Nabeel Malik Email & Phone Number

Toronto, On, Ca

Toronto, Ontario, Canada

Advisor to Loop, Karachi, Pakistan. Loop enables businesses to digitize manual financial operations for improving efficiency and profits. From 03/24 to 08/24Advisor to Burj Capital, Dubai UAE. Burj Capital is an all-rounded investment firm engaged in renewable power development focusing on both utility-scale IPPs and Distributed Generation solutions for Industrial and Commercial scale customers.Advisor to CombatIQ. Combat IQ has a leading end-to-end solution that automates data extraction for individual sports. This cutting edge technology excels in generating real-time odds and micro-betting odds, as well as enhancing broadcasts with dynamic visualizations.Advisor to Caremiles Inc. Caremiles is on a mission to turn climate intention to action. A B2C app EV CLUB is designed to simplify and enhance the EV charging experience by offering a universal app that works across all charging networks. The aim is to make EV charging as hassle-free as filling up a gas car.Advisor to Apna Tax - a digital tax filing application in Pakistan.Advisor to BankT&D - I have been associated with BankT&D since 2013 as a consultant with breaks when I was working full time.

Karāchi, Sindh, Pakistan

Dglobal is a start up focused on financial solutions. It is funded by Sequoia Capital (South East Asia); Kleiner Perkins and Nubank and leading angel investors.

Karāchi, Sindh, Pakistan

Acting CEO/President 09/2020 - 12/2021Responsible for bank strategy and incorporation of digital channels.In charge for productivity improvement.Supervise restructuring balance sheet.Reduced cost base by 15%.Fastest growth in current accounts in '20-'21.

Toronto, Canada

Froog is a B2B financial engagement company which accelerates profitability for financial partners by making the management of finances fun and enjoyable for their customers. We enrich our partner's financial data with behavioral psychology; by measuring anxiety levels, and by mapping financial ambitions. We find answers to what motivates customers; why they transact the way they do; and what drives their decision making. We actually start from where traditional financial management stops.

Toronto, Canada Area

NiMr was a boutique consulting practice which collaborated with consulting firms around the world to provide specialist services for retail banking; marketing and fin-tech start ups focussed on formulating and executing business strategies for transformation and growth. . Director Retail Banking for BankT&D Consulting. Re-structured a mid-sized bank in Pakistan as Program Director for the LoBue Group.. Consultant on Africa acquisitions for SABRE Consulting.. Advisor to Finsurgents. Experts in transforming traditional businesses to digital business models for growth and profitability.. Advised a South African PE fund on transforming a post office into a micro-finance bank.. Member of the advisory board of Ampion. Ampion.org is a catalyst for entrepreneurship and innovation in the emerging world starting with Africa.. Member of the Advisory Board of Management Excellence - a proponent of ethical sales and service practices for the financial sector in the developing world. Intimately involved in the development of a software that institutionalizes best sales practices.

Lagos, Nigeria

Member of the board of directors and in charge of consumer, SME, private banking andmicro finance subsidiary.. Over saw the transformation of a traditional investment bank into creating the fastestgrowing division for the bank in line with strategy.. Grew operating PBT for the retail division exponentially (from N 0.1 billion to N 3.4 billion)by growing revenues; keeping expenses flat and from the sale of impaired assets to theAsset management Company of Nigeria (AMCON).. Led the change management process for the distribution strategy; the customermanagement process; analytical capabilities; and by creating a strong underwriting andcollections capability.. Integral part of management team and board decision to acquire Finbank for boostingretail capabilities even further.. Physical network increased to 280 outlets and over 3000 sales force.. Launched pilot for small depositors with a low cost to serve business model.

Dubai, Uae

In charge of business development and strategy for international markets.. Responsible for overall governance of businesses in Qatar, Bahrain and Egypt.. Drive overall international expansion strategy including identification of potentialacquisition if required.

