EDWARD KIPLIMO BITTOCK

Reporting to Managing Director as a member of EXCO

• Oversaw the integration of Operations functions of the defunct banks.
• Played a key role in the upgrade of the Core Banking System.
• Automated the reconciliation of the Bank's Suspense and Nostro Accounts
• Successfully rolled our a Procure to Pay cloud system.
• Successfully migrated our SWIFT Alliance hosting from a third party to the KCB Group infrastructure and integrating the same to the Core Banking System.
• Together with other stakeholders, carried out a Branch rationalization exercise to ensure that only viable branches are retained while disposing of idle immovable assets

Reported to Group Business Director

• At at time that the bank was operating on tow core banking systems, introduced interoperability of the two CBS enabling customers of the former banks to access service seamlessly from either CBS.
• Introduced Visa Credit Cards into the Business and replaced the proprietary cards held by the former Banque Populaire du Rwanda customers with Visa Debit Cards
• Integrated the two former banks into a single operation
• Automated credit origination in former Banque Populaire du Rwanda branches
• Harmonization of policies and procedures of the two entities and benchmarking to the group standards
• Branding of flagship branches
• Harmonization of contracts
• Carried out a health check of the branch network to identify areas requiring quick fixes for risk mitigation and customer service
• Automation of Reconciliation
• Upgrade of the Core Banking systems from T24 R12 and R14 into a single instance of R21.

Reported to Managing Director as a member of EXCO

• Worked collaboratively with functional leaders to merge and integrate the newly acquired subsidiary to the KCB Group.
• Defined, implemented, and revised operational policies and guidelines.
• Monitored office workflow and administrative processes to keep operations running smoothly.
• While in charge of the overall operations of the Bank, oversaw the integration of the departments in Operations Division to the Group Shared Service Division.
• Upgraded of the Business Process Management solution resulting huge efficiencies in processes (Shortened Account Opening TAT, digitization of records, etc.)
• Monitored budget and utilized operational resources.

• Introduced Lean Six Sigma Process improvement methodology in the Bank and revolutionized the Bank's processes and procedures
• Played a pivotal role in the receivership of Chase Bank facilitating its revival under the management of KCB.
• Re-engineered the entire Bank's Procedures to be in tandem with the T24 Banking system and produced the Standard Operating Procedures for staff use.
• Documented the T24 System User Guide, both in PDF and Audio visual, to aid the users in the navigation and use of the new system.
• Reduced the Clearing period of cheques drawn on KCB and deposited in any KCB branch from four days to a maximum of two hours.
• Prior to the implementation of cheque truncation in the industry, redesigned the clearing process completely eliminating cheque substitution frauds.
• Reduced the turn-around-time (TAT) for unsecured (and those with existing securities) loan processing from three weeks to twenty-four (24) hours.
• Centralized some common processes hitherto performed in all branches at a Central Processing Centre thereby reducing the turnaround time of concluding customer transactions - this was our first step towards the creation of a Shared Service Centre.
• Managed the bank's project on entry to Burundi Market.