1. Jalal Jamil
193/II, 39th street, Off Khayaban e Ittehad, Phase VI, D.H.A, Karachi
Cell: + 92 300 8233004 Res: 021 35251397
Email: jalaljamil01@gmail.com
DOB: 02/02/1981, Marital Status: Married, Nationality: Pakistani
CARREER OBJECTIVE:
To work at a position in a dynamic environment that offers challenges & opportunities of a professional
growth. Achievement of organizational & personal objectives by application of knowledge & hard work.
EXPERIENCE:
NIB Bank Ltd 2014 July – Present
VP - Area Distribution Manager
BRANCH BANKING
 Maintaininga growingArea portfolio & retainingon monthly basis as per defined KPI & budgeted targets.
 Maintaininga portfolio of approx.10billion growingon monthly basis.
 Responsiblefor Area monthly, weekly & daily AML reports & other analysis.
 Analyze priority customer’s trend to enhance CASA footings of the Area.
 Drivingthe Area Team to transformservicetransaction into enhanced customer relationships.
 Service hurdles & escalation of issues related to the FOBO management of the branches.
 Customer retention efforts with personal involvement in complaintresolution & initial feedback fromthe
customer.
 Liaison with Operations staff to mitigate operational risk & upcomingissues.
 Responsiblefor all SQTstandard levels for branch operations.
 Looking after 8 retail branches with additional 12 commercial branches retail portfolio.
FAYSAL BANK LIMITED 2013 Jan – 2014 July
RVP –Branch Manager Main Branch H/O
BRANCH BANKING
 Maintaininga portfolio of 12.5billion with a CASA shareof 3.5billion growingon monthly basis.
 Branch Operations included an additional Cash SortingHouse with a team of 15 staff members being a
feeding branch for SOUTH Region.
 Responsiblefor Branch Internal / external & SBP Audits.
 Maintainingan Off Site ATM network of 11 sites for South Region with a dedicated team.
 Branch also includes a Priority SOLITAIRE Centre with a specialized Relationship Management team.
 Beside GB – General Bankingspecial help desk teams are operative for AHD – Assets Help Desk & CSC –
Corporate Service Centre.
 Branch Services also includeTradeLead Generation for CBSME / LCs & Bank Guarantees.
 Branch Ranked # 1 across thecountry for deliveringdepositgrowth in CASA channel for the year 2013’.
 Revenue generation Via FX conversions /

2. FAYSAL BANK LIMITED 2011 May – Dec 2012
AVP – FLOOR MANAGER & PCM (Priority Centre Manager) Main Branch H/O
BRANCH BANKING
 Maintaininga growingbranch portfolio & retainingon monthly basis asper defined KPI & budgeted
targets.
 Maintaininga portfolio of 8.5billion growingon monthly basis.
 Also responsiblefor the performance of team including1 SRM / 6 RMs / 3 FSOs / 1 LC / 6 PBs & 2 BFCs.
 Responsiblefor branch monthly, weekly & daily AML reports & other analysis.
 Analyze priority customer’s trend to enhance CASA footings of the branch.
 Transformservicetransaction into enhanced customer relationships.
 Service hurdles & escalation of issues related to the floor management of the branch.
 Customer retention efforts with personal involvement in complaintresolution & initial feedback fromthe
customer.
 Liaison with Operations staff to mitigate operational risk & upcomingissues.
 Responsiblefor all SQTstandard levels for branch operation.
SAMBA BANK LIMITED 2010 Dec – April 2011
Subsidiary of Samba Financial Group KSA
AVP – Senior Relationship Manager Clifton Branch
 Maintaininga growingbranch portfolio & retainingon monthly basis asper defined KPI & budgeted
targets.
 Maintaininga portfolio of 300 million by retainingsuccessfully & growingon monthly basis.
 Also responsiblefor the performance of team including3 RMs / 1 BBTOs & 2 PBs.
 Liablefor branch monthly, weekly & daily AML reports & other activity reports & analysis.
 Analyze priority customer’s trend to enhance CASA volume & services management process.
 Transformservicetransaction into enhanced customer relationships.
 Service hurdles & escalation of issues.
 Customer retention efforts with personal involvement in complaintresolution & initial feedback fromthe
customer.
 Liaison with Operations staff to mitigate operational risk & upcomingissues.
 Responsiblefor basic objectiveof quality measuretools in the branch i.e. ZDE (Zero Defect Environment)
SAMBA BANK LIMITED 2009 May – Dec 2010
Subsidiary of Samba Financial Group KSA
AVP – Head of Recovery Management Unit (RMU)
Unsecured Assets – PLI
 Developing & revamping the whole RMU with increasingthe force / channelizingtheprocesses /
strategizingthe approach.
 Monitoring,Training& Managingof In-house & Out sourced recovery structure to ensure quality of
settlement & discounts offered in the market, efficiency & costeffectiveness of the channels involved in
RMU.
 Responsiblefor hiring& trainingthe Recovery Force for the consumer loan productfor the country.
 Assign specific targets to Regional Supervisors & further allocation to ensureindividual productivity is
maximized.

