1. BankT&D Consulting
We help our clients build better, stronger banks
A Comprehensive view of our
Capabilities & Credentials
Contact:
Hussain Mazhar
Director - Islamic Banking Services
Office: +44 1483 776888
Fax: +44 1483 747892
Mobile: +973-39940390
Email: hussain.mazhar@banktandd.com
Skype: hussainmazhar
Website: www.banktandd.com
© 2010 BankT&D Consulting 1

2. Table of Contents
1- Executive Summary - BankT&D Introduction…………….. 03 – 10
2- Islamic Banking Services…………………………………… 11 – 16
3- Appendix – Our Experiences ………………………………. 17 – 28
4- Contact Details …………………………………... …………. 29
© 2010 BankT&D Consulting 2

3. EXECUTIVE SUMMARY
© 2010 BankT&D Consulting 3

4. About Us
Assessing
Services,
Products,
Structures &
Markets
Helping with
Designing Tools
expansion
& Processes to
through • Established in 2003
Optimize
mergers & • Primary Focus – Implementation of
Strategy Performance
acquisitions • All experienced bankers from blue chip
multi-national banks
• Multi-cultural executives representing
more than 10 different nationalities
• Minimum experience of 20 years
• Executives represent all functions of a
bank & are respective subject matter
experts
Building solid
Transferring
Risk
knowledge
Management
through training
structures to
& mentoring
manage growth
Executive Summary © 2010 BankT&D Consulting 4

5. Our Reach
A global player: We have the global reach and local market experience to ensure
our clients achieve their objectives
EUROPE
NORTH AMERICA London
Amsterdam SOUTH EAST ASIA
Chicago Geneva Beijing
Athens Karachi
Istanbul Dhaka
Djakarta
Riyadh
Cairo
Abu Dhabi
Lagos
Dubai
Nairobi
Kuwait
Lome
Amman
Beirut
AFRICA Damascus
Tbilisi
Almaty
MIDDLE EAST &
CIS
Executive Summary © 2010 BankT&D Consulting 5

6. Our „Unique Selling Point‟
1 Executive Summary – Leverage across industry and functional practices
Our „on-the-job‟ experience across countries and functions allows us to
combine best practices globally and offer the same to our customers
Territories North Africa Middle-East South East
Europe Central Asia
America Asia
Functions
Top line
Growth
Risk
Management
Best
Cultures, Skills, Issues
Operations Practices
Optimization
Organizational
Effectiveness
Competencies,
M&A Experience,
Transactions Knowledge
Support
Islamic
Finance
Executive Summary © 2010 BankT&D Consulting 6

7. Our Services
We offer a comprehensive range of services to financial institutions
- New Products - Credit Risk - Process Analysis - Fostering - Identifying
- New Delivery - Market Risk - Process changes in targets
- Channels - Operational Risk Improvement organisational - Valuation
- New Customers - Enterprise Risk - Process culture, individual - Negotiation
- Cross-selling - Basel II Modelling growth and - Due Diligence
- New Markets - Independent - Implementation teamwork - Completion
- New Businesses Reviews - Quality Tracking - Developing - Post M&A
- Sales - Policy & - Rapid leaders Integration
Management Procedure Automation of - Training
Updates Manual Processes
OR OR
Executive Summary © 2010 BankT&D Consulting 7

8. Our Approach
2.1 Introduction to Arthur D. Little – Side by side approach
BankT&D Approach is unique in terms of not only providing solutions to
problems but also transferring the knowledge and expertise to its Clients
thereby making them the Champions and ensuring continuous success
Kick-off Sweat Transfer Support Observe
…
 We steer and  We identify  Client takes over  Client takes  Client is the
analyze problems and the ownership Champion of its
their solutions implementation business
 Client provides  We withdraw and
data  Client provides  We provide provide support  We observe and
input and support hands-on support through post- give periodic
and knowledge implementation assistance
transfer analysis
Client BankT&D
Executive Summary © 2010 BankT&D Consulting 8

