Akintomi Bobadoye

- Managed the Credit Transformation Program which includes:

• The review and optimization of the Bank's Retail and Corporate Loan processes.
• The deployment of Retail and Corporate loan solution.
• 300% Improvement in Service Level Agreement(SLA) adherence for Corporate Loan processing in eight(8) months
• The optimization of the Bond and Guarantee process

- Conducted a productivity analysis for the Branch operation group that led to a 16% reduction in staff cost of the group.

- Was part of the Project team that managed the deployment of the Enterprise Service Management solution .

- Managed the Change Management Phase of the Core Banking upgrade Project. It involves;

• Conducting the business impact analysis of the project by identifying people, process, policies and systems impacted by the project.
• Determined required intervention and remedial actions to be taken on impacted processes, policies and systems.
• Management of Communications to all stakeholders
• Training of all user community.

• Analyzed and documented company processes for executive leadership and suggested areas for improvement.
• Increased efficiency and team performance by implementing actionable process improvements.
• Conducted a review and automated the settlement process of the Bank with 30% reduction in Turn around time.
• Managed the implementation of a solution (Finacle referral module) used to correct an operational control issue (loose maker checker system) identified on the Bank's core Banking application.
• Synthesized performance data from wide-ranging sources into cohesive overviews of process performance.

• Improved efficiency and effectiveness of performance and management of processes across departments.
• Evaluated impact of process change on overall operation and determined return on investment.
• Managed the automation of the form A process of the Bank which achieved a target turn around time(TAT) of 48 hours from the previous TAT of 10days.
• Managed the automation and deployment of a straight through Processing of outward remittance process. The novel automation reduced turn around time from five days to 4 hours. It also achieved a staff savings of five full time employees
• Managed the automation of investment process.

• Was part of a team that managed the deployment of a centralized fleet management operation of the Bank that led to a 12% reduction in operational cost.
• Was part of the team that managed the review and deployment of a Centralized Processing Centre in the Bank. Led the deployment of the salary processing work stream on the project to five hundred branches
• Was part of the team that established the centralized administration and transaction processing of head office payment processing leading to a 70% reduction in Turn around time
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• Developed and implemented strategies to deliver quality customer service.
• Reviewed new accounts for required documentation.
• Coordinated and assigned service call requests.
• Balanced daily cash and ATM, immediately documenting inaccuracies.