General Manager Assistant

ASSEM HANNA

Tampa, FL 727-***-**** adwhrm@r.postjobfree.com LinkedIn Profile

Head of Banking Operations

Operational Excellence — Risk Mitigation — Multi-Million-Dollar Revenue Growth Verifiable success generating $123M in profit in a single year. Executive-level banking leader offering over two decades of accomplished experience championing retail banking operations across Europe, the Middle East, and North Africa. Reputation for making tough decisions that facilitate long-term bank growth, sustainability, and market survival, transforming operations through enhancing business processes and introducing high-impact technologies. Sought after to integrate risk management frameworks that ensure compliance across all bank operations, result in zero penalties, and turn around poor compliance audit ratings. Signature strengths include:

• Retail Banking Operations Leadership • Risk Identification and Mitigation • Banking Sales and Business Development

• Market and Industry Trend Analysis • Customer Experience Management • Legal and Regulatory Compliance

• Policy and Procedure Development • Delinquency Recovery and Collections • Strategy Development and Execution

• Team Building and Leadership • Operations Turnaround and Stability • Stakeholder Relationship Management WORK EXPERIENCE AND MILESTONES

Qatar National Bank (QNB Group), Qatar February 2011–March 2021 Executive Manager Head of Group Retail Collections and Recoveries Handpicked by Group CEO to devise strategies to reduce high-rate of overdue retail credit across bank and trace/recover debt from errant customers. Defined group’s business planning response to local and international regulatory changes.

Transformed and modernized underperforming collections department by utilizing a robust framework of clearly defined KPIs, performance incentives, optimized reporting lines, and team development initiatives. Reduced non-performing loan

(NPL) ratio from 11% to <6% and contributed $278M to overall profits within one year in the role.

In 2018, built a team to tackle NPL ratio of 26% across 13 countries in the Middle East, North Africa, and Europe, slashing ratio to 18% in first year and to >8% within 3 years. Realized cost savings of $49M in allocated budget.

Recognized as "Best Bank Employee" among over 18K+ employees for dedication to excellence.

Established and maintained strong and collaborative relationships with key stakeholders, including 3rd-party vendors and governmental entities, guaranteeing seamless implementation of strategies across borders.

Delivered comprehensive reports to senior group management on quality metrics and performance data, enabling data-driven decision-making and facilitating operational improvements across 13 countries. Al Ahli Bank of Kuwait, Egypt May 2008–January 2011 Deputy General Manager Head of Retail Banking Group Took ownership of retail operations across group, with 574 branches worldwide. Drove business development and process re- engineering efforts focused on profit maximization and cutting-edge retail banking solutions. Positive impact to bank's market share ratio increasing by 2% annually, reflecting growth in customer base and competitive standing.

Navigated 2008 global recession by implementing robust risk management strategies, reducing incidence of fraud cases from 1% to 0.2%, and improving portfolio provisioning by 1% annually. Mitigated recession’s impact on bank's operations.

Spearheaded team in employing compliance initiatives across retail division, transforming revenue frequent audit ratings of

'failed' and 'need attention' to 'accepted' within one year and generating $123M in profit.

Cultivated a high-performance and employee-friendly team environment, resulting in reduced employee turnover and a culture of calculated risk-taking and innovation, positioning bank ahead of competitors in the market.

Implemented measures to enhance customer experience, defending against emerging competition from Gulf banks through highly personalized customer experiences, reducing customer attrition from 18% to 9%.

Established valuable partnerships with fin-tech companies, industry associations, regulatory bodies, and other banks, enabling bank to stay ahead of emerging trends and leverage economies of scale. Achieved all targets for 4 consecutive years. B

