Branch Transformation Team Lead Central West and North – Unit Head  (2 conventional Clusters and 2 Islamic Banking Group Regions)
Heading the Branch transformation in the Central west and North clusters (Conventional and IBG) Across 2 clusters - 21 areas - 358 branches With 700 Approx. internal and external sales force (SRM, RM, PRM, BDO) to transform and ensure sustainability and maintenance of sales process with verifiable Deposit / Cross sell growth as per the given targets. The clusters are spread over a major part of the country having prominent towns such as the areas of KPK, GiIgit, Kashmir, Rawalpindi, Islamabad, Jhelum, Gujarat, Sargodha, Faisalabad, Okara, Sahiwal, Multan, DG Khan, Bahawalnagar, Bahawalpur, Vehari, Burewala, Rahim Yar Khan and Sadiqabad. The management structure composed of the teams comprising of area champions and sustainability team members to ensure the smooth running of the sales process and ensure its sustainability with verifiable Deposit / Cross sell growth as per the given targets. The main indicator of the running of the sales process highlighted through fair scoring of the Sales process and presenting it to the Steering committee.
·         Create a culture of transformation where following the sales process is part of organizational DNA
·         Drive and manage the implementation of transformation initiatives in branches, working directly with Branch Team, Branch Manager, Area Manager, RBH and GM
·         Participating in business review meetings with RBHs and GM to keep a close working relationship with the business and ensure they own the BT implementation / Sales process and practice it.
·         Pro-actively identify further opportunities to improve branch performance, share these with relevant stakeholders to drive solution-based discussions,
·         Develop short term and long term strategy formulation of the Branch and Areas
·         Special strategy formulation for the Top revenue branches
·         Encourage the usage of Sales management tools (SMS and BEX) as beneficial to the sales process
·         Implement the Branch visit App and SMS 2 for better monitoring of the sales and BT  teams and further plan and implement of these sales management tools  

Branch Transformation Roll-out Team Member (Mckinsey Project)
Represent BAFL from the initial days of the project run with the collaboration of the American Consultancy. To lead the implementation of Branch Transformation in areas across Pakistan in order to improve branch sales team productivity and streamline operations efficiency across products.
§  Heading the project Team (both Mckinsey and BAFL) during its implementation in the North Cluster;
§  Drive and manage the implementation of transformation initiatives in branches, working directly with Branch Team, Branch Manager, Area Manager, RBH, GM and Branch Transformation team, spending 4 weeks in each branch.
§  Developing a Blue book for transformation (future sales manual)
§  Coach Branch Transformation Champions, enabling them to lead transformations in future branches independently, building understanding of the transformation program, providing them first-hand experience of implementing all initiatives
·         Provide mentorship to branch operations team by providing them feedback, supporting them in implementation of initiatives and delivering in-branch trainings
·         Provide feedback to the Branch Transformation steering committee on the progress of transformation
·         Create a culture of transformation through an open line of communication with senior management, sharing success stories, updating on progress and escalating issues to resolve them promptly
·         Identify further opportunities to improve branch performance, share these with relevant stakeholders to drive solution-based discussions, develop recommendations and ensure branch team owns the implementation
·         Implementing universal teller concept across bank network of over 630 branches.
·         Arrange and lead Induction Workshops to kick-off transformations in new areas with enthusiasm and energy while imparting content knowledge and experience
·         Coach Sustainability Team members, enabling them to ensure Branch Transformation initiatives are sustained in areas across Pakistan, building understanding of the complete transformation program, providing them first-hand experience of best practices, enabling them to solve problems faced in branches and role modeling ideal behavior
·         Support Sustainability Team in problem-solving about areas that require further improvement and focus and stay in touch with previously transformed branches and areas to get updates on progress
·         Conduct random visits to branches, as and when required, with or without sustainability team members and update findings to  the Senior management through a 05 point scoring system
Support with other Branch Transformation related tasks including updating the blue book and developing training materials as and when needed

Handling the BPRBPR at Bank Alfalah with PwC (Ferguson)
·         Leading the project with - PwC (PricewaterhouseCoopers) aimed at facilitating the bank in its pursuit of strategic transformation through Process reengineering, HR rationalization, reducing processing costs, service agility through process improvements, enriched customer experience, automation of manual processes
·         Developing a culture/ awareness within the Bank as to why the BPR project is necessary for the Bank by assuming the ownership of the BPR exercise at the top-most level as well as within different levels of senior management, managing and monitoring the overall project
·         Constituting and managing the affairs of BPR Steering Committee comprising of senior management with a clearly defined mandate
·         Establish and Manage a BPR Project Management Office (PMO) as a permanent department to ensure the Project objectives are met even after the exit of PwC.
·         Rationalization of branch transaction authorization matrix in order to improve branch counter service and reduce cost of transactions and implementation of over 550 recommendations.
·         Successfully executed detailed end to end integrated, cross functional, cross system and cross people review of over 400 processes for improvements providing a robust and effective platform for the bank to update the departmental TORs, JDs, KPIs, and operating manuals and ensure consistent operations across the network
·         Facilitated comprehensive ‘Business Process’ diagnostic exercise
·         Planning, directing, coordinating and leading activities of achieving significant TAT reduction for critical processes for example account opening, credit card and debit card issuance, limit enhancements, reward redemption and merchant acquisitions.
·         Ensuring coordination among relevant stakeholders in related departments, Group Heads, Departmental Heads and PMO during and after the course of the project and ensuring active involvement of stakeholders in each stage of the project. 
·         Ensuring that all the mutually agreed deliverables from the engagement are owned by the concerned stakeholders
·         Coordinating meetings, workshops, sessions etc. with the relevant stakeholders at various stages of the project also conducting User Acceptance Testing of the new and/or enhanced systems as and when required
Capacity Planning at Bank Alfalah (PwC) and Faysal Bank Limited (LoBue)
·         Preparing a Viable and practical Capacity Planning Model Ensuring its smooth implementation across the country
·         Capacity planning and implementation as per the BPR recommendations and developing a consensus with the senior management for this purpose
·         Conducting workload assessments for 3 critical branch positions by a unique Workload Assessment Model.
·         Implementing the recommended capacity across the bank with gains of over 350 Million PKR.
·         Creating a wide spread understanding of the capacity model within the retail business chain
·         Post implementation audit planning Project and its implementation

BPR at Faysal Bank Limited with American Banking Consultant firm – LoBue
·         Strengthening relevant functions and providing adequate resources to coordinate in an effective manner the Bank’s BPR project.
·         Promoting the growth of Branch Banking by devising vision and strategy that facilitates world class practices with the focus of “success transferring” best practices
·         Effective Change Management in the retail branches
·         Organize and recommend training workshops for implementation of findings and recommendation.
·         Review and evaluation of new products, business growth plans, strategy, changes in processes, capacity and structures as required by the Retail bank and become a focal point in the bank initiatives for the development and implementation of Change as a part of quality assurance department
·         Pan country implementation of the revised SOPs and structural reforms requiring a visit to 120 Branches with on spot trainings
Capacity Planning at Bank Alfalah (PwC) and Faysal Bank Limited (LoBue)
·         Preparing a Viable and practical Capacity Planning Model Ensuring its smooth implementation across the country
·         Capacity planning and implementation as per the BPR recommendations and developing a consensus with the senior management for this purpose
·         Conducting workload assessments for 3 critical branch positions by a unique Workload Assessment Model.
·         Implementing the recommended capacity across the bank with gains of over 350 Million PKR.
·         Creating a wide spread understanding of the capacity model within the retail business chain