According to the Kuwaiti Islamic bank, the service is integrated into its mobile banking application. It is intended to simplify routine transactions, improve operational efficiency, and provide automated digital banking support around the clock.

The launch takes Warba’s use of AI beyond customer information and financial advice towards conversational banking, in which an AI system can interpret what a customer wants, and initiate an eligible transaction within the bank’s established security and control framework.

Bdr AI supports Arabic, including conversational Kuwaiti Arabic, as well as English. Customers can communicate through voice or text rather than navigating multiple menus or manually entering transaction details.

Anwar Badr Al-Ghaith, Deputy Chief Executive Officer for Digital Transformation and Operations at Warba Bank, said, ”The launch of Bdr AI expands how customers interact with the bank’s digital services by providing a faster and more flexible way to complete supported transactions.”

He added that continued investment in scalable digital infrastructure remains a priority as the bank seeks to improve efficiency while maintaining security and control across its digital channels.

The development comes as Warba expands its engagement with the international digital economy.

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In today’s competitive landscape, success is no longer measured solely by the number of stores a brand opens, but by its ability to consistently deliver the same quality, customer experience, and operational excellence across every market it serves.

Against this backdrop, barn’s has emerged as a leading example of how a Saudi-born coffee brand can successfully transition from local success to regional and international growth through a scalable operating model that supports sustainable expansion while preserving the brand’s identity and values.

From Local Success to International Growth
Since its establishment in 1992, barn’s has continuously invested in strengthening its operational capabilities across Saudi Arabia. Improvements in supply chain management, operational efficiency, quality assurance, and customer experience have created a strong foundation for sustainable growth.

Building on this foundation, barn’s has successfully expanded its international presence, and now operates across Egypt, Bahrain, Qatar, Morocco, Kuwait, and Iraq.

Agreements have recently been signed with Oman and Pakistan, paving the way for launch of operations in these markets as part of the company’s continued expansion plan. This growing footprint reflects a carefully planned expansion strategy focused on sustainable development rather than expansion for its own sake.

The post Barn’s: Expanding globally through an integrated operating model appeared first on International Finance.

The recognition underscores the bank’s continued focus on enhancing customer experience through digital innovation, convenience, and meaningful engagement.

Launched in July 2024, BetterBanking Rewards quickly gained traction among cardholders, delivering a seamless platform where customers can redeem, view, and manage rewards in real time.

As of May 2026, nearly 125,000 customers had enrolled in the platform, reflecting strong adoption across the bank’s cardholder base. Since launch, customers have redeemed more than 1.14 billion rewards points, equivalent to over PHP68.3 million in redemption value, demonstrating the program’s ability to deliver tangible benefits that customers actively use and enjoy.

The program’s growth has remained consistently strong, achieving an average 5% month-on-month increase in redemption volume since 2025. This sustained momentum highlights the increasing relevance of rewards as an integral part of customers’ everyday banking experience.

Beyond scale, BetterBanking Rewards has strengthened customer engagement. The average active-user rate increased from 42% in 2025 to 76% in 2026, reflecting deeper participation among enrolled cardholders and growing use of the platform’s features.

Designed with efficiency and sustainability in mind, BetterBanking Rewards features an automated system that streamlines rewards processing while reducing manual intervention. Reward points are credited automatically once eligible transactions are successfully posted, eliminating the need for manual processing and enabling a seamless customer experience.

The platform’s Pay with Rewards feature allows cardholders to redeem points instantly at the point of sale, making rewards accessible in real time and enhancing convenience for everyday purchases.

The program’s impact goes beyond rewards redemption. Cardholders who enrolled in BetterBanking Rewards recorded a 5% increase in transaction volume following registration. Billings generated during the three-month period after enrollment reached PHP14.5 billion, compared to PHP13.8 billion during the three-month period before enrollment, highlighting stronger customer engagement and usage.

Beyond convenience, the program enables customers to create a positive social impact. Through the platform, cardholders can convert their reward points into donations for partner organisations such as the Philippine Red Cross, Security Bank Foundation, World Vision, and Bantay Bata.

These contributions help fund initiatives related to disaster response, education, and child welfare, allowing customers to support meaningful causes directly through their everyday transactions.

In addition, BetterBanking Rewards promotes sustainable consumption through non-material redemption options, such as eVouchers. By offering digital alternatives to traditional rewards, the program helps reduce the need for physical items and supports the bank’s efforts to integrate environmentally responsible practices into its operations.

Maricar Filart, VP and Credit Cards Head, expressed her gratitude for the recognition, stating, “Winning the Best Customer Loyalty Program award is a reflection of our commitment to innovation and customer satisfaction. BetterBanking Rewards is not just a program — it’s a promise to continuously enhance the banking experience while championing sustainability and community impact.”