9. Our Customers
Europe & N. America Middle East & CIS Africa South East Asia
Executive Summary © 2010 BankT&D Consulting 9

10. Our Team
Norman Bernard Aslam Aziz Vinay Bijawat
Chairman Managing Director, Executive Director,
Bank T&D Head of Operations Optimization Top-line Growth & Risk
Advisory Board Practice Management Practice
Norman has consulted extensively for Aslam has over 30 years of international Vinay has over 20 years of international
financial services in W. Europe and the US, banking experience including assignments banking experience. He spent 15 years with
Poland, Croatia, Slovenia, Oman, Pakistan, with Citibank in Pakistan, Qatar, Morocco, Citigroup in various Emerging Market
Saudi Arabia, Kuwait, UAE and a number of Turkey and UK. He served as CEO of countries and served as Managing Director
Latin American and Asian countries. Norman Orbian, a joint venture between Citibank and and EMEA Operating Committee Member of
previously worked for Booz Allen & SAP. In 2002 he became CEO of Habib Allied Citigroup. Prior to Citigroup, he worked
Hamilton and McKinsey & Co and was a International Bank plc. Aslam holds degrees with ANZ Banking Group in India and
founding partner of London based financial in Electrical Engineering & Business Australia,
services specialists First Consulting. Norman Administration from IBA, Karachi.
holds an MBA from Cranfield University.
Kenneth Pasternak Mazhar Latif Hussain Mazhar
Executive Director Executive Director Director
Head Organizational Effectiveness Mergers, Acquisitions Islamic Banking Services
Practice & Divestitures Practice
Ken has over 35 years of experience in Mazhar is a chartered accountant with over Hussain has extensive 23 years experience
management development, institution 25 years international banking experience in with last 12 years focused on Islamic
building, and corporate banking. He was mergers and acquisitions and finance. He Banking. He has launched Islamic Divisions in
Director of Education and Training for the spent 18 years with Citigroup in various Saudi Arabia, Pakistan, UAE & Bahrain.
European Bank for Reconstruction and senior roles and worked on all aspects of the Experience includes – Strategic Planning,
Development. Prior to that he spent 18 M&A transactions across Western and maximizing productivity, expanding
years at Citibank with assignments in New Eastern Europe, Middle East and Africa distribution, ensuring Sharia compliance,
York, London, Helsinki, Istanbul, and Brussels. regions creating products, converting portfolios to
He is a graduate of Yale University. Islamic, implementing systems, Process
Engineering, Branding & Marketing,
Executive Summary © 2010 BankT&D Consulting 10

11. ISLAMIC BANKING SERVICES
Islamic Banking Services © 2010 BankT&D Consulting 11

12. Internal Focus
Internal focus - 2 key areas – Our Clients‟ „Revenue Growth‟ and „Operational
Excellence‟
Revenue Operational
- Set up Islamic Division/ Bank - Set up Sharia Board & TOR
- Strategic Planning & Structure - Risk & Credit Policies
- Improving Distribution - Operational Policies
- Branding Increase Strengthen - Sharia Compliance & Audit
Competitive- Organizational
ness Governance
- Market & Needs Research - E2E Process Engineering
- Innovative Product Offerings Ensure - Standard Procedures
Customer Islamic Optimize
- Customer Feedback Tools Processes - Internal Audit Mechanism
Satisfaction Bank
- Conversion from - Sharia Co-ordination
Conventional to Islamic Develop
Ensure
Competencies
Growth
- Identify Knowledge Gaps
- Quality Assurance Systems - Training & Development
- Needs Research - Knowledge Transfer & Tools
- Marketing Strategy - Creating Champions
Growth Excellence
Islamic Banking Services © 2010 BankT&D Consulting 12

13. External Focus
External focus – Meeting Clients‟ needs with any external party for „Revenue
Growth‟ and „Operational Excellence‟
Islamic
Bank
Islamic Banking Services © 2010 BankT&D Consulting 13

