bank td introduction credentials brief final

© 2010 BankT&D Consulting

BankT&D ConsultingWe help our clients build better, stronger banks

A Comprehensive view of our

Capabilities & Credentials

Contact:

Hussain Mazhar

Director - Islamic Banking Services

Office: +44 1483 776888

Fax: +44 1483 747892

Mobile: +973-39940390

Email: [email protected]

Skype: hussainmazhar

Website: www.banktandd.com

1

mailto:[email protected]

http://www.banktandd.com/

© 2010 BankT&D Consulting 2

Table of Contents

1- Executive Summary - BankT&D Introduction…………….. 03 – 10

2- Islamic Banking Services…………………………………… 11 – 16

3- Appendix – Our Experiences ………………………………. 17 – 28

4- Contact Details …………………………………... …………. 29


EXECUTIVE SUMMARY

© 2010 BankT&D Consulting

Assessing Services, Products,

Structures & Markets

Designing Tools & Processes to

Optimize Performance

Building solid Risk

Management structures to

manage growth

Transferring knowledge

through training & mentoring

Helping with expansion through

mergers & acquisitions

• Established in 2003

• Primary Focus – Implementation of

Strategy

• All experienced bankers from blue chip

multi-national banks

• Multi-cultural executives representing

more than 10 different nationalities

• Minimum experience of 20 years

• Executives represent all functions of a

bank & are respective subject matter

experts

About Us

4Executive Summary


A global player: We have the global reach and local market experience to ensure

our clients achieve their objectives

Our Reach

Chicago

London

Amsterdam

Geneva

Athens

Istanbul

Cairo

Lagos

Nairobi

Lome

Beijing

Karachi

Dhaka

Djakarta

Riyadh

Abu Dhabi

Dubai

Kuwait

Amman

Beirut

Damascus

Tbilisi

Almaty

MIDDLE EAST &

CIS

AFRICA

SOUTH EAST ASIA

EUROPE

NORTH AMERICA

Executive Summary

Territories

Functions

Competencies, Experience, Knowledge

Cultures, Skills, Issues

North America

Europe Africa Middle-East Central AsiaSouth East

Asia

Top line Growth

Risk Management

Operations Optimization

M&A Transactions

Support

Islamic Finance

Organizational Effectiveness

Our „on-the-job‟ experience across countries and functions allows us to

combine best practices globally and offer the same to our customers

1 Executive Summary – Leverage across industry and functional practices

Best

Practices

Our „Unique Selling Point‟

6© 2010 BankT&D ConsultingExecutive Summary

We offer a comprehensive range of services to financial institutions

OR OR

Our Services

7© 2010 BankT&D Consulting

- New Products

- New Delivery

- Channels

- New Customers

- Cross-selling

- New Markets

- New Businesses

- Sales

Management

- Credit Risk

- Market Risk

- Operational Risk

- Enterprise Risk

- Basel II

- Independent

Reviews

- Policy &

Procedure

Updates

- Process Analysis

- Process

Improvement

- Process

Modelling

- Implementation

- Quality Tracking

- Rapid

Automation of

Manual Processes

- Fostering

changes in

organisational

culture, individual

growth and

teamwork

- Developing

leaders

-Training

- Identifying

targets

-Valuation

- Negotiation

- Due Diligence

- Completion

- Post M&A

Integration

Executive Summary

BankT&D Approach is unique in terms of not only providing solutions to

problems but also transferring the knowledge and expertise to its Clients

thereby making them the Champions and ensuring continuous success

Kick-off Sweat Transfer Support Observe

We steer and

analyze

Client provides

data

We identify

problems and

their solutions

Client provides

input and support

Client takes over

the

implementation

We provide

hands-on support

and knowledge

transfer

Client takes

ownership

We withdraw and

provide support

through post-

implementation

analysis

Client is the

Champion of its

business

We observe and

give periodic

assistance

…

Client BankT&D

2.1 Introduction to Arthur D. Little – Side by side approachOur Approach

© 2010 BankT&D Consulting 8Executive Summary


Europe & N. America Middle East & CIS Africa South East Asia

Our Customers

Executive Summary

Our Team


Norman Bernard

Chairman

Bank T&D

Advisory Board

Norman has consulted extensively for

financial services in W. Europe and the US,

Poland, Croatia, Slovenia, Oman, Pakistan,

Saudi Arabia, Kuwait, UAE and a number of

Latin American and Asian countries. Norman

previously worked for Booz Allen &

Hamilton and McKinsey & Co and was a

founding partner of London based financial

services specialists First Consulting. Norman

holds an MBA from Cranfield University.