This award marks another milestone for the BetterBanking Rewards Program, and is its second major recognition since its inception. The recognition affirms Security Bank’s commitment to delivering BetterBanking experiences through innovation, convenience, and customer-centric design.

As the program continues to grow, the bank remains focused on creating more rewarding ways for customers to engage, transact, and make a positive impact through their everyday banking activities.

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This accolade is also an indication of the institutional strength that Profuturo has developed over the years to maintain competitive performance and generate value for its clients. The combination of a rigorous investment strategy, operational excellence, effective risk management, and a long-term approach has enabled the company to consistently provide value while protecting the financial well-being of millions of Mexican workers.

This International Finance Award recognises financial organisations that demonstrate excellence in the quality of their asset management, their operational strength, and their ability to generate lasting value. For Profuturo, this award reinforces a track record built on consistency, and on decision-making grounded in analysis, experience, and fiduciary responsibility.

Profuturo’s commitment to maintaining a long-term strategy supported by disciplined investment and risk management is reflected in its competitive and sustained results. This approach has enabled the company to maintain its position as the top-performing pension fund manager for the past nine years, according to the Net Performance Indicator published by Mexico’s National Commission for the Retirement Savings System (CONSAR), which further reinforces the company’s consistent ability to deliver value to its clients.

The consistency of Profuturo’s results has also been recognised by leading international investment research organisations. Most recently, Profuturo became the first institution in Latin America to receive Morningstar’s Gold Medalist Rating. This achievement reflects the strength of the company’s investment process, the quality of its management team, its ability to create consistent value over time, and further solidifies Profuturo’s standing among the region’s leading retirement fund management companies.

This performance is not an isolated achievement. Rather, it stems from the institutional capabilities developed by Profuturo to manage retirement savings from a long-term perspective. The company’s model combines a prudent investment strategy with efficient risk management and robust decision-making processes, enabling the organisation to balance sustainable value generation with the protection of its clients’ assets.

“Profuturo’s asset management is not only guided by institutional policies, but also by a genuine commitment to our clients,” said Antonio Sibaja, chief investment officer at Profuturo, for whom these results are far from incidental, arising instead from a management philosophy consistently applied over time. “We have demonstrated that it’s possible to maintain consistent returns even in complex environments. This speaks to our investment discipline, but above all, to our responsible stewardship of the retirement savings entrusted to us by millions of Mexicans.”

The true significance of Profuturo’s history of achievement lies in the impact it has had on millions of Mexican workers. By translating sound management and sustained results into improved retirement outcomes, the company has demonstrated its commitment to responsible management of retirement assets, with a long-term vision and a steadfast focus on delivering value to its clients.

Alongside its financial performance, Profuturo has built a comprehensive client-centered model designed to support workers throughout their retirement journey. By combining innovation, operational excellence, and ongoing guidance and support, the company has cultivated a service ecosystem that integrates specialised advisory services, accessible digital tools, and content designed to facilitate informed decision-making at every stage of life.

This distinction from International Finance is the result of a rigorous evaluation process that considers factors such as operational performance, management quality, leadership, and impact on the global financial sector. As such, it is a testament to Profuturo’s history of consistent performance and the company’s commitment to generating consistent value.

“Receiving this award for the eighth consecutive year comes with a great responsibility for our entire team,” said Arturo Garcia, CEO of Profuturo. “We strive every day to provide solid and reliable savings solutions tailored to the needs of Mexican workers. This achievement motivates us to continue creating value for our clients and supporting them at every stage of life to help them safeguard their financial well-being.”

With this latest milestone, Profuturo has confirmed that its proven results are the product of well-developed institutional capabilities and an enduring commitment to the people it serves. Profuturo’s robust management model, long-term approach, and unwavering pursuit of excellence will continue to guide its efforts to protect and strengthen the financial future and retirement goals of millions of Mexican workers.

Image Credit: Profuturo

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That revenue came from broadcasting, sponsorship, licencing and ticketing, all controlled centrally by FIFA, meaning the organisation captured the upside while leaving host cities to absorb most of the costs, according to researchers who study the economics of the tournament. It was a structural feature of how modern World Cups are financed, not a one-off quirk of 2026.

Gains for broadcasters
Broadcasters had a good tournament too, though the picture was uneven. Fox paid an estimated USD 485 million for US English-language rights, a sum several industry analysts reckoned was two to three times below what the rights should have commanded in an open market.

That discount translated into outsized returns: strong ratings, including the most-watched English-language soccer broadcast in US history for a USA last-32 tie, left Fox on course for close to USD 1 billion in advertising revenue from the tournament alone.