14. Setting-up Islamic Bank or Division
Islamic Banking Services © 2010 BankT&D Consulting 14

15. Conversion to Islamic
Our Conversion Approach consists of five phases along with Project Management
& Communications Plan
Project Management
Replacement of
Phases
As-is Analysis & Identification of Revision of Legal Approvals, Testing
1 Industry 2 Risks & 3 Contracts & 4 & Training 5 Legal Contracts &
Benchmarking Compliance Issues Processes Change
Management
Communications Plan
 Perform diagnostic of  „What if‟ analysis  Establishment of Sharia  Presentation and  Replacement of
existing Contracts & through meeting with Board approvals on the revised conventional contracts
Processes, incl. Bank industry Risk experts  Drafting and approvals on Contracts and Processes with Islamic as per
vs. competitors‟  Reviewing and collating the TOR of the Sharia from the Sharia Board agreed strategy
– Product portfolio relevant regulations Board  Alterations in the IT  Internal buy-in from staff
– Customer segment (Governmental , System as per revisions
– Channel strength
 Product-wise review and  External communication
International & AAOIFI revision of contracts in Contracts and and marketing
Tasks
– Operational efficiency Standards) Processes
 Conduct benchmarking  Product-wise review and  Islamic Bank launch
 Discuss Reports from revision of Processes  UAT of alterations in campaign
– Best Practices Phase 1 and all identified the IT System
(Global Banks & Risks and compliance  Re-engineering of processes
Regional Banks) in light of Sharia  Revision of SOP
issues highlighted in document
 Gap analysis Phase 2 with the bank‟s
– Against competitors management & agree on  Training across the bank
– Against benchmarks strategy for conversion on Islamic Products &
processes
1 2 3 4 5
Diagnostic List of Risks Functional Sharia Sharia Approved Fully Islamic Bank
Deliverables
Report List of Board Products &
Benchmarking Compliance Revised Contracts Processes
Report considerations by Products Full IT and other
Gap Analysis Agreed Strategy Revised Processes depts’ support
Report by products Trained Staff
Islamic Banking Services © 2010 BankT&D Consulting 15

16. Islamic Banking Regulations
Our Global network, relationships and past experience in developing Islamic
Banking Regulations allows us to combine this knowledge and latest
developments to deliver the most current Regulations for any Central Bank
Most Current & Applicable Regulations
Input A Determine Legal Foundations: Management of Operational Risk:
Islamic - Nature of banks & institutions - Capital
Banking - Level of Capital Adequacy Ratio
Experts
- Relationship with Regulator/s
- Authority of Regulator - Risk Weighting Methodolgy
- Off-Balance sheet Commitments
- Assets
Licensing Requirements: - Liquidity
- Transparency of laws, criteria and
Input B requirements
- Management
- Earnings
Islamic - Rules for Corporate Governance
Banking
Regulators
- Suitability standards for owners
Information Disclosure:
- Specifications for Board members
- Objectives, Policies &
& management
Concentration
- Organisation Structure of Bank
- Types of Securities
- Internal Controls
Input C - Internal & External Audit functions
- Disclosure & monitoring of Risks
- Internal Control
BankT&D - Provisions for conflicts
In-house - Performance Data
- Capital Requirements
Expertise - Background of Management &
- Scope of Bank’s activities
Senior Staff
- Feasibility Study/ Business Plan
- Public disclosures
Islamic Banking Services © 2010 BankT&D Consulting 16

