M.A. Mannan Email & Phone Number

Beijing, China

Pakistan

Pakistan

I am very mindful of all TCS stakeholders – our customers, our staff, our business partners, & Pakistanis around the world, who've connected with TCS one way or another over the years – I want to engage them all and keep them engaged as we evolve the brand and propel it into the future.Currently in its 35th year of successful operations, TCS has evolved into a symbol of trust and reliability not only in Pakistan but to Pakistanis around the globe. We operate with over 13,000 people, 24/7 state-of-the art Call Center, 900 Express Centers, a Boeing 737, over 400 satellite tracked vehicles and touch more than 3,500 destinations worldwide. Our strategic alliance with UPS has taken TCS global and service to more than 220 countries of the World. In 2018– Supply Chain Advisory, E-Commerce, Financial services and global reach are the focus areas for TCS. www.tcs.com.pk

Served as the Non Executive Chairman of the Board of Management. PSO is the largest public sector company of Pakistan with over Rs. 1 trillion in sales. For more details visit www.psopk.com

Pakistan

As an Executive Director at Silkbank I was responsible for governance, strategy and turning around the bank. Silkbank has blue-chip international sponsors including IFC, Nomura and Bank of Muscat. I was directly responsible for Islamic Banking and spear-heading the merger / acquisitions, capital raising activities to deliver best value for the bank.

We launched DIB from scratch in Pakistan – the first Islamic bank of the World. DIB became the second largest Islamic bank in Pakistan within a 4 year period. DIB is a full suite bank with complete business lines of Corporate and Investment banking, Treasury, Commercial and SME business, Consumer assets and Retail banking. DIB Pakistan closed Dec 31, 2009 with Rs.35 billion balance sheet footing and Rs. 352 Million PBT. This was achieved in a downturn and in an industry where every bank had posted a downward trend in the bottom line. In 2010 the bank was heading towards making Rs. 700 Million plus. The bank broke even in year 3 and posted a full year profit in year 4 despite very difficult times. Due to its strategy, strong performance and risk management, DIB was upgraded by its rating agency from A- to A in 2010. This was achieved in the backdrop of Dubai crisis. The corporate and investment bank worked with top tier names in the country and DIB won many mandates from the Govt. of Pakistan. The Consumer book was at Rs. 11 Billion and had the best NCL ratio in the entire industry. In 2010 the Consumer Assets Business was headed to make Rs. 200 Million bottom line.

I joined the bank right after privatization with a challenge to turnaround the sleeping giant; I was Deputy CEO of the nation’s third largest bank with branches located in 14 countries. My direct responsibilities included Consumer, Commercial, and International operations in USA, UK, UAE, Qatar, Bahrain, and Switzerland; and additionally for Operation/ IT, Administration and Human Resources for the entire bank. I conceived and promoted the new vision and global corporate ID for the bank. Today, it is a well-established brand, known for innovation. We achieved the highest net growth in deposits in the industry, increased from Rs.146 Billion to Rs. 291 Billion in 30 months. We also increased the Commercial lending portfolio (Middle market, SME, Agricultural Business, and Commodity Business) by 3 times and led the industry in growth on Advances. The portfolio increased from Rs. 13 Billion to Rs. 44 billion. There was a time when Consumer banking did not exist at UBL, we created it from scratch to launch a full suite of products; Credit cards, Auto and Personal loans, Mortgages and Business Finance. This included creation of the Operations and IT platforms by implementing Consumer systems worth 3 million dollars. In 24 months we became the fastest growing Consumer bank, the portfolio was at Rs. 25 billion with over Rs. 2 billion added in the Advances portfolio per month.

Usa

I was part of the Senior Leadership Team, and my direct line responsibility was to deliver $790 million revenue and $650 million in pretax profits by Cross Selling to customers across all Citibank Cards portfolios consisting of 93 million customers. For this assignment I was based out of New York as an International staff member.

1998 – 2000 I was part of the Management Committee responsible for Strategic Management and profitability for the entire product range, comprising of Cards, Auto and Personal loans. I was also the Branch Banking Head, responsible for deposit mobilization in 5 cities, with an expense budget of $ 5.5 million.Management Associate - Vice President Citibank Pakistan1991 – 2000 I started my career as a Management Associate at Citibank and worked in various positions in the Consumer Bank, which included the launch of Car Finance, Mortgages, and Credit Cards.I also worked in Product Management, and was the National Sales Head for all of the bank’s products.