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Telemundo, which held Spanish-language rights, had sold 90% of its inventory before a ball was kicked, with Anheuser-Busch, Bank of America and Coca-Cola among the buyers.

FIFA’s decision to introduce mandatory in-game hydration breaks, framed as a player-welfare measure given the summer heat across host cities, doubled as a lucrative piece of advertising real estate.

Fox alone was expected to generate around USD 250 million from the breaks, with 30-second spots during the early rounds fetching USD 200,000 to USD 300,000, and premium knockout-stage inventory rising to USD 750,000.

British broadcasters took a different path: the advertising-free BBC and the heavily regulated ITV declined to commercialise the pauses, even as ITV reported it had sold out its regular inventory and delivered record World Cup revenues regardless.

Tournament sponsors
Sponsorship followed a similar trajectory. Analysts at Ampere put 2026 sponsorship revenue at around USD 2.4 billion, up more than a third on Qatar, while the top tier of official FIFA partners paid between USD 65 million and USD 95 million for the rights to use tournament branding. The United States, as host, dominated the sponsor roster, accounting for 14 of the 26 commercial backers on FIFA’s books.

Gambling firms were another clear beneficiary. With more than 100 matches on the calendar, up from 64 in 2022, financial services firm Macquarie estimated roughly USD 50 billion was wagered globally, or about USD 500 million a match, making it the largest betting event ever recorded. Flutter Entertainment, owner of Paddy Power, Betfair and Sky Bet, reported a corresponding jump in stakes placed through its platforms.

Impact on host cities
The picture looked rather different at street level. FIFA’s own projections, produced with the World Trade Organization, put the global GDP impact of the tournament at USD 40.9 billion, with the US capturing USD 17 billion of that and roughly 185,000 jobs created, concentrated in hospitality and accommodation.

Set against annual US output, though, that gain amounted to a rounding error: Saxo Bank calculated it at less than 0.1% of GDP, hardly the growth driver host-city officials sometimes implied it would be.

Sports economist Victor Matheson of the College of the Holy Cross put it plainly to ABC News before a ball was kicked: Cities should expect a mix of winners and losers, not a uniform windfall. That call held up.

Philadelphia, for example, had anticipated around USD 770 million in local economic impact, among the largest of the eleven US host cities, but the spending clustered tightly around stadiums and tourist districts rather than spreading through the wider local economy.

Canadian host cities illustrated the cost side starkly. Hotel rates in Toronto and Vancouver rose 200% to 300% during match weeks, pushing a typical $200 room past $600. Airbnb had offered Toronto homeowners cash incentives to list their properties for the tournament, a move tenant advocates warned would accelerate displacement of long-term renters.

Transit systems absorbed costs FIFA didn’t cover: New Jersey’s transit authority faced a USD 48 million bill to move fans to and from matches, while Boston raised its game-day rail fare to the stadium to USD 80.

Post-tournament scenario
History suggested some of the enthusiasm would cool once the tournament ended, and the data bore that out. Laboure had pointed to France 1998, when post-tournament demand fell well short of pre-event hype.

By April, around 80% of US hotel operators were already reporting bookings running below forecast; two-thirds of New York hoteliers said the same; and in Seattle, almost eight in 10 hotels described the tournament as something close to a non-event commercially. Final numbers, host cities say, did little to change that verdict.

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Alexander Budzier, a fellow in management practice at Oxford University and chief executive of Oxford Global Projects, was blunter still, arguing that the long-term economic benefits claimed for hosting major sporting events routinely fail to materialise once independent researchers examine the data afterwards, rather than the inflated projections issued beforehand.

And, the winner is…
None of that troubled FIFA’s finances. Between broadcasting fees, sponsorship and ticketing, the organisation’s revenue streams stayed largely insulated from whether individual host cities saw a lasting boost or a temporary sugar rush.

For Fox, Telemundo and the major sponsors, the tournament delivered handsomely. For the taxpayers of Toronto, Boston and a dozen other host cities left holding transit bills and watching hotel booking curves undershoot, the reckoning looks set to take rather longer to arrive, if it arrives in a form they can see on a balance sheet at all.

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As the international banking subsidiary of Access Bank Plc, the Access Bank UK Limited plays a central role in the Access Bank Group’s ambition to become the world’s most respected African bank. From its headquarters in London, the bank connects customers with markets across Africa, Europe, Asia and the Middle East, combining international expertise with deep knowledge of African markets.

The year was marked by a major strategic milestone: the acquisition of a 76% majority stake in AfrAsia Bank Limited, a leading banking institution in Mauritius. The transaction significantly expanded the bank’s international footprint, and strengthened its ability to facilitate trade and investment across southern Africa and beyond.

