Eva Balikowa

• Responsible for developing and maintaining a portfolio of deposits and revenue generating client relationships in the retail market segment through delivery of excellent customer service contributing 40% to the overall bank’s revenue out of the 5 business segments. • Well-grounded and accomplished people coach with a track record of leading high performing and motivated teams. • Overall accountable executive for formulation and execution of strategic initiatives for the Retail Banking Department. • Exceeded performance targets for assets (104%) and deposits (128%) for the Retail Department. • Maintained acceptable levels of portfolio credit quality (0% NPL in 2016, 2017) of total Retail Bank Asset portfolio and Portfolio at Risk (PAR) within set parameters • Driven penetration levels for uptake of electronic collection and payment platforms including mobile bulk payments that have made it easier for clients to transact, enhance share of mind resulting into increased deposit wallet. • Accountable executive for achieving total compliance with the Bank’s policies, procedures and regulatory requirements. • Driven cross-sell initiatives for Business and Personal Banking solutions through on-boarding the value chain actors (suppliers, distributors and staff) of corporate clients. • Inspired teams to fully embed and live the institutional culture and the Orange rules • I have grown the unit’s assets responsibly while growing the liabilities aggressively in a manner that will help to dilute the concentration levels of the segments. I have successfully grown deposits and reduced on the reliance of the bank on whole sale deposits which are expensive and non sticky • I have delivered consistent growth on the balance sheet and income statement through growth of the customer base which has seen the customer base grow by 100% of the set targets month on month • I have built and sustained long term relationships by onboarding key clients through the value chain approach reducing on the switching costs arising out of attrition • I am responsible for identifying strengths and areas of development for the team and ensure effective coaching and training so as to create a high performing team. This has resulted in 90% of my team growing through the ranks from being Executive Trainees to now Relationship Managers • I drive talent growth of the team and create a robust succession plan to ensure business continuity. • I am responsible for managing all aspects of risk including monitoring and evaluating audit and inspection reports and initiating corrective action • I have ensured strict adherence to the bank’s policies, systems and proceedures • I ensure that the NPL does not exceed 2% of the total loan book KEY ACHIEVEMENTS: • I contribute 40% to the bank’s overall revenue base out of the 5 business segments growing to the 2nd position after Corporate Banking from the 5th position we were when I joined in October 2017 • I have turned the business around from loss making to now a profitable business • I grew the CASA deposit base to 25% of the total bank deposits out of the 5 business segments holding the highest deposits in savings accounts and ranking in 2nd position after Corporate Bank • I have diluted the concentration risk and over reliance on whole sale deposits by diversifying the overall deposit base bringing down the cost of expensive deposits by over 30% thus increasing on the bank’s NRFF. • I have grown the customer base by 35,000 new customers in the last 18 months thus growing the number of transactions and NFI. • I have grown the premium customer base from zero and established a strong base of clientele who help to drive deposits and a clean asset book. • The mastercard uptake has grown by over 100% in comparison to the previous years. • I have kept the NPL at 0.5% of the overall bank loan book with an aggressive recovery rate of 90%. • I have grown the NFI of the segment by driving FX transactions and other transactions reducing on the risks associated with heavily relying on income from entirely a loan portfolio. • I have mentored my team with 90% of them moving into Relationship Management roles and 2% into supervisory roles. • I on boarded key names under Public Sector such as AVSI, ICCO, Arbeiter Samariter Bund, ABI Trust, Resilient Africa, AFENET all of which are million dollar projects thus earning the bank FX income as well as transaction fees and cheap deposits from managing the project accounts Strong Corporate Governance exposure. I am an active member of key bank committees i.e. Asset and Liability Committee (ALCO), Executive Committee (EXCOM), Management Credit Risk Committee, Disciplinary Committee and Risk Management Committee

• Responsible for the delivery of the Institutional Banking departmental growth strategy and Profit and Loss management. I set up the unit and was able to onboard all institutional bank clients from zero to 45 relationships at the time I left • I Segmented Institutional Banking clients along sector lines leading to increased productivity, accountability and relationship focus from Relationship Managers. This included Education Institutions, Faith based organisations, NGOs both local and international, Diplomatic agencies, Financial Institutions and Public Sector • I Carried out Business development activities to increase customer acquisition of Institutional Banking customers through designing tailor made financing products and identifying strategic business partnerships with business training institutions and associations recording stellar performance under my leadership • Achieved in excess of 15% month on month growth in liability generation and portfolio profitability. • Led a 3 man Relationship Manager Team contributing over 65% to the bank’s deposit base. • Carried out quarterly industry and sector reviews to determine opportunities for lending and deposit mobilization. This information was always shared at the monthly ALCO meetings which was key in informing the bank’s decisions especially treasury related • Developed alternative service delivery channels for Institutional Banking clients to maximize wallet share driving use of online banking platforms and other electronic banking channels. KEY ACHIEVEMENTS: • Grew the institutional banking portfolio from zero to 45 strong Institutional banking names putting the bank in a stature where we were known as a strong bank in the NGO and International NGO space • Achieved 104% of diluting the concentration risk and reliance on purchased funds thus bringing down the cost of funding and interest expense to 8% from the 92% it was previously • I diversified the bank’s portfolio and reliance on the top 20 customers of the bank increasing the bank’s earning and improving on the quarterly CAMEL ratings • I turned the Institutional Banking portfolio into profit making in a space of 6 months • I grew the balance sheet of the unit by over 104% from zero as I just started the unit. • I contributed 65% of the bank’s deposit base, all of which was on CASA • I mentored my team who grew into leadership roles • I onboarded key names such as Action Against Hunger, MSF France and Swiss, WE EFFECT, Child Fund AND Uganda Child Rights NGO Network Strong Corporate Governance exposure. I am an active member of key bank committees i.e. Asset and Liability Committee (ALCO), Executive Committee (EXCOM), Management Credit Risk Committee, Risk Management Committee, Senior Management Committee and Disciplinary Committee.

