Nderingo Elikunda Materu

• Management and Control of Femina Hip operations is vested in the board, with key role of making decisions and guiding Femina Hip management objectively
• Oversaw strategic planning and implementation to ensure organizational goals were met.
• Attended board meetings and reviewed meeting agendas.
• Contributed to the development of a long-term vision and strategic plan, positioning the organization for future success.
• Led fundraising initiatives, securing necessary funds to support and expand organizational programs.

• Responsible for operational strategic direction
• Responsible for all operational functional units of the business i.e Sales and distribution, marketing, call center operation, projects, IT, and business development.
• Responsible for all business communication (Internal and External)
• Responsible for overseeing operational culture and process change.
• Liaison with BML (Group) South Africa / London for the digital transformation project.
• Responsible for operations human capital (hiring, objective setting & evaluations)

Key Achievements

1. Change Management.

• Pioneering integration of government payroll system with the business core lending system, this amplified efficiency and increased efficiency in collection i.e drop NPL to 3.5% from 6%
• The digitization of business, from 2019 to 2022, spearheaded companies' transformation into full fintech organizations; this included the introduction of technology from origination to normal day-to-day business activities.

2. Innovation

• Managed to develop and deploy an all-round CRM module in the business that cuts across all functions of campaign management, agent activity tracking, Call record management, customer service complain management and Call audit operation
• Designed, built and deployed customer self-origination tool, that enabled all New and refinance customers to self service end to end without human interaction, as of Q4 2024 100% of refinance loans were customers self-initiative, this is a 0 cost channel

3. Strategic Focus

• Successfully deployed a Branchless operation within a year, staging Bayport as the only non-branch Financial institution, coming from a backbone of 94 branches
• 2024 Designed alternative product for private sector to diversify the business that focused on the government payroll for 16+ years, additional TZS 100m on interest income line

4. Financial Impact

• Cost efficiency; Successfully managed to reduced origination cost from an average of 12% FY2019, to current 3%, this is by reducing dependency from costly origination channels and introducing alternative channels with less to ZERO cost channels
• Designed and implemented Pandemic (covid-19) strategies that enabled the company to stay afloat by achieving its turnover objectives and retention (to mention but a few)
• Accelerated digital infrastructure roll out Branch closure, Price cushion product setting

5. Customer

• Digitisation grew the customer closer to the company, with CRM customer resolution TAT decreased to an average of 2days in 2024 from 6days in 2022
• Customer NPS grew significantly from 36 FY23 to 52 FY24, attributed to quick disbursement TAT and complaint resolution

• Responsible for the overall P&L, BFS annual turnover is 53bln TZs
• Responsible for Sales channel, Bayport Tanzania has 94 branches that touch at least all districts of Tanzania to which 78 branches are Franchise and 16 are Bayport owned Branches

Key Achievements

• Achieving overall FY19 double digit loan book growth
• Grew Branch network from 70 to 94 in 2018, this spread the footprint of BFS in Tanzania

• Responsible for overall P&L of the territory, the regions contribute over 36% of the zones revenue, commands 18.8b a month and contributing over 35% of the zonal subs base
• Responsible to drive HVC drivers i.e
• Kinondoni region is defined to be an HVC centralized zone, constitutes of high end segment that is fragile and competitive contributing 40% of total HVC
• Managing the centralized zonal strategies
• Responsible for channel management of Distribution both Mobile and MFS
• Responsible for Site management (allocation and performance)

Key Achievements.

• Tigo National Roaming, as Tigo has been expanding its functionalities and the introduction of its sister company (Zantel), I was the responsible person for the zone who was assigned to work hand in hand with the technical team to ensure national roaming is implemented in Zanzibar, and there is no negative impact on the revenues and base.
• Accelerated penetration of MFS on new subs from 28% to 34%.
• Improved regional churn rate from 6% to 5% by end of Q1 FY18

• Responsible for overall P&L of the territory
• Responsible to analyze and review periodic reports for the territory
• Review/suggest Sites Allocation Vs performance
• Responsible to evaluate permanently diverse ways of captioning acquisition, reduce disconnection and enhance reconnection

Key Achievements

• Digitization of customer onboarding, Early 2017 MNO’s were obligated by the regulatory authorities to move 100% digital (EKYC), this process was new and had its own challenges, I was one among the key stake holders to design an execution footprint to ensure this was rolled out without affecting the acquisition budgets
• Franchise model for the zone, in the efforts to ensure there is cost efficiency within the zone, I was among the team members who designed a shop-focused model that increased the footprint of Tigo shops in Dar es Salaam, maintaining the same standard but with over 60% less cost than the existing model.
• Rated by MIC Tanzania as an outperformer in FY 2014/ FY 2015/ FY 2016- outperformers are ranked to be those individuals that achieve by 100%> their yearly budgets
• Managed to grow smartphone penetration by 12% through the use of alternative channels as well as conversion of the existing active base

• Responsible for overall P&L of the territory
• Driving Regional teams in achieving Key KPI’s for the region
• Assure methodological coaching of the sales team
• A key player in bridging the Hub team and the regional team
• Working close with the Zonal director to manufacture key strategies to deliver territorial objectives
• Responsible to assign goals to distributors/Dealers and providing necessary support to achieve the goals
• Responsible for territory acquisition strategy

• Management of regional sales team
• Key driver of the regional acquisition by building up strategies that direct, guide and supervise the team
• Meeting Dealers Periodically to: Manage Relationship, Discuss trend performance

• Responsible to recruit and build dedicated Data sales team
• Preparation of Data Sales Strategies country wide
• Responsible for Data client management from farming to retention
• Responsible to supervise the Data telle sales team at the call center
• Reporting to technical team all Data issues within the region
• Responsible to drive up revenue for the Data channel

• Recruitment of Sales Manpower (DSF)
• Dedicated Data Team leader whose concentration was to up bring Data sales only
• Developing training materials and training the sales force
• Managing stock provision for the sales force by managing their sales and retirement to the stock point controller