Mauritius also provides an important platform at the crossroads of Africa, Asia and international investment markets, further enhancing the Group’s global connectivity.

Commenting on the year’s achievements, Jamie Simmonds, Chief Executive Officer and Managing Director of The Access Bank UK Limited, told the International Finance, “2025 was a defining year in our transformation journey. The acquisition of AfrAsia Bank Limited has strengthened our international platform, and enhanced our ability to support customers across key trade and investment corridors. As we continue to grow, our focus remains on disciplined execution, strong governance, and maintaining the relationship-led approach that has built trust with our customers and partners around the world.”

“As part of our international growth strategy, the bank has established a presence in several key global financial centres, further expanding the Access Group’s footprint in alignment with its global ambitions.The Dubai branch, located in the Dubai International Financial Centre (DIFC), is regulated by the Dubai Financial Services Authority (DFSA), and serves as a gateway connecting Africa with the Middle East and the North Africa region.” he said further.

The Paris branch, regulated by the Autorite de Controle Prudentiel et de Resolution (ACPR), strengthens access to Francophone African markets, and supports trade flows between Europe and Africa.

The Hong Kong branch, regulated by the Hong Kong Monetary Authority (HKMA), facilitates trade corridors into China, and the wider Asian market.

The Malta subsidiary bank, regulated by the Malta Financial Services Authority (MFSA) and the European Central Bank (ECB), provides a strategic European platform, supporting connectivity between Europe and North Africa while strengthening the bank’s resilience following Brexit.

AfrAsia Bank Limited, regulated by the Bank of Mauritius, further extends the Group’s reach into southern Africa, and enhances its ability to support customers across the continent.

This growing international presence was matched by strong financial results. Despite challenging global conditions, The Access Bank UK Limited delivered profit before tax of USD 235.7 million in 2025, compared with USD 173.4 million in the previous year. Total assets reached USD 11.6 billion, reflecting the strength of the enlarged organisation, disciplined execution, and continued investment in sustainable growth.

The bank’s Strategic Business Units also continued to develop throughout the year. Trade Finance remained a cornerstone of its international proposition, supporting businesses, financial institutions, and trade flows across African markets.

The bank further strengthened its role as a trusted partner to financial institutions, with correspondent banking income from new African markets increasing significantly year-on-year.

Across its Strategic Business Units, the bank continued to build momentum. Trade Finance retained its position as the bank’s largest SBU, supporting businesses, financial institutions and cross-border activity across African markets. Commercial Banking maintained its relationship-led approach, with customer deposits increasing to USD 1.75 billion.

Asset Management also continued to grow, with assets under management reaching $602 million as customers sought diversified investment solutions in a changing environment.

Behind this growth is a continued investment in people and capability. Following the AfrAsia Bank Limited acquisition, the organisation grew to more than 830 colleagues globally, creating a truly international workforce connected by a shared purpose and ambition. The bank continues to prioritise employee development, well-being and progression through learning opportunities, professional qualifications, leadership development, and executive education.

This people-centred approach supports the bank’s strong governance culture, and its ability to deliver consistently for customers and stakeholders across jurisdictions. Across London, Dubai, Paris, Hong Kong, Malta and Mauritius, the bank operates within robust regulatory frameworks, with prudent risk management, and operational excellence remaining central to its strategy.

Looking ahead, The Access Bank UK Limited remains focused on seamless integration, disciplined growth and unlocking the full potential of its expanded platform. Africa continues to offer significant opportunities for trade, investment and financial connectivity, and the bank is well positioned to support this evolution over the long term.

Through international expertise, trusted relationships and a growing global network, The Access Bank UK Limited continues to build a stronger future where Africa and the world are more closely connected.

The post Connecting markets, expanding horizons: The Access Bank UK Limited’s 2025 transformation appeared first on International Finance.

As one of the UAE’s most established non-banking Islamic financial institutions, regulated by the Central Bank of the UAE and headquartered in Abu Dhabi, Siraj Finance has steadily built a reputation as a trusted, ethical, and customer-centric provider of Sharia-compliant financial services for individuals, SMEs, and corporate clients across the country.

A Commitment That Goes Beyond Compliance
At the heart of Siraj Finance’s identity is something that distinguishes the institution from many of its peers: a commitment to Islamic finance not merely as a regulatory framework, but as a genuine value proposition.

The organisation’s business strategy is anchored in transparency, integrity, and adherence to Sharia principles, not as constraints, but as competitive advantages that build lasting trust with clients in an increasingly discerning marketplace.

This philosophy has translated into consistent investment in operational modernisation, process enhancement, and customer experience improvement; initiatives that have measurably strengthened the institution’s ability to respond to evolving client needs while maintaining the ethical standards that define its brand.

