to Assistant Vice-President (Operations & General Services) covering a network of 54 branches (UAE), plus international banking operations in Bahrain, Qatar, Egypt & Kuwait.
Strategy & Vision: Led strategic approaches, business improvement and change management initiatives to build a stronger and more resilient bank by centralising operations and exceeding cost reduction targets.
Team Leadership: Led team of 125 people across different functions, notably Cash Management, Clearing / Collections, Remittance & Vendors, Enterprise Control, Offshore Operations and Regulatory Compliance.
Talent Management: Built high performance teams by recruiting for key positions, plus overseeing future skills requirements, training programs, succession plans, high potential employees, coaching and reviews.
Multi-Channel Approach: Full oversight for multi-channel banking operations, including corporate clients, retail account management, online (website) and walk-in operations via dispersed retail branch networks.
Business Development: Created new opportunities by introducing the Mashreq Business Online Platform, providing a stable platform for future growth and using technology to develop new services / propositions.
CHANGE & TRANSFORMATION LEADERSHIP
Change & Transformation: Centralised cash management functions, standardised processes and introduced systems enhancements for MIS reporting, internal controls and greater automation (AED 17 million savings).
Restructuring Plans: Led business optimisation plans to redefine roles, responsibilities, accountabilities and decision-making remits to reduce headcounts, re-deploy staff and improve operational / cost efficiencies.
Operational Excellence: Defined new financial operations model with significant improvements in payment systems (inward / outward), transactions, clearing and bulk payroll services to manage increased volumes.
Best Practice Model: Delivered fully compliant banking operations and regulatory compliance to achieve international best practice standards, whilst continually adapting requirements in a changing environment.
Supplier Relationships: Oversight for strategic suppliers, business partners and vendor selection to support banking services, centralised functions and outsourced processes, including building trusted partnerships.
Performance & Control: Strategic oversight for budgets, internal controls, security risk management, fraud prevention, business continuity, executive reporting, KPI metrics, sales performance and audit standards.
TEAM LEADER – OPERATIONS (REGIONAL PROCESSING CENTRE)- MASHREQBANK (HQ), DUBAI
1995-2000
Team Leadership: Directly managed a team of 95 people across different operational areas with all training, recruitment, staff development, performance reviews, headcount budgets and business planning needs.
Banking Operations: Managed day-to-day operations in a Regional Processing Centre providing back office support, clearing services, salary processing and TT/Telex transfers for a network of branches across UAE.
Customer Operations: Oversight for customer queries, complaint handing and account management to help facilitate fund transfers, foreign trade transactions, cash management, bill discounting and other services.
Best Practice: Gained strong knowledge of banking systems, processes, procedures, policies and standards in a complex environment, including regulatory compliance, change management and quality assurance.
Project Coordination: Led initiatives on offshore outsourcing (supplier selection), systems automation and efficiency gains – i.e. digital banking, workflow management, internal control and cost reduction projects.
SENIOR AUDITOR – JAWAID & CO., CHARTERED ACCOUNTANTS, PAKISTAN 1992-1995
TRAINEE ACCOUNTANT (STUDENT TRAINING CONTRACT) – JAWAID & CO., PAKISTAN 1988-1992
QUALIFICATIONS & PROFESSIONAL DEVELOPMENT
2015: MBA, Islamic Finance – California University, USA
2014: Master Diploma in Islamic Finance – AIMS UK
2014: Certified Islamic Finance Expert (CIFE) – AIMS UK
2014: Project Management Expert (PME)
2001: MBA, Finance & Accounting – Preston University, Pakistan
1999: Diploma in Banking (AAIBF) – Australian Institute of Banking, Australia
1992: Diploma in Computer Science – Oxford Commercial College, Pakistan
1992: Chartered Accountant- 4 yrs Articleship – Institute of Chartered Accountants, Pakistan
1987: Bachelor of Commerce (B.Com) – Muzaffarabad University, Pakistan
1984: Diploma in Commerce – Punjab Board of Technical Education, Pakistan
BOARDS & COMMITTEES: Board of Management (BoM), Asset & Liability Committee (ALCO), Budget & Procurement Committee, Human Resources & Compensation Committee, Product Development Committee, Operations Risk Management Committee, Investment Governance & Oversight, Credit Approval Committee
BOARD-LEVEL EXPERIENCE: Over 3 years experience within boardroom decision-making environments
TALENT MANAGEMENT PROGRAM: Mashreq Bank Talent Management & Development Program
FINANCIAL CONSULTANT & STRATEGY – Afghanistan Financial Services (Part-Time, 2013-2014)
PROFESSIONAL MEMBERSHIPS: AAIBF (Australian Institute of Banking), Global Doctorate Society (USA), Gulf Project Management Consortium
BANKING & FINANCE TRAINING COURSES
Cash Management Products (Processing Systems), Banking Standard Operating Procedures (SOP), Business Process Management (BPM), Banking Best Practice Modules, Brand Management, Business Continuity Planning (BCP), Team Building & People Management, Total Quality Advantage (TQA), Bank Trade Systems, Customer Centricity, Time Management, Flexi Cube System, Work Life Balance, Banc-24, Basel I & II, Core Banking Systems, Compliance & Regulatory Enforcement, Anti-Money Laundering (AML) & Internal Control, SWIFT, Project Management Techniques, Audit & Internal Control Techniques, Corporate Governance.
International & Cultural Awareness (lived & worked abroad in several countries)