Aslam Aziz

Managing Director,

Head of Operations Optimization

Practice

Aslam has over 30 years of international

banking experience including assignments

with Citibank in Pakistan, Qatar, Morocco,

Turkey and UK. He served as CEO of

Orbian, a joint venture between Citibank and

SAP. In 2002 he became CEO of Habib Allied

International Bank plc. Aslam holds degrees

in Electrical Engineering & Business

Administration from IBA, Karachi.

Vinay Bijawat

Executive Director,

Top-line Growth & Risk

Management Practice

Vinay has over 20 years of international

banking experience. He spent 15 years with

Citigroup in various Emerging Market

countries and served as Managing Director

and EMEA Operating Committee Member of

Citigroup. Prior to Citigroup, he worked

with ANZ Banking Group in India and

Australia,

Kenneth Pasternak

Executive Director

Head Organizational Effectiveness

Practice

Ken has over 35 years of experience in

management development, institution

building, and corporate banking. He was

Director of Education and Training for the

European Bank for Reconstruction and

Development. Prior to that he spent 18

years at Citibank with assignments in New

York, London, Helsinki, Istanbul, and Brussels.

He is a graduate of Yale University.

Mazhar Latif

Executive Director

Mergers, Acquisitions

& Divestitures Practice

Mazhar is a chartered accountant with over

25 years international banking experience in

mergers and acquisitions and finance. He

spent 18 years with Citigroup in various

senior roles and worked on all aspects of the

M&A transactions across Western and

Eastern Europe, Middle East and Africa

regions

Hussain Mazhar

Director

Islamic Banking Services

Hussain has extensive 23 years experience

with last 12 years focused on Islamic

Banking. He has launched Islamic Divisions in

Saudi Arabia, Pakistan, UAE & Bahrain.

Experience includes – Strategic Planning,

maximizing productivity, expanding

distribution, ensuring Sharia compliance,

creating products, converting portfolios to

Islamic, implementing systems, Process

Engineering, Branding & Marketing,

Executive Summary


ISLAMIC BANKING SERVICES



Optimize

Processes

Develop

Competencies

Strengthen

Organizational

Governance

Operational

Increase

Competitive-

ness

Ensure

Customer

Satisfaction

Ensure

Growth

- Set up Islamic Division/ Bank

- Strategic Planning & Structure

- Improving Distribution

- Branding

- Market & Needs Research

- Innovative Product Offerings

- Customer Feedback Tools

- Conversion from

Conventional to Islamic

- Quality Assurance Systems

- Needs Research

- Marketing Strategy

- Set up Sharia Board & TOR

- Risk & Credit Policies

- Operational Policies

- Sharia Compliance & Audit

- E2E Process Engineering

- Standard Procedures

- Internal Audit Mechanism

- Sharia Co-ordination

- Identify Knowledge Gaps

- Training & Development

- Knowledge Transfer & Tools

- Creating Champions

Islamic

Bank

Revenue

Growth Excellence

Internal focus - 2 key areas – Our Clients‟ „Revenue Growth‟ and „Operational

Excellence‟

Internal Focus


External Focus


Islamic

Bank

External focus – Meeting Clients‟ needs with any external party for „Revenue

Growth‟ and „Operational Excellence‟


© 2010 BankT&D Consulting 14Islamic Banking Services

Setting-up Islamic Bank or Division


Conversion to IslamicP

hase

s

Project Management

Communications Plan

1 42 3 5As-is Analysis & Industry Benchmarking

Revision of Legal Contracts & Processes

Approvals, Testing & Training

Identification of Risks & Compliance Issues

Replacement of Legal Contracts & Change Management

Task

s

„What if‟ analysis

through meeting with

industry Risk experts

Reviewing and collating

relevant regulations

(Governmental ,

International & AAOIFI

Standards)

Discuss Reports from

Phase 1 and all identified

Risks and compliance

issues highlighted in

Phase 2 with the bank‟s

management & agree on

strategy for conversion

Establishment of Sharia

Board

Drafting and approvals on

the TOR of the Sharia

Board

Product-wise review and

revision of contracts

Product-wise review and

revision of Processes

Re-engineering of processes

in light of Sharia

Presentation and

approvals on the revised

Contracts and Processes

from the Sharia Board

Alterations in the IT

System as per revisions

in Contracts and

Processes

UAT of alterations in

the IT System

Revision of SOP

document

Training across the bank

on Islamic Products &

processes

Replacement of

conventional contracts

with Islamic as per

agreed strategy

Internal buy-in from staff

External communication

and marketing

Islamic Bank launch

campaign

Perform diagnostic of

existing Contracts &

Processes, incl. Bank

vs. competitors‟

– Product portfolio

– Customer segment

– Channel strength

– Operational efficiency

Conduct benchmarking

– Best Practices

(Global Banks &

Regional Banks)