17. APPENDIX - Our Experiences
© 2010 BankT&D Consulting 17

18. Our Experience
Project and Key
Client and Service BankT&D Approach Results and Benefits
Challenges
Prime Bank, Prime Bank was seeking a fast BankT&D Consulting began this A major outcome of the Strategic Plan approval
entry into the Retail Banking assignment by undertaking a strategic was the decision by the CEO & the Board of
Pakistan market in Pakistan. They did review covering & producing a Situation Directors to assign BankT&D Consulting the
not have all the expertise Analysis report. The review included responsibility to execute the Plan relating to the
Establish Retail required in-house & needed Retail Banking, Business Process Re- Consumer & Branch Banking Services Businesses
assistance to attract the engineering & a Training Needs over a one year period. BankT&D Consulting was
Banking Presence: scarce & expensive local Analysis. As a result of the Situation given complete administrative & executive
talent required. Prime Bank‟s Analysis, BankT&D Consulting was responsibilities including hiring, firing, credit and
senior management team asked to take on an assignment to help
Five Year Strategy expense approvals as per the Approved Annual
asked BankT&D Consulting the Bank develop its Five Year Strategic Plan. Within six months of the assignment Prime
Team Building to provide strategic planning Business Plan & then create a buy-in of
& take over the execution Bank had become a market leader in all the
the Plan amongst the senior & middle products launched by Prime Bank amongst its
role in sourcing, recruiting, management. This assignment was
training & mentoring a young peer banks, including banks which had been
achieved by a combination of desk-top established players in Consumer & Retail Banking
team. This team would be
research, in-depth interviews & reviews for over a decade.
used for the introduction &
with the key managers & running Senior The above strategy also included a complete
management of new products
Management Workshops before the change of the corporate identity of the Bank. This
& services & would be
ingrained with a sales & development of the Plan to get a buy-in was achieved with minimal expense by changing
service culture. on Strategic Direction & milestones. the Branch & Corporate front fascias & using the
Once the Plan had been developed & product launches to build and establish the new
approved by the CEO & the Board of identity. All the planned launches were completed
Directors, it was the presented as a
within six months of the assignment & the
snap-shot at a large Senior
resultant visibility created a major positive impact
Managers/Officers Conference followed
on its image and financial performance.
by a detailed buy-in session at a 3 days
Senior Management Workshop.
Appendix – Our Experiences © 2010 BankT&D Consulting 18

19. Our Experience
Project and Key
Client and Service BankT&D Approach Results and Benefits
Challenges
Major Global The assignments comprised of two In all these instances, the The success of the businesses set-up was proven
phases. The first phase included: businesses were set up and by the fact that many of the businesses became
International Bank assisting in regulatory approvals launched within 8-12 months of market leaders within 12-18 months of launch. All
with SME (where required) & funding strategy, our involvement. In order to the businesses launched during this BankT&D
businesses in market study & segmentation transfer technology and have consulting assignment continue to be profitable
analysis, competitive positioning and management „buy in‟ the (both from a ROE and ROEC perspective) with
various countries in entry strategy, product design, end- BankT&D Consulting subject predictable loss norms across geographies and
Central Eastern to-end operational & business model matter experts worked with the business cycles (both benign and stressed) and
Europe, Africa, design, system & vendor selection. core management team that have a high degree of automation of processes.
This phase culminated in a 5 year were thereafter going to run the
Turkey , Asia and Best practices and learning from various countries
business plan submitted to senior businesses (and in some
Latin America management for approval. were quickly adapted to other countries with a
instances helped to recruit high degree of success eliminating costly trial and
them). error issues and at the same time enhancing the
The second phase included: assisting
Major Islamic Bank in the execution of the operational bottom line. The major international bank now
in Egypt & business model covering has a global SME architecture which is locally
recruitment & training of staff, end- adapted and implemented allowing for both global
to-end process manual design & and local best practices to complement and
Design & Launch of enhance the business value.
writing, sales incentive plans,
New SME Business product packaging & marketing
& Equipment campaigns, embedding of advanced
Finance Leasing customer management techniques,
operations, risk model & system
Company implementation.
Appendix – Our Experiences © 2010 BankT&D Consulting 19

20. Our Experience
Project and Key
Client and Service BankT&D Approach Results and Benefits
Challenges
A global bank This central processing capability A team of two BankT&D consultants Substantial improvement in productivity.
handled expense payments for went on-site for four days to undertake
looking to several countries across Eastern a comprehensive analysis of the process
streamline its Europe. It had team of 20+ staff that flow, information flow, staffing resources,
centralized East worked in three parallel teams and their roles and work-scheduling routines.
handled seven distinctly different Experienced BankT&D process
European end-to-end processes. We were improvement consultants used our
processing centre in requested to help address increasing advanced „Business Analyst‟ software
Hungary. delays and service quality concerns tools, to capture and analyze all of the
in the face of increasing transaction required workflow information and data.
volumes. This pointed out concrete process
performance indicators like turnaround
times, bottlenecks etc. Using the
powerful simulation capability of our
process analytical tool, capacity
projections were made on the basis of
envisaged changes in transaction
volumes, the streamlined process,
allocation and timing of staffing
resources. This analysis provided a
sound and safe basis of making changes is
all aspects of the processing
environment.
Appendix – Our Experiences © 2010 BankT&D Consulting 20

