o Chair - Board Audit Committee – 2016-2018o Chair - Staff & Administration Committee – 2018- 2021o Chair - Adhoc Committee on Recruitment – 2018- 2019o Chair - Finance Committee – 2020 - 2023o Member: Technical Committee - 2018-2019o Member: Finance Committee - 2016-2018o Member: Broadcasting Committee - 2021 - 2023

Responsible for driving operational efficiency and effectiveness from a people, process, risk and technology perspective with a view of ensuring a competitive advantage for the business’ customer service and process operations. Specifically, operational and service standards for operational departments including Business Operations, Finance, Fund Operations and Property in Kenya and the Regions.

Responsible for the successful operation of the Integration Management Office (IMO) and the entire integration organization, providing leadership and direction to the various leads in the IMO and functional work streams working on the merger effort. Accountable for the successful integration of the two banks and the respective group subsidiaries (Banking and Non- banking Subsidiaries).

Led a multi-functional team in the implementation of this strategic legacy-setting project that sought to redefine CBA’s business model, with a view to secure the growth prospects of the bank considering the dynamic business environment and the evolving customer expectations and choice. Resulted in a reshape of the future of the bank, created distinguished value to the Group customers and retained superior value to staff and shareholders. The project transformed:• The Branch Operations Model• The Credit management model• The Customer Management model• The Technical and Operating model • Product Management framework• Governance (Finance and Risk management framework)• The Functional and Organisation model to support the transformation.

Led a turnaround strategy to deliver a superior customer experience and profitability. The role had overall responsibility for the Bank and Group’s revenue from Transactional Banking and Digital Channels, Product Development, Channel Development and Customer Experience on the Channels. This led to: • Redefinition of the Cash Management and E-channels Strategy that aligned to business strategy and achieved a revenue targets YOY.• Embedded the cash management & E-banking solutions as significant product areas throughout the Bank, its subsidiaries and associate companies, by expanding the Bank’s product offering to current and prospective customers through product features enhancement and promotion of the cash management and internet banking products.• Introduction of the first readily accessible cash deposit machines that doubled collections at respective sites and branches within the year and a reduction of operational costs for payment processing for both Client and the Bank. • Provided appropriate training to all the department staff as well as other internal/external groups supporting the operationalisation and sale of the product e.g. Operations, Branch, Relationship managers etc. Developed manuals/modules/models/flowcharts for use in managing the department’s activities and for internal/external training.• Established and implemented appropriate procedures and process for guiding the departments and product’s activities and from time-to-time review/modify these to fit in with other units establish work and risk management processes.

Led the setup of a new department – to be the voice of the customer within the organization and developed world class standards and held the organization true to these standards so as to deliver on the promise. Key Achievements: • Developed a Customer Experience Strategy covering the whole Group aligned to the Corporate Strategy. Implemented a 5-year strategy in 3 years and achieved all attendant KPI’s – CSAT, NPS Customer Effort Score and Customer Retention• Established of a shared service model contact centre for group support of customer interaction requirements include all communication channels and social media management, contact centre systems and CRM, that improved turnaround time for customer resolution from 48hours to 6hours.• Implemented service quality assurance for all customer touch points for the bank, including the establishment of Voice of the Customer strategy and monitoring- Improved CSAT scores from 78% to 87% in 3 years.• Implementation of a customer retention strategy for the group, that improved retention from 95% to 97% in the first year.

Led the department charged with the management of dealers and mobile money agents: approx. 450 airtime dealers and 3000 M-Pesa agents. Revenue targets responsibility accounted for approximately 80% of total company revenue. Key Achievements:• Developed and implemented an effective dealer, key accounts and M-Pesa agent distribution and management strategy thus, successfully delivering and surpassing targets accounting for 80% of company revenue consistently via the 3rd party partner managed and in line with set targets. • Determination and Modelling of targets for 3rd party channels for various products that achieved sales targets in terms of line connections, airtime sales and value-added services via the various 3rd party agents managed. • Achievement of the year’s revenue target in less than 9 months through growth of subscriber numbers on the network focused on market leadership and sustained ARPU growth, as well as growth of M-Pesa users via incentive programs both for uptake and retention.• Managed the team performance of consumer sales staff including development of job descriptions and roles aligning the team structure for better delivery, collaboratively working with the team to define performance indicators, objectives, and training needs analysis that supported accountability and greatly improved performance and employee engagement.

Overall In-charge of the effective operations and customer experience delivered by the 36 retail outlets nationwide and 925 shop and head office staff.

Responsible for the Branch including Business development, resource and performance management

Responsible for Team development and motivation, resource and performance management.