Channel-ka Xasan Dawlad

I am a senior commercial banking executive with over 25 years of leadership experience driving enterprise transformation and balance-sheet growth across the SME lending sector. My expertise lies in redesigning operating models, launching digital origination platforms, and building customer-centric distribution channels that scale. I have a proven track record of strengthening credit risk governance while systematically improving Net Promoter Scores and reducing operational expenditure. I am now looking to leverage my background in channel management and technology-enabled finance to lead large-scale strategic shifts for a global financial institution.

1. AF

   Head of Transformation and Channel Management

   Present

   Apple Finance

   May 2018 — Present · 8 yrs

   • Directed the Transaction Services Transformation Programme to deploy an agile multichannel distribution model across commercial portfolios
   • Established the Solutionsline remote sales team, raising remote trade transaction share from under 10% to a projected 50%
   • Founded an invoice finance innovation cell that designed and deployed the digital MVP Fast Cash platform within six months
   • Scaled Fast Cash funds in use toward a target of 140 million pounds across approximately 700 commercial clients
   • Automated customer onboarding workflows to secure a 25% decrease in overall operating expenditures
   • Embedded rigorous credit underwriting and operational risk controls across rapid digital origination channels
   • Instituted agile frameworks across cross-functional squads to accelerate product deployment cycles
2. SA

   Head of Business Performance and Development

   Sales and Specialist Businesses

   April 2016 — May 2018 · 2 yrs

   • Conducted a comprehensive strategic review across Transaction Services and Mentor to construct a scalable corporate operating model
   • Constructed cross-functional agile innovation squads to implement analytics-led origination models across specialty finance divisions
   • Formulated and executed a personalized multichannel client engagement framework across corporate accounts
   • Introduced video conferencing and automated e-prompts to modernize touchpoints across commercial portfolios
   • Delivered the franchise's first end-to-end digital application journey for trade finance products
   • Aligned executive leadership across specialist trading entities to secure unified commercial sales targets
   • Instituted standardized performance tracking systems to evaluate sales velocity and client satisfaction metrics
3. BB

   Managing Director, Small Business and Community Banking

   Business Banking

   March 2014 — March 2016 · 2 yrs

   • Maintained total P&L accountability for 50 million pounds in annual revenue and a 250 million pound lending portfolio
   • Engineered a multichannel contact model that elevated the Net Promoter Score from -12 to +9 within twelve months
   • Designed and established a centralized direct onboarding centre serving all Business Banking clients
   • Secured a customer onboarding Net Promoter Score of +41 within the initial twelve months of operation
   • Supervised the resolution and mitigation of all Business Banking fraud and AML alert operations
   • Delivered dedicated remote relationship banking services to micro-enterprises, small businesses, and community organizations
   • Upheld strict regulatory compliance and risk management protocols across all remote customer touchpoints
4. BA

   Director Telephony and Online Banking, Business and Commercial Banking

   Business and Commercial Banking

   January 2012 — March 2014 · 2 yrs

   • Led an enterprise digital transformation programme from business case approval through full operational launch
   • Migrated commercial client servicing from branch locations to centralized telephony and digital webchat channels
   • Secured executive programme funding and instituted robust governance boards to guarantee on-time delivery within budget
   • Established a specialized first-point-of-contact telephony unit delivering extended operating hours for commercial clients
   • Introduced real-time digital servicing capabilities encompassing webchat and official social media engagement teams
   • Optimized contact centre capacity management to consistently exceed contractual service-level agreements
   • Preserved rigorous credit underwriting standards while managing high volumes of reactive commercial requests
5. B&

   Regional Director, Business & Commercial Banking

   Business & Commercial Banking (South Midlands and Anglia)