21. Our Experience
Project and Key
Client and Service BankT&D Approach Results and Benefits
Challenges
A major fast- The bank was embarking on A team of three BankT&D consultants and Result was not only a sound capacity
substantial growth of its business analysts went on-site for a week to plan but rapid and tangible
expanding Islamic Consumer Finance business and collect the „As- Is‟ process flows that involved improvements in service quality,
Bank in UAE wanted to engineer upfront three financing products with three different customer responsiveness, controls
major improvement of all related origination and delivery channels (branches, and staff productivity. These
end-to-end processes. It also direct sales team and web). This information improvements are monitored on a
wanted to complete a realistic was captured and analyzed using our powerful real-time basis through „QualityTrack‟
capacity plan so that impending tools and methodology that allowed simulation tools that include fully automated
increase in transaction volumes
of all the processing variables (changes in „dashboards‟. These dashboards
could be achieved at improved
workflow, staff roles, work scheduling etc.). A provide dynamic information about
margins.
brainstorming session of all the related users actual performance against target
and stakeholders allowed creation of a list of quality standards.
possible changes and improvements.
Next step was creation of „Should-Be‟ processes
and also a dynamic capacity model. This was
used to simulate and decide on final set of
desired process and resource changes. We then
proceeded to help the customer plan
implementation of the agreed changes at user,
process and IT infrastructure level.
The bank appreciated the value of this exercise
so much that it subsequently asked that the
scope of the assignment be expanded to cover
all of their operational units.
Appendix – Our Experiences © 2010 BankT&D Consulting 21

22. Our Experience
Project and Key
Client and Service BankT&D Approach Results and Benefits
Challenges
A fast growing bank Rapid automation of manual and Faced with high staff turnover, fast growth of The bank liked the capability so much
semi-automated processes SME and Consumer customer portfolio and a and users found them so easy to
in Pakistan that was across the bank relatively lower revenue-to-expense ratio as deploy that they created a dedicated
subsequently compared to competitors, the bank sought internal team that was trained by us.
acquired by an assistance for rapid improvement as well as This team was soon able to identify,
international bank automation of its numerous processes. These develop and deploy new applications
processes had remained predominantly manual on their own. This reduced
because part of the entire processes in question dependence on external consultants
fell outside their numerous core systems. allowed them to rapidly automate
BankT&D first trained the staff of this bank on their numerous manual processes in a
use of our unique rapid automation tools that very cost-effective and rapid manner.
help wage a war on manual processes. These Dozens of these applications were
tools allow rapid prototyping of automation by developed and deployed by their
allowing end-users to start with process team.
diagrams captured using Business Analyst. User
were then able to envisage, design and attach It is important to note that the
electronic forms at key points within the international bank that acquired this
process flow (using an easy to use, drag and local bank continued to seek our
drop form designer environment), and configure assistance in development of new
these using „software wizards‟. IT is asked to get applications aimed at rapidly
involved in development of interfaces with automating manual processes.
other banking systems only when the users and
business analysts have developed fully working
prototypes on their own.
Appendix – Our Experiences © 2010 BankT&D Consulting 22

