Руководитель стратегического отдело ГО банка

I was responsible for drafting and presenting the Marketing and PR plan to the top management team. I was responsible the effectiveness of the coordination of the execution of the plan across the bank both branch network and departments. The role covered a multitude of marketing management activities, both strategic and operational: Conducting market and sector analysis and formulating this into an appropriate, realistic and coherent strategy statement Communicating with a matrix of stakeholders management, employees, suppliers, partners, and our customers. Supervising the production of TV spot adverts and corporate promotional material. Implementation of the branch design standards in the new and existing premises

This was my first move into a strategic role. My primary responsibility was to transform the marketing function from a purely administrative department to a strategic cornerstone function. It required organizational analysis skills and strong communication / relationship management skills to meet this organizational change challenge successfully. It also required that I develop marketing skills and knowledge, plus a strong strategic perspective on wider business issues to enable me to contribute effectively to shaping the bank’s business and marketing strategies.

In this role I was responsible for planning, leading organizing and controlling all the activities of the branch from successful opening through to: Ensuring delivery of the branches business growth and control plan Ensuring the effectiveness and performance of my team in all circumstances Ensuring the safety and security of all branch assets under my responsibility (money, information, staff, customers and property) Ensuring the enhancement of the bank’s reputation within the radius on my branches area of operations Ensuring compliance with all statutory, regulatory and bank policies and procedures.In this role my brief widened considerably. I was not just responsible for portfolio quality and team performance I now had responsibility for all aspects and dimensions of the branches performance, from its opening to its growth, to regulatory compliance, to asset security. However, the most significant additional dimension in this position was being regarded as the ‘figurehead leader and ambassador’ for the bank in my area. This added a whole new dimension of responsibility, accountability and role expectation to what I had done previously.

: In the role of Credit Manager I had final responsibility for the quality and profitability (growth with control) of all he lending being conducted by my team. In addition therefore to the technical skills acquired and practiced as a Loan Officer in this role I added skills in the area of:a) strategic client portfolio management, b) team management – leadership, training, development and discipline and c) higherorder critical thinking skills, to analyse, question, evaluate and exercise final judgement on all factors related to a client credit applications to arrive at a decision to ‘approve or decline’.

: In this role I was responsible for ensuring the profitability and profitability (growth, with control) of my assigned customer / lending portfolio management. This involved developing skills in two key areas: a) client acquisition skills i.e. identifying, pursuing and securing the right kind of customers and businesses for ProCredit Bank – i.e. customer selection and negotiating skillsb) Risk assessment skills (business diagnostic) in sales, marketing, finance, production, procurement and finally in assessing the quality of management and stewardship of an SME business.

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