Award-Winning Innovation
Siraj Finance’s commitment to innovation has not gone unnoticed. At the International Finance Awards (IFA) 2026, the institution was honoured with the title of “Most Innovative Non-Banking Islamic Finance Company,” a recognition it received for the eighth consecutive time.

This remarkable consistency reflects not a single transformative moment, but a sustained culture of innovation embedded across the organisation’s products, processes, and customer engagement model.

The award reinforces what clients and industry observers have long recognised: that Siraj Finance’s approach to digital transformation and customer-centric product design is setting a benchmark for Islamic financial institutions across the region.

Leadership That Drives Transformation
Much of the institution’s strategic momentum can be attributed to the vision and leadership of its Group Chief Executive Officer Mohamed Rusan Fyroze, a financial services veteran with over 33 years of experience spanning Retail, SME, Corporate Banking, Wealth Management, and Bancassurance.

Rusan’s leadership philosophy is grounded in a belief that sustainable institutional performance requires more than financial metrics. Throughout his career, he has consistently championed the alignment of strong profitability with employee empowerment, customer satisfaction, and ethical accountability, building high-performing teams that deliver results without compromising on values.

Under his guidance, Siraj Finance has executed transformative initiatives that have strengthened operational efficiency, enhanced profitability, and deepened customer engagement.

His ability to anticipate market trends, lead complex change management programmes, and translate strategic vision into measurable outcomes has positioned him as a respected and influential voice within the UAE’s financial services community.

Senior executives and leadership across the organisation have been widely featured in major regional publications and business journals, reflecting the institution’s growing influence on the broader financial conversation in the Middle East.

A Group Built for Diversified, Long-Term Value
Siraj Finance does not operate in isolation. It sits within an ecosystem of complementary businesses through its parent entities Siraj Holding LLC and Al Otaiba Group, two of the UAE’s established diversified business conglomerates.

Together, they span a broad portfolio of industries, including finance, insurance, oil and gas, fintech, healthcare, hospitality, manufacturing, telecommunications, consultancy, and investment management.

This diversification is more than a growth strategy. It creates meaningful operational synergies, enables cross-sector expertise to flow into Siraj Finance’s product development and risk management, and provides the institutional resilience that underpins long-term value creation across regional and international markets.

Supporting Financial Inclusion and the UAE’s Economic Vision
Looking ahead, Siraj Finance is sharpening its focus on financial inclusion, SME development, and economic diversification, three priorities that sit at the intersection of the institution’s own growth agenda, and the UAE’s broader long-term economic vision.

By developing increasingly flexible, accessible, and technology-enabled Islamic financial solutions, the organisation is actively supporting the growth of businesses and individuals that remain central to the country’s diversification journey.

In doing so, Siraj Finance is positioning itself not simply as a financial service provider, but as a strategic partner in the sustainable development of the UAE’s economy, one Sharia-compliant solution at a time.

The post Siraj Finance PJSC: Redefining ethical banking through innovation, excellence, and strategic leadership appeared first on International Finance.

Beyond Earth Ventures CEO Alexandra Vidyuk is one such successful venture capitalist who has consistently delivered results. During an interaction with International Finance, she shared her views on entrepreneurship, the risks involved, and the challenges faced by women founders.

What inspired your journey into venture capital, and how did your personal experiences shape your vision of supporting entrepreneurs?

As a physicist, former entrepreneur, and ex-banker, I’ve always viewed the world through two distinct but complementary lenses: the rigorous truth of fundamental science and the accelerating power of global capital. I realised that to truly maximise my impact, I needed to fuse these two worlds. Transitioning into venture capital wasn’t just an obvious choice; it was a strategic imperative to finance the technologies shaping the next trillion-dollar economy. My vision is to provide founders with more than just capital — I want to offer them the exact strategic architecture I wish I had, helping them build breakthrough innovations that will shape humanity’s future beyond Earth.

Looking back at your career, was there a defining moment when you stepped out of your comfort zone to pursue venture capital, and what did that experience teach you about risk and self-belief?

Transitioning from a highly structured, successful banking career into venture capital felt akin to stepping off a cliff — it demanded a total recalibration of how I perceived risk. In banking, the fundamental goal is often to avoid the false positive; in deep tech VC, you must ruthlessly hunt for the false negative — the world-changing idea that others overlook. While analysing complex patents and engaging with brilliant scientific founders daily is intellectually demanding, it is deeply invigorating. It taught me that true self-belief means betting on your ability to spot paradigm-shifting innovation before the rest of the market catches on.

From your perspective as an investor, what are the biggest challenges women founders face when seeking funding, and what practical steps can help bridge this gap?