• In charge of a team comprising of Relationship Managers, and a Relationship Officer for Institutional Banking and Branch Managers and Business Development Officers for Retail Banking. I was tasked to develop and nurture relationships for institutional banking and retail customers while ensuring growth of liabilities and assets driven through this portfolio. The team exceeded their targets by 100% on both assets, liabilities and account acquisition • Responsible for the delivery of Retail and Institutional Banking departmental growth strategy and Profit and Loss management through extensive interactions with senior policy level decision makers in government, donor and international agencies. I achieved this by setting up at least 3 high level meetings every month out of which the success rate from the discussions was always 70% • Segmented Institutional and Retail Banking clients along segment/profile lines leading to increased productivity, accountability and relationship focus from Relationship Managers, Branch Managers and Business Development Officers. This increased our focus on key relationships through driving the 80:20 rule seeing out top line increasing drastically by 80% through this effort • Carried out business development activities to increase acquisition of customers through recommending tailor made financial products and solutions so as to drive growth in the various segments • Created new markets for NC Bank’s Retail proposition through Work Place Banking with different Corporate and Institutional Banking clients in the Kampala Central Region while also incorporating specific focus on micro and small businesses. • Increased NC Bank’s market penetration through regular product road-shows and information seminars. • Created and managed strategic business relationships and alliances with other organizations for sales, training and marketing synergies for Retail Banking marketing development such as sponsoring events that exposed the bank to a multitude of potential retail customers for the bank. • Generated and improved profitability of customer relationships as per agreed parameters • Supported the development of existing business relationships, developed new ones and increased profitability from the relationships as well as the bank’s share of the customers’ wallet • I proactively promoted and managed a positive risk culture while empowering the team to consciously focus on all areas in risk and compliance and ensuring that the unit complies in all areas • I was in charge of formulating the Retail and Institutional Banking strategy as well as developing Retail Banking products all in line with driving the institution’s strategic vision. • Developed, customized and tested the suitability of NC Bank’s deposit mobilization and lending products to suit the needs of Ugandan small and medium sized enterprises as well as personal banking customers. • Initiated micro-marketing activities, a branch-based strategy aimed at increasing brand visibility and business customer recruitment. • Launched a competitive Retail Banking proposition to cover personal banking as well as a unique Trade Finance proposition making NC Bank the preferred partner for local and international trade services for SMEs in Uganda. • Exceeded lending targets both for loan assets (direct and indirect exposure) by over 35% and deposit targets by 25% • Delivered inspirational leadership for the Retail and Institutional Banking team leading them to take on additional tasks. KEY ACHIEVEMENTS: • I exceeded the onboarding targets by 104% having started the portfolio from zero. The customer base grew to 82,000 in two years for a bank that had only 1 branch then. • I exceeded lending targets for loan assets (indirect and direct exposures) by 35% and deposit targets by 25% • Launched and revamped the High Net Worth and SME proposition seeing a growth of the loan book by 20% • Achieved a success rate of 1% of the NPL by ensuring that only quality assets were being booked. • Drove the NFI of the bank contributing 40% of the overall bank’s income • Introduced key relationships to the bank by driving the scheme loan arrangement. Some of the key relationships under the scheme loan arrangement included staff of ICEA, Britam, Vivo Energy, Total Energies, CNOOC, ABI Trust and UBL among others. • I trained my staff and contributed to the talent pool of the bank as 90% of the new entrants who were on contract were absorbed into the bank on permanent basis, some of whom moved into Corporate Banking roles • I achieved a break even point month on month for Retail Banking in a space of 6 months of operation I was an active member of key bank committees i.e. Asset and Liability Committee (ALCO), Executive Committee (EXCOM), Management Credit Risk Committee, Risk Management Committee, Senior Management Committee and Disciplinary Committee.