collaborate enthusiastic business communication coaching workflows key metrics customer suppor t directing cus tomers Financial anal ysis Risk management Risk management Investment management Portfolio management Credit analysis Underwriting Treasury management Regulatory compliance Accounting Budgeting Budgeting Forecasting Cash flow management Financial modeling Securities tr ading Capital markets Equity r esearch Fixed income analysis Asset management Wealth management Mergers and acquisitions Due diligence Corporate finance Capital budg eting M&A M&A Financial reporting Financial planning Auditing Tax planning Commercial lending Retail banking Consumer lending Loan servicing Mortgage lending Fraud pr evention Anti-money laundering (AML) Information technology Project management Contract negotiation S trategic planning Change management Leadership development Performance management Talent acquisition Team building Public speaking Negotiation Leadership Communication Teamwork Creativity Emotional intelligence Decision-making S trategic thi nking Time management Prioritization Relationship building Conflict r esolution Empathy Cultural awareness Collaboration Flexibility Critical thinking Anal ytical thinking Attention to detail Integrity Professionalism Accountability Resourcefulness Resilience Patience Positive attitude Confidence Persuasion Mentoring Coaching Feedback management Performance evaluation Delegation I nfluence Networking Cus tomer service Sales skills Presentation skills Conflict management Motivation Negotiation skills Decision-making Creativity i n Risk-taking S elf-awareness Continuous learning Professional dev elopment digital transformation technical account management s tandard operating procedures management experience professional services professional services inspire teamwork influence compassion collaborate collaborating collaborative best practices customer-centric leadership experience BASSEM HANNA PAGE 2

BNP Paribas Bank, Egypt October 2007–April 2008

Assistant General Manager Head of Upper Egypt District Collaborated with head of retail banking to define and achieve sales targets across service, growth, and profitability for 15 branches. Leveraged sales management tools to assist in attaining set penetration targets.

Slashed district operational costs by 11% ($845K) in six months and introduced 2 incentive schemes and supplementary reward programs. The initiatives sustained staff morale and booted sales results for front-line employees and branch managers.

Directed team that exceeded 100% of Q1 2008 target, fostering a culture of resilience to tackle future challenges.

Rescued 3 bank branches at risk of closure by the Central Bank of Egypt through the introduction of monthly online exams on bank's policies and procedures for all front-line staff and branch managers. Earned "accepted" rating in external and internal audit reports for Q1 2008, reflecting a two-level improvement from previous "at risk" status. Commercial Bank of Qatar, Qatar November 2003–September 2007 Assistant General Manager Head of Retail Sales and Non-Resident Markets Led a profit center with 197 staff comprised of heads of finance laterals, DSAs, managers, team leaders, operations officers, supervisors, and support staff. Positive impact to bank's market share ratio rising by 3.5% yearly. Identified and recommended product- wide vendor distribution matrix and partnered with senior management to maximize product reach.

Steered improvement of key metrics across bank—growing sales revenue to $216M, acquiring 13.5K new customers, and doubling cross-sell ratio from 2.3% to 4.5%.

Piloted a groundbreaking strategy to introduce new delivery channels, resulting in improved sales, market growth, and a 13% expansion in consumer portfolio.

Pioneered development of an industry-first mobile sales force, boosting bank's sales reach and contributing to a 10% annual rise in branch sales.

Implemented advanced sales techniques and conducted trend analysis and market research to forecast customer attrition ratio, yielding a drastic reduction of 30% in customer attrition.

Designed and executed a new customer segmentation plan, realizing an impressive 38% annual growth of assets. Mashreq Bank, UAE June 2001–October 2003

Deputy District Manager, Dubai

Promoted to manage operations across a district with a customer base of 63K and a portfolio size of $1.2M in assets and $970K in liabilities. Headed teams across 15 branches to increase bank’s deposit base, loan portfolio, and fee-based income.

Maintained strict compliance and conducted all operations per regulatory guidelines across all 15 branches.

Championed initiatives that led to an impressive 11.6% increase in revenue ($180M) in 2001, a further 12.9% growth in 2002, and a 13.4% increase in 2003—Received the Best Branch Award in 2001. EDUCATION

Bachelor’s Degree (Commerce and Accounting) Ain Shams University, Egypt PROFESSIONAL DEVELOPMENT

Certified Trainer on Customer Value Index and Selling Skills McKenzie Group Strategic Business Planning and Sales Management McKenzie Group Services Quality Standard and Customer Expectations Training Risk Self-Assessment and Fraud Cases Training

Strategic Business Planning Training

Developing High-Performance Sales and Marketing Coaching for Performance Customer Relationship Management (CRM) and Loyalty

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