   February 2010 — January 2012 · 2 yrs

   • Delivered top-quartile regional commercial performance by exceeding annual revenue and Balanced Scorecard targets
   • Led six commercial directors and frontline relationship teams covering SME lending portfolios across the South Midlands and Anglia
   • Expanded regional customer acquisition through structured switcher initiatives and professional intermediary networks
   • Supervised dedicated lending operations across commercial real estate, agriculture, and healthcare sectors
   • Enforced disciplined credit risk governance across all commercial facility underwriting and periodic portfolio reviews
   • Increased loan portfolio margins while strictly adhering to capital adequacy and regulatory compliance standards
   • Coached relationship managers on identifying structured, fee-generating product cross-sell opportunities
6. B&

   Head of Sales Support and Analytics, Business & Commercial

   Business & Commercial Banking

   October 2008 — December 2010

   • Consolidated dispersed support units into a centralized commercial sales enablement division
   • Elevated front-office Net Promoter Scores by 10 percentage points within twelve months of structural integration
   • Secured 36 million pounds in Group Board investment to fund an enterprise data warehouse and offshore analytics facility
   • Directed the franchise-wide deployment of an enterprise customer relationship management system
   • Met all performance targets against a 130 million pound customer solution revenue budget through disciplined governance
   • Formulated competitive deposit mobilization strategies executed across the regional branch and commercial networks
   • Delivered executive-grade business intelligence reporting to optimize regional pipeline conversion and sales productivity
7. LB

   Head of Operations, Productivity and Service

   Ladybird Business Banking

   November 2005 — October 2008

   • Steered the strategic change programme that established the modern operating framework for business banking
   • Chaired key governance bodies including the Sales & Marketing Board and First Line of Defence Risk Board
   • Embedded rigorous first-line operational risk frameworks across all regional distribution networks
   • Streamlined business banking service workflows to decrease turnaround times across commercial branches
   • Generated continuous productivity gains through lean workflow redesign and operational process re-engineering
   • Aligned commercial operational protocols with evolving regulatory governance and conduct standards
   • Strengthened cross-functional collaboration among commercial sales, compliance, underwriting, and central operations
8. LB

   Local Leadership Roles

   Ladybird Business and Commercial Banking

   January 2003 — November 2005

   • Coached and managed a 40-person cross-functional team of commercial relationship managers and portfolio analysts
   • Delivered steady commercial balance-sheet expansion through systematic acquisition of SME clients
   • Increased regional market penetration by cross-selling treasury, risk mitigation, and trade finance solutions
   • Conducted comprehensive credit evaluations and debt restructuring exercises for mid-sized corporate borrowers
   • Enforced strict portfolio review cadences to protect balance-sheet asset quality across business cycles
   • Cultivated local intermediary and professional advisory networks to generate sustained customer referral pipelines
   • Maintained superior client retention levels by reinforcing structured relationship management standards
9. LB

   Relationship Management Roles

   Ladybird Business and Commercial Banking

   January 2000 — January 2003 · 3 yrs

   • Managed a high-value portfolio of SME clients, delivering customized debt structures and cash management solutions
   • Acquired high-quality new-to-bank commercial clients to consistently outperform annual asset and income targets
   • Conducted balance-sheet analysis, financial modelling, and cash-flow stress testing to substantiate lending requests
   • Structured specialized working capital facilities, asset finance agreements, and commercial property loans
   • Deepened client relationships through periodic financial reviews and tailored treasury product origination
   • Monitored borrower covenant compliance and portfolio risk indicators in accordance with institutional policy
   • Partnered with internal product teams to integrate merchant acquiring and international trade services
10. LR

    Graduate Trainee & Corporate Banking Officer

    Ladybird Retail and Corporate Banking

    June 1995 — January 2000 · 5 yrs

    • Completed a competitive rotational graduate programme across retail operations, credit underwriting, and corporate banking
    • Rotated through relationship management, risk assessment, and operational servicing units
    • Conducted financial statement analysis and drafted detailed corporate credit appraisal memoranda
    • Assisted senior relationship directors with structuring complex corporate credit transactions and facility refinancings
    • Resolved commercial customer operational requests while adhering to institutional service benchmarks
    • Applied statutory and regulatory compliance frameworks governing commercial financial transactions
    • Developed deep expertise in balance-sheet analysis, risk governance, and core commercial banking operations