The primary challenge is rooted in human psychology: investors naturally gravitate toward funding founders who reflect a younger version of themselves. Because venture capital remains predominantly male at the partnership level, this creates an unconscious bias, rather than a malicious one. To bridge this gap, we need structural shifts. First, we must mandate conscious, data-driven frameworks during the allocation process. Second, we urgently need to place more female leaders on Investment Committees — a mission I advocate for heavily as a leader shaping the future of deep tech investment. Finally, we must actively equip female founders with elite, targeted coaching to navigate the institutional capital-raising landscape.

What structural or cultural barriers still exist for women in entrepreneurship and venture capital, and how can the ecosystem evolve to become more inclusive?

We are still dismantling legacy institutional networks. The venture ecosystem often operates within homogenous echo chambers, and at the highest levels of capital allocation — particularly among traditional Limited Partners and institutional wealth managers — exclusive, legacy networks still dominate. To evolve, the ecosystem must transition from relationship-based capital allocation to data-driven, meritocratic deployment. We need to actively disrupt these closed loops by inviting diverse, proven capital managers into the most exclusive LP/GP dialogues, shifting the culture from exclusivity to high-impact inclusion.

How do women-led investments and women investors influence the broader entrepreneurial ecosystem and community development?

The data is unequivocal. Extensive research from institutions like Harvard consistently demonstrates that female-led businesses and funds deliver superior returns, demonstrate greater capital efficiency, and drive broader societal impact. Yet, there remains a staggering disconnect: the allocator community continues to underfund this demographic. As a fund manager, I view this not just as a parity issue, but as a massive alpha-generation opportunity. Capitalising on diverse leadership is one of the most efficient, data-backed ways to drive both outlier economic returns and meaningful global development.

The post We must actively equip female founders to raise capital: Alexandra Vidyuk appeared first on International Finance.

As NCC’s CFO, he has consistently demonstrated exceptional leadership in domains like financial transformation, strategic execution, and governance excellence, delivering sustainable impact across the organisation. He is a key figure in transforming how finance operates, spearheading comprehensive initiatives that improved efficiency, transparency, and the quality of decision-making within NCC’s operational ecosystem.

Mohammed Bayahya, through his visionary leadership, has transformed finance into a forward-looking partner to the business, supporting both operational excellence and strategic ambitions.

A strong advocate of innovation, he led large-scale finance and ERP transformation initiatives, significantly improving NCC’s financial agility and data reliability. In addition to strengthening the Kingdom-based detergent manufacturer’s core ERP environment, Bayahya successfully implemented Oracle Enterprise Performance Management (EPM) and Oracle Fusion Data Intelligence (FDI) as part of the company’s finance and performance management transformation.

“The Oracle EPM implementation has enabled structured planning, budgeting, forecasting, and financial consolidation across the organisation. It has improved governance through standardised assumptions, controlled workflows, version control, and audit trails, while enhancing management’s ability to run scenario analysis and stress testing – particularly important in an IPO readiness context. At the same time, the Oracle FDI implementation has established a centralised, automated data and analytics layer by integrating data directly from Oracle Fusion ERP and other sources. This has eliminated manual data manipulation, improved data accuracy and timeliness, and enabled real-time dashboards and KPIs for finance, sales, supply chain, and working capital monitoring,” he told the International Finance.

Together, these systems are providing an end-to-end performance management and reporting ecosystem for NCC, improving financial visibility and transparency, decision-making speed and quality, internal controls, data integrity and management and board-level reporting readiness.

“This technology foundation significantly strengthens our IPO readiness, apart from supporting financial due diligence, and aligns our reporting and analytics capabilities with listed-company standards,” Bayahya noted.

As part of leading his company’s IPO readiness journey, Bayahya, using technology’s helping hand, aligned NCC’s financial reporting, governance, internal controls, and performance management with listed-company standards. He acted as the primary finance counterpart to banks, external consultants, auditors, and legal advisors, ensuring readiness for due diligence, valuation, and investor scrutiny.

Apart from partnering with the CEO and executive leadership to translate the company’s growth strategy into a credible, investor-ready financial and operating plan, Mohammed Bayahya took things further by ensuring NCC’s strategic initiatives were supported by robust financial modelling, capital allocation discipline, and KPI frameworks aligned with IPO and long-term shareholder value creation.

Through disciplined financial stewardship and strategic insight, he delivered measurable business impact by driving sustainable profitability, cost optimisation, and informed executive decision-making. His proactive leadership ensured the detergent manufacturer registered a 21.5% revenue uptick, in addition to ensuring +13.8% EBITDA margin improvement, through cost discipline and margin-focused decision making. There was also a gross margin uplift of more than 3%, driven by pricing discipline and mix optimisation. Net profit growth, on the other hand, went up by more than 18%. CAGR was at 6%, outpacing the industry average of 3.5%.