Gap analysis

– Against competitors

– Against benchmarks

Diagnostic

Report

Benchmarking

Report

Gap Analysis

Report

List of Risks

List of

Compliance

considerations

Agreed Strategy

Functional Sharia

Board

Revised Contracts

by Products

Revised Processes

by products

Sharia Approved

Products &

Processes

Full IT and other

depts’ support

Trained Staff

Fully Islamic Bank

Delivera

ble

s

1 2 3 4 5

Our Conversion Approach consists of five phases along with Project Management

& Communications Plan



Islamic Banking Regulations


Input A

Input B

Input C

Islamic

Banking

Experts

Islamic

Banking

Regulators

BankT&D

In-house

Expertise

Our Global network, relationships and past experience in developing Islamic

Banking Regulations allows us to combine this knowledge and latest

developments to deliver the most current Regulations for any Central Bank

Most Current & Applicable Regulations

Determine Legal Foundations:

- Nature of banks & institutions

- Relationship with Regulator/s

- Authority of Regulator

Management of Operational Risk:

- Capital

- Level of Capital Adequacy Ratio

- Risk Weighting Methodolgy

- Off-Balance sheet Commitments

- Assets

- Liquidity

- Management

- Earnings

Information Disclosure:

- Objectives, Policies &

Concentration

- Types of Securities

- Disclosure & monitoring of Risks

- Internal Control

- Performance Data

- Background of Management &

Senior Staff

- Public disclosures

Licensing Requirements:

- Transparency of laws, criteria and

requirements

- Rules for Corporate Governance

- Suitability standards for owners

- Specifications for Board members

& management

- Organisation Structure of Bank

- Internal Controls

- Internal & External Audit functions

- Provisions for conflicts

- Capital Requirements

- Scope of Bank’s activities

- Feasibility Study/ Business Plan


APPENDIX - Our Experiences


Client and ServiceProject and Key

ChallengesBankT&D Approach Results and Benefits

Prime Bank,

Pakistan

Establish Retail

Banking Presence:

Five Year Strategy

Team Building

Prime Bank was seeking a fast entry into the Retail Banking market in Pakistan. They did not have all the expertise required in-house & needed assistance to attract the scarce & expensive local talent required. Prime Bank‟s senior management team asked BankT&D Consulting to provide strategic planning & take over the execution role in sourcing, recruiting, training & mentoring a young team. This team would be used for the introduction & management of new products & services & would be ingrained with a sales & service culture.

BankT&D Consulting began this

assignment by undertaking a strategic

review covering & producing a Situation

Analysis report. The review included

Retail Banking, Business Process Re-

engineering & a Training Needs

Analysis. As a result of the Situation

Analysis, BankT&D Consulting was

asked to take on an assignment to help

the Bank develop its Five Year Strategic

Business Plan & then create a buy-in of

the Plan amongst the senior & middle

management. This assignment was

achieved by a combination of desk-top

research, in-depth interviews & reviews

with the key managers & running Senior

Management Workshops before the

development of the Plan to get a buy-in

on Strategic Direction & milestones.

Once the Plan had been developed &

approved by the CEO & the Board of

Directors, it was the presented as a

snap-shot at a large Senior

Managers/Officers Conference followed

by a detailed buy-in session at a 3 days

Senior Management Workshop.

A major outcome of the Strategic Plan approval

was the decision by the CEO & the Board of

Directors to assign BankT&D Consulting the

responsibility to execute the Plan relating to the

Consumer & Branch Banking Services Businesses

over a one year period. BankT&D Consulting was

given complete administrative & executive

responsibilities including hiring, firing, credit and

expense approvals as per the Approved Annual

Plan. Within six months of the assignment Prime

Bank had become a market leader in all the

products launched by Prime Bank amongst its

peer banks, including banks which had been

established players in Consumer & Retail Banking

for over a decade.

The above strategy also included a complete

change of the corporate identity of the Bank. This

was achieved with minimal expense by changing

the Branch & Corporate front fascias & using the

product launches to build and establish the new

identity. All the planned launches were completed

within six months of the assignment & the

resultant visibility created a major positive impact

on its image and financial performance.