23. Our Experience
Project and Key
Client and Service BankT&D Approach Results and Benefits
Challenges
Talent Development BankT&D Consulting was BankT&D Consulting provided advice and Following the assignment, the client
requested to assist this client designed methodologies for many of the key contracted BankT&D Consulting to
Project with the development of activities around the organisational effectiveness pilot an eight week Core Banking
practical approaches and process cycle. These included designing a new recruit Program for its employees.
An Islamic Bank in for the complete talent hiring program; outlining a framework and
development cycle. While this modes of operation for an in-house training
the Gulf Region relatively young organisation has academy; sharing methodology for selecting
an approved policy manual it training vendors; developing an outline for a
required a “how to” manual in
scholarship fund for deserving employees;
order to implement those
undertaking a Training Needs Analysis across
policies based on best practices
and tailored for its specific the existing organisation; developing career
local/country needs. progression grids to signal developmental needs
of each employee over time; creating the
methodology for instituting a talent inventory
which would lead to effective succession
planning. Other tasks such as reviews of
performance appraisal systems and recruitment
were also done.
Appendix – Our Experiences © 2010 BankT&D Consulting 23

24. Our Experience
Project and Key
Client and Service BankT&D Approach Results and Benefits
Challenges
Comprehensive Senior management felt that they Twenty five courses were planned and The bank‟s size and profitability grew
needed help with planning and delivered, several of which were repeated many at a very fast pace and it was
Training Plan and executing a credible training times over a two-year period. These included eventually acquired by a major
Implementation effort, especially in light of high seminars on „Risk Management for Consumer international bank at a very attractive
staff turnover in the market. Banking‟, „Derivatives in Emerging Markets‟ and valuation.
BankT&D Consulting guided this a 10-week entry level „Core Banking Program‟
A medium size bank client through a detailed for 25 MBA Management Associates joining the
in South Asia that „Training Needs Analysis‟ which Bank . BankT&D Consulting also facilitated
had grown rapidly became the basis for a
several two-day „Senior Management
comprehensive Training Plan.
through acquisitions Workshops‟ where the CEO and the senior
The client effectively outsourced
its „Training Function‟ to management team came together to discuss and
BankT&D Consulting who had decide ways of implementing key business
the responsibility for designing initiatives in response to emerging market
courses, providing expert opportunities.
trainers to deliver many and also
overseeing the use of local The client relied on BankT&D Consulting for
training resources. support on planning and execution of training
and development needs of its staff. They created
a small „Learning & Organizational
Development‟ team within their HR unit to
work closely with us.
Appendix – Our Experiences © 2010 BankT&D Consulting 24

25. Our Experience
Project and Key
Client and Service BankT&D Approach Results and Benefits
Challenges
Credit Policy Manual BankT&D Consulting were BankT&D Consulting delivered to all these Substantial improvement in
tasked in all these assignments institutions a comprehensive and practical workflows, efficiency and audit trails
Design and Rewrite to develop/update Credit Group Credit Policy Manual (GCPM) that
Policy Manuals across the clearly articulated each institution‟s guiding
Major Global business and functional risk principles and general lending (credit risk)
segments. The assignments policies. For ease-of-use and inclusion of future
International Bank included first assessing the „as policy amendments, the GCPM was designed to
with operations in is state‟, identification of gaps allow for page-by-page changes. The soft-copy
over a 100 countries versus best practice, their
of the manual is stored in a secure electronically
adaptation and inclusion after
indexed form, which allowed for search
business and risk management
Major Islamic Bank, consensus and then the capability by key-words, searches by any
production and combination of key-words, or by entire phrase.
UAE Exceptions and disruptions to the business were
implementation of the Manual
through training sessions and minimized and global best/dominant practices
Major Pakistani Bank workshops. In one case the adapted to the institutions‟ credit philosophy,
institution had businesses in bench strength and complexity of business. The
over 100 countries and the manuals were „rolled out‟ through interactive
European Subsidiary Manual had to have „local buy training sessions and web- based training
of Arab Bank, London in‟ and be designed in a manner materials.
that minimized exceptions and
facilitated business across
Major Georgian Bank multiple geographies.
Appendix – Our Experiences © 2010 BankT&D Consulting 25