3.  Performance Management for recovery structure includingRMUperformance, Portfolio Analysis,
DatabaseManagement, Service Standards & General Housekeeping / Administration.
 Developed various IncentivePlans for Recovery Supervisors & Recovery Executives with half yearly review
with credit Policy.
 Track Market & Competitive information pertainingto the respective business areas & realign RMU
strategies to attain competitive edge.
 Leading in the market with an average productivity at100k per Recovery Executive which increased from
meager 50k.
 Maintaininga portfolio with GCL of 900 million with 4000 accounts & havingan average recovery of 4 -5
million country wide.
SAMBA BANK LIMITED 2008 April – May 2009
Subsidiary of Samba Financial Group KSA
AVP – National Sales Manager
Unsecured Assets – PLI
 Strategizing a business sales model to achievebusiness objectives.Ensuringa self sustainablesales
structure to match business needs to ensure smooth & seamless delivery of the product promiseto the
customers. Monitoringof channel to ensure compliancein all business directives.
 Monitoring,Training& Managingof In-house sales structureto ensure creditquality,sales efficiency &
costeffectiveness of the distribution channel.Responsiblefor hiring/ trainingof staff.
 Performance Management for sales structureincludingsales performance,Portfolio Analysis,Database
Management, Service Standards & General Housekeeping / Administration.
 Assign specific targets to Regional Managers & supervisefurther allocation to ensure individual
productivity is maximized.
 Responsiblefor hiring& trainingthe Sales force for the consumer loan product for the country.
 ProposeBTLs & ATLs for Sales enhancement for consumer loans.
 Developed variableincentiveplans for sales managers & sales executives.
 Portfolio Analysis& data basemanagement in order to establish profitablecustomer s egments to cross
sell.
 Launch of surrogates,creditpilotprograms & pre-approved /pre-embossed programs in conjunction with
creditpolicy.
 Role includes motivatingthe sales & serviceforce, ensuringtheir effectiveness, grooming & trainingthem
for best sales & serviceresults,conductingdaily briefs & debriefs to monitor sales activity, conducting
weekly rounds/clinics,monthly assessments/appraisals,monthly trainingsessionsfor new hires &
refreshers for present staff.
 Maintaininga portfolio with an ANR of 2.48 billion with 18,037 accounts & an average ticket sizeof 135k
with city wise LTD skew of 39% KHI / 36% LHR & 25% ISL.
Crescent Commercial Bank Ltd 2006 Jan – April 2008
Regional Sales Manager (South) & Tele Sales Unit Head
Unsecured Assets – PLI
 Managing& developing the sales team for south region in consumer loans with having55%portfolio for
the country.
 Responsiblefor hiring& trainingthe sales forcefor consumer loan product for country.
 Generated an ANR of 500 million through 2500 accounts in the first100 days of launch with an average
ticket size of 160k for South region being the industry best sales productivity.
 Managinga team of 150+people including5 ASMs & 3 TSMs for Tele Sales Unit (Khi – Lhr - ISL).
 Motivating& trainingof sales team for solicitingnew acquiringbusiness relationships.

4. Royal Bank of Scotland (RBS) formerly ABN AMRO BANK N.V 2004 Oct – Dec 2005
Area Sales Manager
Cards Business – Unsecured Assets
 To develop a fast track team to achieve the given targets within the desired time span, responsiblefor
maintaining team targets at direct& corporate levels with a force of 35+ people.
 Building& Maintaininghealthy relationship with customers by proactively cross sellingABN AMRO asset
products: BTF BalanceTransfer Facility & PIL Personal InstallmentLoan.
 Also handled & supervised the BTF team as an additional responsibility comprisinga forceof 25+ people.
 Responsiblefor securingmaximum business through directsales.
 Proposesurrogates for sales enhancement.
 Assistingin formulatingprocessflows for operational structures.
Standard Chartered Bank (SCB) formerly: Union Bank 2003 Nov – Aug 2004
Business Development Executive
Corporate Section – American Express Cards
 To establish relationship with organizations & acquiretheir accounts.
 Portfolio Management of existingclients & Identify new avenues for business targets
 Responsiblefor givingpresentations to all corporateclients for all the consumer products.
 Lead & supervisea team of Relationship officers,trained & motivated the sales team, maintained strong
liaison with businesspartners & clients Dueto prestige & esteem enjoyed by the product, our cliental
comprised of basically highly net worth individuals.
GLAXO SMITH KLINE – Head Office (West Wharf Road) 2002 Feb – Oct 2003
Product Research Officer & Sales Analyst
 Created a detailed research & development report on the company to launch R&D as a marketing tool in
Pakistan.
 Got hands of experience in the sales for Pharmaceutical all over the country.
 Developed a sales detail reporton quarterly basis for sales force.
 Portfolio Management for vaccines atthe initial stageto acquirethe market potential.
 Detail aids,Brochures & research reports for pharmaceutical industry.
ACADEMICS:
Degree/ Certificate Year Institution
MBA Marketing 4th SEM Institute of Business Management (IOBM)
B.Com 2001 Karachi University
HSC 1999 DHA Degree College for Men
SSC 1997 SpringField School
D.I.T (Diploma in Information Technology)
Achieved “A” Grade in the diploma coursewith 70% marks in all major courses fromN.C.R.
PROFESSIONAL COURCES ATTENDED:
Credit Cards (Visa & Master) MiddleManager Certification Program
Personal Loan & BTF Management Development Process 1
Managingself to achieve work Life balance Winningthrough Service
Sellingskills Loyalty through Royalty
SKILLS & EXTRA CURRICULAR ACTIVITIES:
Ability to conduct research & develop reports Member of basket ball team at school & College
Team Management & Leadership Member of marketing society at IOBM
REFERENCES:
Availableupon request.