Our Experience

Appendix – Our Experiences




Major Global

International Bank

with SME

businesses in

various countries in

Central Eastern

Europe, Africa,

Turkey , Asia and

Latin America

Major Islamic Bank

in Egypt

Design & Launch of

New SME Business

& Equipment

Finance Leasing

Company

The assignments comprised of two phases. The first phase included: assisting in regulatory approvals (where required) & funding strategy, market study & segmentation analysis, competitive positioning and entry strategy, product design, end-to-end operational & business model design, system & vendor selection. This phase culminated in a 5 year business plan submitted to senior management for approval.

The second phase included: assisting in the execution of the operational & business model covering recruitment & training of staff, end-to-end process manual design & writing, sales incentive plans, product packaging & marketing campaigns, embedding of advanced customer management techniques, operations, risk model & systemimplementation.

In all these instances, the

businesses were set up and

launched within 8-12 months of

our involvement. In order to

transfer technology and have

management „buy in‟ the

BankT&D Consulting subject

matter experts worked with the

core management team that

were thereafter going to run the

businesses (and in some

instances helped to recruit

them).

The success of the businesses set-up was proven

by the fact that many of the businesses became

market leaders within 12-18 months of launch. All

the businesses launched during this BankT&D

consulting assignment continue to be profitable

(both from a ROE and ROEC perspective) with

predictable loss norms across geographies and

business cycles (both benign and stressed) and

have a high degree of automation of processes.

Best practices and learning from various countries

were quickly adapted to other countries with a

high degree of success eliminating costly trial and

error issues and at the same time enhancing the

bottom line. The major international bank now

has a global SME architecture which is locally

adapted and implemented allowing for both global

and local best practices to complement and

enhance the business value.

Our Experience





A global bank

looking to

streamline its

centralized East

European

processing centre in

Hungary.

This central processing capability handled expense payments for several countries across Eastern Europe. It had team of 20+ staff that worked in three parallel teams and handled seven distinctly different end-to-end processes. We were requested to help address increasing delays and service quality concerns in the face of increasing transaction volumes.

A team of two BankT&D consultants

went on-site for four days to undertake

a comprehensive analysis of the process

flow, information flow, staffing resources,

their roles and work-scheduling routines.

Experienced BankT&D process

improvement consultants used our

advanced „Business Analyst‟ software

tools, to capture and analyze all of the

required workflow information and data.

This pointed out concrete process

performance indicators like turnaround

times, bottlenecks etc. Using the

powerful simulation capability of our

process analytical tool, capacity

projections were made on the basis of

envisaged changes in transaction

volumes, the streamlined process,

allocation and timing of staffing

resources. This analysis provided a

sound and safe basis of making changes is

all aspects of the processing

environment.

Substantial improvement in productivity.

Our Experience





A major fast-

expanding Islamic

Bank in UAE

The bank was embarking on substantial growth of its Consumer Finance business and wanted to engineer upfront major improvement of all related end-to-end processes. It also wanted to complete a realistic capacity plan so that impending increase in transaction volumes could be achieved at improved margins.

A team of three BankT&D consultants and

business analysts went on-site for a week to

collect the „As- Is‟ process flows that involved

three financing products with three different

origination and delivery channels (branches,

direct sales team and web). This information

was captured and analyzed using our powerful

tools and methodology that allowed simulation

of all the processing variables (changes in

workflow, staff roles, work scheduling etc.). A

brainstorming session of all the related users

and stakeholders allowed creation of a list of

possible changes and improvements.

Next step was creation of „Should-Be‟ processes

and also a dynamic capacity model. This was

used to simulate and decide on final set of

desired process and resource changes. We then

proceeded to help the customer plan

implementation of the agreed changes at user,

process and IT infrastructure level.

The bank appreciated the value of this exercise

so much that it subsequently asked that the

scope of the assignment be expanded to cover

all of their operational units.

Result was not only a sound capacity

plan but rapid and tangible

improvements in service quality,

customer responsiveness, controls

and staff productivity. These

improvements are monitored on a

real-time basis through „QualityTrack‟

tools that include fully automated

„dashboards‟. These dashboards

provide dynamic information about

actual performance against target

quality standards.