Dubai, Uae

Acting head of the Retail business from late May ’07 to Jan ‘08. Responsible for theretail businesses for the UAE (including Osool Finance), Qatar, Bahrain and Egypt.. Awarded Best Bank of the Year Award for the UAE by Euro Money for the year 2007.. Achieved year on year top line growth of over 30% in ’07 to reverse trend of decliningmarket share for past 6 years.. Responsible for motivating over 3000 staff and customer base of almost 374,000 acrossall products.

Dubai, Uae

Additional responsibility of Regional Marketing Director for Turkey, Middle East and Africa for all segments and products.. Responsible for brand and customer experience for all products and marketing processesacross the geography with a budget of $ 11 million. Member of the TMEA and UAE Managementteams.

Dubai, Uae

Led change management transformation for growth. Increased month-on-monthrevenues for UAE by 31% ; investment sales grew by 107% as overall AUM’s grew by48% with a 24% reduction in sales incentives. Card ANR built up by 12% over the year.Doubled Pakistan’s EBIT and increased Bahrain’s by 17% while keeping delinquencies atan all-time low. Attained best possible audit ratings for all countries and fully compliantwith all US banking and local regulations and accounting policies.. Received Freddie award for best global co-brand and won the highest award in theFinancial Services category in the GCC IAA awards for Citigold campaign. Recognizedby government with HRD award for Emiritazation.. Managed and motivated over 2,100 staff.

Athens, Greece

Faced with an anemic sales model, I introduced variable compensation/incentives to dou-ble mortgage book within three months. Invested in marketing staff to get credit cards going. Introduced a completely outsourced back office model for cards that was repli-cated by the bank in other markets also. Forced global management to confront the real-ity of (a) either investing in the consumer business there or (b) sell the business rather than continue with a franchise that lacked appropriate infrastructure. Managed 130 staff and a multi-channel distribution.

Taipei, Taiwan

Created and managed a structure for integration by identifying key events and time lines; mobilized joint teams and facilitated team and executive reviews. It was important to complete the integration prior to the last quarter of ’99 to avoid getting into a freeze period prior to Y2K. Completed successfully.

Pakistan

. Built a team and a brand that resulted in the fastest growing foreign bank in the country at the time. Instead of replicating other banks and matching them in advertising spend we focused on the customer experience; on creating alliances and on an advertising strategy that did not have mass media advertising as its corner stone. These strengths allowed the bank to convert to a Rupee strategy without paying premiums that other foreign banks were forced to offer to safeguard liquidity after the nuclear tests in Pakistan.. Grew distribution by adding three branches; a call center and an internet channel and augmented the product offering by introducing a balance transfer product and established the first shared ATM network in country.Marketing Director from 11/95 to 10/96. Developed and executed brand building for the ABN-AMRO Bank N.V. franchise. I was responsible for liability generation and our team increased balances by 419% from year-end ’95 to May ’98. I prepared and executed brand positioning strategies that increased awareness amongst target market from 30% to 90%. I directed the first international award winning advertising campaign for the bank and successfully introduced service as the key differentiator for our brand amongst other claimants for the same positioning.

Karachi And Lahore Pakistan

Country Financial Controller.. Managed business performance management and reporting. I was involved in all strate-gic products and country reviews and was able to establish how strategies affected profit-ability. I controlled an expense base of over US $16 million and revenues of over US $35 million.04/92 to 03/93 Resident Vice PresidentSales Manager, Auto and Mortgages, North Pakistan. Directed and managed the sales effort in the northern region of Pakistan for asset pro-grams of automobiles and home mortgages. Pioneers in Pakistan for creating non-bank in-direct distribution channels.

Gilgit, Pakistan

A private organization engaged in designing a replicable model for economic development of small farmers in northern Pakistan. I held a series of increasing responsibilities in the company starting as a Project Economist to working with General Manager as his chief of staff to also running the unit that helped develop skills among farmers to sell their produce at higher prices.1987-1989 In-charge of the Commercial and Industrial Development Division.1984-1987 Program Officer and Project Economist

Mppm

Bachelor Of Arts (B.A.), Economics