Cash conversion cycle got reduced by 48 days compared to the prior year. Bayahya’s visionary leadership has also resulted in NCC currently maintaining fiscal stability with a 10% reduction in operating costs. Perhaps, the biggest shift has been the company shifting its reliance on internally generated cash rather than loans by improving working capital, which reduced interest cost by 52%.

Widely recognised for his people-centric leadership, the ability to build high-performing finance teams and acting as a trusted advisor to executive leadership and boards, Bayahya’s tech-driven and strategic guidance brought NCC’s biggest turning point during the 2023/24 financial year, as the company increased its net income by 96%, creating opportunities for reinvestments in the company’s innovation and expansion-related efforts.

Under his leadership, metrics like lower debt to equity, healthy ROIC (Return on Invested Capital), consistent healthy current ratios (underscoring NCC’s solid short-term solvency), outstanding inventory operations and enhanced procurements and relationship with suppliers all point to one thing: Mohammed Bayahya’s outstanding leadership, transformational impact, and strategic financial excellence have turned NCC into a profit machine.

The post Mohammed Bayahya: Transformative leader consolidating NCC’s finance appeared first on International Finance.

At the heart of AX28 is the belief that modern banking must be personal. As President & Group Chief Executive Officer, Datuk Wan Razly Abdullah observes, customers increasingly expect their bank to understand their ambitions and respond with sincerity and precision. This focus on personalisation and empathy underpins the first pillar of unrivalled customer service, where experiential lifestyle offerings now set AFFIN apart in an increasingly competitive landscape.

This balanced, customer‑centric approach is reflected in the Group’s performance across key metrics. As of December 2025, year‑on‑year loan growth reached 10.4 per cent, lifting total loans to RM79.5 billion (approximately USD 20.1 billion). Total assets expanded from RM69 billion (USD 17.5 billion) in 2020 to RM124 billion (USD 31.4 billion) by end‑2025, while market capitalisation grew from RM3 billion (USD 0.76 billion) to nearly RM7 billion (USD 1.77 billion) over the same period, signalling steady progress anchored in disciplined growth.

The momentum is anchored by AFFIN’s brand promise: “Always About You.” What began as a symbol of empathy has evolved into a guiding philosophy for AX28, shaping how the bank designs solutions, builds partnerships and creates value. It reinforces the belief that unrivalled customer service is not a new ambition, but a continuation of a promise AFFIN has upheld for five decades by placing customers at the centre of every decision.

This shift is most evident in the lifestyle ecosystem AFFIN has cultivated between 2023 and 2025. Rather than offering isolated benefits, the bank has curated a connected universe of experiences across travel, hospitality, automotive, entertainment and sustainability. Each partnership deepens emotional connection, supports multi-product engagement and transforms banking into a lifestyle relationship that enhances customers’ everyday lives.

Travel sits at the heart of this evolving ecosystem. AFFIN’s partnership with the “World’s Best Airline” elevates mobility through premium privileges, exclusive upgrades and enhanced journeys. Its signature “Buy One Free One Business Class Tickets Campaign” transforms loyalty into meaningful shared experiences for customers and their families. These offerings are complemented by the AFFIN INVIKTA Visa Infinite card, and beginning in 2026, eligible business class travellers will also enjoy complimentary limousine transfers, creating a seamless transition from home to runway.

Leisure partnerships further extend these experiences nationwide. Through Marriott International Malaysia, AFFIN offers access to 58 Marriott Bonvoy hotels across the country, complemented by curated dining privileges and tailored lifestyle engagements. These initiatives reinforce the bank’s belief that meaningful experiences build lasting customer relationships beyond financial transactions.

The same commitment to enriching lives also shapes AFFIN’s nation‑building partnerships. AFFIN’s collaboration with the Badminton Association of Malaysia reflects the AFFIN Group’s belief that responsible banking goes beyond finance; it includes uplifting national pride, unity, and excellence. As Malaysia’s most iconic sport, badminton represents discipline, resilience, and global ambition, values that align closely with AFFIN’s own transformation journey.

Through this partnership, AFFIN supports both elite athletes and grassroots development, empowering young talent and strengthening Malaysia’s long‑standing sporting legacy.

The automotive segment adds another dimension to AFFIN’s lifestyle proposition. Collaborations with premium marques enable bespoke ownership and financing solutions for high-net-worth clients and motoring enthusiasts. This includes Malaysian luxury manufacturer Bufori, whose newly launched CS8 model reflects craftsmanship and engineering excellence.