Our Experience





A fast growing bank

in Pakistan that was

subsequently

acquired by an

international bank

Rapid automation of manual and semi-automated processes across the bank

Faced with high staff turnover, fast growth of

SME and Consumer customer portfolio and a

relatively lower revenue-to-expense ratio as

compared to competitors, the bank sought

assistance for rapid improvement as well as

automation of its numerous processes. These

processes had remained predominantly manual

because part of the entire processes in question

fell outside their numerous core systems.

BankT&D first trained the staff of this bank on

use of our unique rapid automation tools that

help wage a war on manual processes. These

tools allow rapid prototyping of automation by

allowing end-users to start with process

diagrams captured using Business Analyst. User

were then able to envisage, design and attach

electronic forms at key points within the

process flow (using an easy to use, drag and

drop form designer environment), and configure

these using „software wizards‟. IT is asked to get

involved in development of interfaces with

other banking systems only when the users and

business analysts have developed fully working

prototypes on their own.

The bank liked the capability so much

and users found them so easy to

deploy that they created a dedicated

internal team that was trained by us.

This team was soon able to identify,

develop and deploy new applications

on their own. This reduced

dependence on external consultants

allowed them to rapidly automate

their numerous manual processes in a

very cost-effective and rapid manner.

Dozens of these applications were

developed and deployed by their

team.

It is important to note that the

international bank that acquired this

local bank continued to seek our

assistance in development of new

applications aimed at rapidly

automating manual processes.

Our Experience





Talent Development

Project

An Islamic Bank in

the Gulf Region

BankT&D Consulting was requested to assist this client with the development of practical approaches and process for the complete talent development cycle. While this relatively young organisation has an approved policy manual it required a “how to” manual in order to implement those policies based on best practices and tailored for its specific local/country needs.

BankT&D Consulting provided advice and

designed methodologies for many of the key

activities around the organisational effectiveness

cycle. These included designing a new recruit

hiring program; outlining a framework and

modes of operation for an in-house training

academy; sharing methodology for selecting

training vendors; developing an outline for a

scholarship fund for deserving employees;

undertaking a Training Needs Analysis across

the existing organisation; developing career

progression grids to signal developmental needs

of each employee over time; creating the

methodology for instituting a talent inventory

which would lead to effective succession

planning. Other tasks such as reviews of

performance appraisal systems and recruitment

were also done.

Following the assignment, the client

contracted BankT&D Consulting to

pilot an eight week Core Banking

Program for its employees.

Our Experience





Comprehensive

Training Plan and

Implementation

A medium size bank

in South Asia that

had grown rapidly

through acquisitions

Senior management felt that they needed help with planning and executing a credible training effort, especially in light of high staff turnover in the market. BankT&D Consulting guided this client through a detailed „Training Needs Analysis‟ which became the basis for a comprehensive Training Plan. The client effectively outsourced its „Training Function‟ to BankT&D Consulting who had the responsibility for designing courses, providing expert trainers to deliver many and also overseeing the use of local training resources.

Twenty five courses were planned and

delivered, several of which were repeated many

times over a two-year period. These included

seminars on „Risk Management for Consumer

Banking‟, „Derivatives in Emerging Markets‟ and

a 10-week entry level „Core Banking Program‟

for 25 MBA Management Associates joining the

Bank . BankT&D Consulting also facilitated

several two-day „Senior Management

Workshops‟ where the CEO and the senior

management team came together to discuss and

decide ways of implementing key business

initiatives in response to emerging market

opportunities.

The client relied on BankT&D Consulting for

support on planning and execution of training

and development needs of its staff. They created

a small „Learning & Organizational

Development‟ team within their HR unit to

work closely with us.

The bank‟s size and profitability grew

at a very fast pace and it was

eventually acquired by a major

international bank at a very attractive

valuation.

Our Experience





Credit Policy Manual

Design and Rewrite

Major Global

International Bank

with operations in

over a 100 countries

Major Islamic Bank,

UAE

Major Pakistani Bank

European Subsidiary

of Arab Bank, London

Major Georgian Bank

BankT&D Consulting were tasked in all these assignments to develop/update Credit Policy Manuals across the business and functional risk segments. The assignments included first assessing the „as is state‟, identification of gaps versus best practice, their adaptation and inclusion after business and risk management consensus and then the production and implementation of the Manual through training sessions and workshops. In one case the institution had businesses in over 100 countries and the Manual had to have „local buy in‟ and be designed in a manner that minimized exceptions and facilitated business across multiple geographies.