• I was in charge of managing the FIIO portfolio and ensuring consistent growth and accuracy in the figures in my unit. I successfully set up the unit in the bank, which was previously inactive and turned it round to being one of the few units that achieved and exceeded on the budget by 65%. • Tasks included client acquisition. I generated and converted majority of the leads into highly profitable clients by making quality sales calls per week while targeting new clients. I achieved 90% of the acquisition and onboarding targets for FIIO clients which was no men feat • I reviewed account plans for all networked customers with a view of enhancing business volumes and earnings seeing the volumes grow by 12% for key names month on month • I leveraged on the network of relationships to generate increased revenue across all product spectrums in each client grouping – FIIO • Customer management was a priority where I succeeded in building clients’ trust in the brand by being a trusted advisor to them in regard to their financial issues • I was able to tailor client engagement and products to enable me produce very clear account plans while linking all this to the customer strategy. In the end, I was able to create and deliver land mark deals. • Performed quarterly competitor analysis so as to maintain a competitive edge for Ecobank Uganda Limited • Led a four man team of Relationship managers leading to exceeding delivery of the region’s deposit mobilization targets by 90% over and above what was set. KEY ACHIEVEMENTS: • I exceeded my onboarding target by 65% of the budget onboarding key names such as Malaria Consortium, Uganda Child Rights NGO Forum, ANPCANN, MSF(France) and MSF (Swiss) i.e (Medecins Sans Frontieres French and Swiss sections, Action Against Hunger, Quality Chemicals and Mosquito Net Village amongst several key relationships • I was the key driver when we participated in RFPs which saw us winning relationships such as WFP, Save the Children and Infectious Diseases Institute. • Because of onboarding such key names, the treasury department was able to exceed their budget by over 102% because of the FX income • I exceeded my budget on deposits mainly driven by the key relationships I onboarded from the NGO and Insurance side.

• I was in charge of managing the bank’s liabilities and ensuring consistent growth and accuracy in the figures in my unit - Tasks included liaising across the government’s networks, departments, Local Government Institutions, Municipals, Districts, Embassies, Donor agencies and NGOs while establishing a data base and managing the portfolio in order to grow the relationships, win them over to the bank and add value to their deposits • Managed the Public Sector and Retail banking budget and working closely with branches ensured the budget is met, with monthly Personal Management Performance Review Sessions • Managed the unit’s balance sheet working with different branches’ balance sheets in line with the bank’s strategic focus of realising profits month on month contributing 45% to the overall bank’s profitability • On boarded and managed state owned enterprises including government authorities and parastatals with active engagement with the parent ministries and the Accountant General’s office achieving 100% of my targets. • I monitored market developments and opportunities whilst developing and realigning objectives alongside strategic plans to meet the revenue targets • Undertook preparation work for evaluations e.g. compiling of financial information for our daily meetings with the sales officers • Planned and implemented effective sales strategies and monitored the progress of new/existing products; as well as provided operational management support on a day to day basis for business development. • I was in charge of overseeing the Sales Hub/Call Centre of the bank as approved and ensured achievement of budget (Liability). -Key Responsibilities: I made business decisions and supported the Head of Domestic Banking on strategic business issues. - I prepared marketing plans and strategies for liability generation to enable the Business achieve targeted growth objectives. - I kept the bank's strategy in focus at all times. Ensuring that the team aligned with the bank's strategy and bench marking market changes in the local market. - Directly supervised the activities of the Hub and the Call Centre. - Ensured that cost is managed through optimal deployment of resources. - Contributed to the effective launching of new products to ensure favorable market response and optimum build- up of revenue. • Spear headed several deposit mobilization campaigns across the bank that were all geared towards raising a minimum level of deposits through the Retail Banking channel by coming up with a concept and liaising with different media organizations to ensure enough publicity while working closely with the team to ensure productivity while leveraging on the various media adverts - Approved and recommended where necessary, the creation of good quality no or low risk assets. KEY ACHIEVEMENTS: • I penetrated the education sector and won key collection accounts for Universities such as Makerere University, Kyambogo University, Bugema University and Victoria University. • I penetrated local government and onboarded key accounts for Rubaga Division, Kampala Central, Makindye Division and Nakawa Division before Kampala Capital City (KCC) became an authority by closely working with the division mayors. • I played a key role in onboarding the Faith Based Organisations where I got key accounts such as for All Saints Cathedral, RCCG and the Adventist church and ADRA • The bank’s earnings significantly improved by bringing down the cost of funds, onboarding cheap and sticky liabilities as well as mining a lot of the value chain business that comes with such key names • I was in charge of the sales hub and call centre where at any one time I had a team of 80 staff. I was responsible for their growth as well as getting the best out of them. Majority have since become distinguished bankers • I grew the loan book and exceeded my budget by 104% by onboarding key scheme loans for companies like Cooper Uganda, PACANET, SKENYA, Britam Insurance, Uganda Re, Lion Assurance and Jubilee Insurance

I was a Prestige Centre Branch Manager at Rwenzori Courts, TankHill and Garden City Prestige branches before moving to Wandegeya Branch with Barclays Bank before moving to Ecobank where I was Senior Branch Manager for the Head Office Branch. I was in charge with the day to day running of the branch overseeing sales growth, balance sheet and the P&L growth of the branches, coaching, mentoring and grooming of my colleagues while ensuring that we operate in a risk free and controlled environment.