Built with a carbon fibre and Kevlar hybrid composite monocoque body and powered by a supercharged 6.4 litre V8 engine, the CS8 represents individuality, performance and heritage. AFFIN’s tailored financing solutions support customers who value exclusivity, bespoke design and refined luxury.

Entertainment brings a vibrant dimension to AFFIN’s expanding lifestyle universe. Through strategic partnerships with Golden Screen Cinemas and campaigns such as complimentary movie ticket offers, customers enjoy access to the latest cinematic experiences.

These efforts have been further elevated through major concerts featuring AFFIN’s Brand Ambassador, iconic Malaysian songstress Dato’ Sri Siti Nurhaliza, positioning the bank at the forefront of Malaysia’s contemporary entertainment scene. These initiatives reflect AFFIN’s commitment to creating experiences that resonate emotionally and strengthen the connection between lifestyle and banking.

Such an experience is shaping how customers travel, the brands they engage with, the spaces they visit and the causes they support. It also inspires innovations such as AFFIN FINTURA Spend/-i and FINTURA Savr/-i, which encourage early financial independence for teenagers, alongside solutions that support global education pathways. Regionally inspired card offerings, including the Kenyalang, Selangor and Kinabalu Cards, strengthen identity and belonging through meaningful financial expression.

Beyond lifestyle, AFFIN continues to expand opportunities for global wealth creation. The AFFIN London Home solution enables internationally minded clients to invest confidently in the United Kingdom, offering ringgit-denominated financing of up to RM15 million across London Zones 1 to 6 and key districts in Manchester. With competitive margins, flexible tenures and expert advisory support, the solution reflects AFFIN’s commitment to supporting cross-border ambitions as customers grow globally.

These initiatives complement AFFIN’s expanding wealth and premium banking propositions. AFFIN INVIKTA supports emerging professionals and affluent customers through integrated financial and lifestyle privileges, while AFFIN DIVENTIUM delivers bespoke advisory, succession planning and sophisticated wealth structuring for high and ultra-high net worth individuals. Together, they reflect the close relationship between financial empowerment and lifestyle aspiration that defines modern wealth engagement.

Within this premium ecosystem, the AFFIN DIVENTIUM metal credit card stands as a symbol of identity and distinction, reflecting the bank’s dedication to refined service design and exceptional value. Physical touchpoints are also being transformed as branches evolve into modern spaces that combine digital ease with personalised engagement, supported by biometric-enabled services and enhanced advisory suites. DIVENTIUM customers may also access specialised offerings such as yacht financing to support a luxury adventure lifestyle.

Supporting these customer-facing advancements is a strengthened digital and operational backbone. AFFIN has modernised its core banking systems, upgraded digital payment architecture and deployed cloud-based financial and reporting platforms. While less visible, these investments enable faster onboarding, smoother transactions, enhanced wealth journeys and more reliable digital performance, allowing the bank to respond with greater agility and precision.

AFFIN’s experience-driven approach is grounded in its commitment to national development, youth empowerment, and environmental stewardship, reinforcing its responsible banking with an impact pillar. This is demonstrated through the bank’s support for Klang River rehabilitation via the Interceptor, a specialised river clean-up vessel aligned with national sustainability priorities, alongside community- and school-focused partnerships that build long-term societal resilience through education and awareness.

These efforts are further affirmed by AFFIN’s recognition in the latest FTSE4Good semi-annual review, with its ESG rating upgraded from three to four stars, underscoring the AFFIN Group’s commitment to sustainability and its standing among Malaysia’s leading publicly listed companies.

Regionally, AFFIN continues to strengthen its growth positioning. Collaborations with MUFG Bank Malaysia, Daiwa Securities Group and Generali Insurance enhance trade connectivity, expand wealth capabilities and unlock cross-border opportunities for businesses and individuals. These alliances reflect AFFIN’s aspiration to be a Malaysian bank with regional relevance and global capability.

AFFIN’s progress has earned strong international recognition, including its first-ever Moody’s A3 international credit rating, affirming the company’s financial strength and stability. These achievements carry added significance as AFFIN celebrates its 50th anniversary, marking half a century of service, innovation and nation building. AX28 represents the next chapter of this journey, honouring AFFIN’s legacy while responding to evolving customer expectations.

AFFIN President & Group CEO, Datuk Wan Razly Abdullah said, “As we celebrate our 50th anniversary, our vision is clear: to be Malaysia’s Most Creative and Innovative Financial Company and a trusted partner across ASEAN. Every experience we design matters, and we deliver it with sincerity and passion. Under AX28, these initiatives converge with a single purpose, which is to maximise lifetime value by delivering meaningful, relevant and memorable experiences.”

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