BankT&D Consulting delivered to all these

institutions a comprehensive and practical

Group Credit Policy Manual (GCPM) that

clearly articulated each institution‟s guiding

principles and general lending (credit risk)

policies. For ease-of-use and inclusion of future

policy amendments, the GCPM was designed to

allow for page-by-page changes. The soft-copy

of the manual is stored in a secure electronically

indexed form, which allowed for search

capability by key-words, searches by any

combination of key-words, or by entire phrase.

Exceptions and disruptions to the business were

minimized and global best/dominant practices

adapted to the institutions‟ credit philosophy,

bench strength and complexity of business. The

manuals were „rolled out‟ through interactive

training sessions and web- based training

materials.

Substantial improvement in

workflows, efficiency and audit trails

Our Experience





Review of Bank’s

Retail Risk

Organization and

Structure

Major Saudi

Arabian Bank

A major regional bank in Saudi

Arabia with a large consumer

presence wanted to review its

risk organisation and structure.

The scope of the project was

wide and covered the entire

consumer cycle ranging from

sales and initiation to

collections. The project

required a review of all the

consumer product programs,

operating process manuals, MIS

decks, audit reports, business

plans etc. In addition, it

involved several meetings and

discussions with risk business

heads, product heads,

collection staff, operations staff,

finance officers, analytics staff,

etc . It also involved specific

drill down of MIS and

preparation of simulations to

analyse trends and a full review

of current operational

processes to identify any risks .

The assignment was completed in over three months

after extensive investigation, staff interviews and

analysis. An exhaustive report covering all aspects of

the project was completed by a BankT&D Consulting

credit expert . Anew organisational structure was

recommended to optimise risk controls and eliminated

the redundancy of layering as well as duplicate analysis

and systems. Roles and responsibilities were clearly

defined. A framework to develop credit staffing

resources and sharpen their skills was provided. All

the recommendations relating to organisational issues

were subsequently implemented.

The product and portfolio recommendations were

exhaustive and highlighted both major and minor risk

issues in every product line together with solutions for

immediate and medium-term implementation.

Inadequacies in MIS and process were highlighted

together with recommendations for improvement. A

template was provided for ongoing portfolio reviews

that covered key risks and highlighted any risky trends.

The impact of implementation was also provided. The

“quick kill” recommendations were immediately

implemented by the bank and a plan with target dates

was put in place to implement the other

recommendations that required system amendments

or other enhancements.

Substantial improvement in Risk

Profile and audit trails

Our Experience





Merger of 4 Card

Businesses and

their Sale as one

unit

International

Banking Group

An international banking group

wanted to sell a credit card

related business operating

across four countries as one

entity. The card businesses

operated as an integrated part

of the banking group in each

country subject to different

legal, labour, tax and regulatory

regulations.

Acting on behalf of the seller, the transaction was

structured so that the four businesses could be sold as

one and treated as a sale of business as opposed to an

asset sale. This structure avoided a long, drawn out

sales process while ensuring compliance with all local

legal, labour, tax and regulatory regulations. The

transaction took four months of negotiations and

involved the signing of 18 agreements including a two

year transitional services agreement.

The benefit of the sale was

immediate in terms of a

substantial gain plus the client

managed to dispose of a non-

core business. This freed up

management resources and

provided funds to be deployed

to more profitable businesses.

Our Experience





Acquisition of a

Commercial Bank in

Pakistan

BankT&D Consulting

represented a group of

institutional investors acquiring

a commercial bank in Pakistan.

The group included a global

multilateral financial institution,

a large Middle Eastern bank, a

Japanese bank and a UK Private

Equity fund.

BankT&D Consulting coordinated all aspects of the

due diligence process and submitted recommendations

on the key factors impacting valuation. We provided a

team for the due diligence covering portfolio credit

risk, operations, technology, human resources, retail

branch network and physical facilities.

We were also tasked with coordination of the

contribution by external advisors (deal lawyers,

accountants, fixed assets and collateral valuers, and

escrow agents).

The deal was concluded in

March 2008 after which

BankT&D Consulting has been

providing consulting and training

services for repositioning and

transformation of the acquired

bank.

Our Experience



Contact Us

BankT&D Consulting Details:

Mailing Address:

BankT&D Consulting

Suites 18-20, 4th Floor, One Crown

Square, Church Street East, Woking,

Surrey GU21 6HR, United Kingdom

Phone: +44 1483 776888

Fax: +44 1483 747892

Website: www.banktandd.com

Islamic Banking Services Contact:

Hussain Mazhar

Director - Islamic Banking Services

BankT&D Consulting

Phone: +973 39940390

Fax: +44 1483 747892

Email:

[email protected]

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