26. Our Experience
Project and Key
Client and Service BankT&D Approach Results and Benefits
Challenges
Review of Bank’s A major regional bank in Saudi The assignment was completed in over three months Substantial improvement in Risk
Arabia with a large consumer after extensive investigation, staff interviews and Profile and audit trails
Retail Risk presence wanted to review its analysis. An exhaustive report covering all aspects of
Organization and risk organisation and structure. the project was completed by a BankT&D Consulting
Structure The scope of the project was credit expert . Anew organisational structure was
wide and covered the entire recommended to optimise risk controls and eliminated
consumer cycle ranging from the redundancy of layering as well as duplicate analysis
Major Saudi sales and initiation to and systems. Roles and responsibilities were clearly
Arabian Bank collections. The project defined. A framework to develop credit staffing
required a review of all the resources and sharpen their skills was provided. All
consumer product programs, the recommendations relating to organisational issues
operating process manuals, MIS were subsequently implemented.
decks, audit reports, business The product and portfolio recommendations were
plans etc. In addition, it exhaustive and highlighted both major and minor risk
involved several meetings and issues in every product line together with solutions for
discussions with risk business immediate and medium-term implementation.
heads, product heads, Inadequacies in MIS and process were highlighted
collection staff, operations staff, together with recommendations for improvement. A
finance officers, analytics staff, template was provided for ongoing portfolio reviews
etc . It also involved specific that covered key risks and highlighted any risky trends.
drill down of MIS and The impact of implementation was also provided. The
preparation of simulations to “quick kill” recommendations were immediately
analyse trends and a full review implemented by the bank and a plan with target dates
of current operational was put in place to implement the other
processes to identify any risks . recommendations that required system amendments
or other enhancements.
Appendix – Our Experiences © 2010 BankT&D Consulting 26

27. Our Experience
Project and Key
Client and Service BankT&D Approach Results and Benefits
Challenges
Merger of 4 Card An international banking group Acting on behalf of the seller, the transaction was The benefit of the sale was
wanted to sell a credit card structured so that the four businesses could be sold as immediate in terms of a
Businesses and related business operating one and treated as a sale of business as opposed to an substantial gain plus the client
their Sale as one across four countries as one asset sale. This structure avoided a long, drawn out managed to dispose of a non-
unit entity. The card businesses sales process while ensuring compliance with all local core business. This freed up
operated as an integrated part legal, labour, tax and regulatory regulations. The management resources and
of the banking group in each transaction took four months of negotiations and provided funds to be deployed
International country subject to different involved the signing of 18 agreements including a two to more profitable businesses.
Banking Group legal, labour, tax and regulatory year transitional services agreement.
regulations.
Appendix – Our Experiences © 2010 BankT&D Consulting 27

28. Our Experience
Project and Key
Client and Service BankT&D Approach Results and Benefits
Challenges
Acquisition of a BankT&D Consulting BankT&D Consulting coordinated all aspects of the The deal was concluded in
represented a group of due diligence process and submitted recommendations March 2008 after which
Commercial Bank in institutional investors acquiring on the key factors impacting valuation. We provided a BankT&D Consulting has been
Pakistan a commercial bank in Pakistan. team for the due diligence covering portfolio credit providing consulting and training
The group included a global risk, operations, technology, human resources, retail services for repositioning and
multilateral financial institution, branch network and physical facilities. transformation of the acquired
a large Middle Eastern bank, a bank.
Japanese bank and a UK Private We were also tasked with coordination of the
Equity fund. contribution by external advisors (deal lawyers,
accountants, fixed assets and collateral valuers, and
escrow agents).
Appendix – Our Experiences © 2010 BankT&D Consulting 28

29. Contact Us
BankT&D Consulting Details: Islamic Banking Services Contact:
Mailing Address: Hussain Mazhar
BankT&D Consulting Director - Islamic Banking Services
Suites 18-20, 4th Floor, One Crown BankT&D Consulting
Square, Church Street East, Woking,
Surrey GU21 6HR, United Kingdom Phone: +973 39940390
Phone: +44 1483 776888 Fax: +44 1483 747892
Fax: +44 1483 747892
Email:
Website: www.banktandd.com hussain.mazhar@banktandd.com
© 2010 BankT&D Consulting 29