Mr. Syed Abdul Momen was promoted to Deputy Managing Director at BRAC Bank in July 2021.
Syed Abdul Momen joined BRAC Bank in August 2005. Later he took over as the Head of SME Banking on July 13, 2017. At BRAC Bank, has 19 years of multifaceted experience in the Banking Sector primarily concentrating in Technology, Operations and Business Functions.
During the first two years in BRAC Bank, he restructured technology infrastructure and played a crucial role in the Core Banking Platform migration. In August 2007, Momen was posted in BRAC Afghanistan Bank as Chief Operating Officer (COO) on a two year secondment. During his tenure in Afghanistan, he looked after the bank's SME Business & expanded bank's network in three provinces. He has also contributed in the development of SME Banking Policies & Guidelines of Central Bank of Afghanistan.
After his return from Afghanistan in 2009, he joined BRAC Bank's SME Division and ran a special collection project, which was portfolio's prime concern. After successfully driving the countrywide collection initiative, he was appointed as the Head of Small Business in July 2010 and since then he is leading the industry's largest small business portfolio. His team was awarded Chairman's Excellence Award in 2012 for extraordinary business achievement.
Mr. Momen started his career in ANZ Grindlays Bank in 1999 where he played an instrumental role in the migration of Core Banking Platform in Middle East & South Asia region including Bangladesh, Jordan, Oman, Qatar, UAE, Bahrain, Nepal, Sri Lanka after the acquisition of Grindlays Bank's operation by Standard Chartered Bank. He was also instrumental in Standard Chartered Bank's IT service delivery & business process centralization Project.
Mr. Momen is a Computer Communications Graduate from Middlesex University, UK with distinction. During his 13 years of banking career, he attended numerous seminars, trainings and workshops in and out of country.
In the course of your career, what have you seen change in terms of demands/needs of SME clients? And what role should a bank play in meeting these demands?
Over my career, I’ve witnessed a transformative evolution in the needs of SME clients. A few decades ago, SMEs were largely seeking basic products—simple loans and deposit services—with interactions that were mainly transactional. Today, however, our clients are digitally savvy and dynamic entrepreneurs who demand swift, customized, and technology-driven solutions to match the pace of their businesses. Alongside our traditional means of banking services we are trying to incorporate tech driven solutions contributing to the evolving landscape.
For example, as digital transformation reshapes banking, platforms like Shafollo—the country’s first digital SME loan platform—have revolutionized the customer experience by cutting loan disbursement time to just a few minutes. Similarly, the integration of tools such as eLAP, a digital loan origination system, has reduced the loan processing time to 2 days which took about 14 days using traditional methods. On the other hand, Infosight empowers our field teams with real-time performance insights, loan status updates, EMI dates, renewal dates etc. from over 446 unit offices and 3,400+ active users. This is not just about speed; it’s about enhancing transparency and precision while enabling us to tailor financial products using robust, data-driven insights.
In today’s environment, a bank’s role extends far beyond the traditional lender–borrower relationship. Banks must evolve into strategic partners and enablers—providing personalized advisory services, nurturing financial literacy, and deploying innovative, digital solutions that foster sustainable growth. By harnessing technology, we not only maintain a sub‑2% non-performing loan ratio in a risky market but also support over 1.5 million SMEs, ensuring that each client receives both the agility and the dedicated support they need to thrive in a rapidly evolving economic landscape.
What have you found to be effective in leading your SME banking team/in your leadership position?
I believe that effective leadership in the SME banking arena comes from instilling a culture of collective ownership, continuous learning, and agile decision-making. By decentralizing authority and encouraging every team member to share insights, we foster an environment where innovative solutions emerge organically. We complement this approach using our SME portal which facilitates targeted, data-backed dashboards and regional alignment meetings that enable our frontline staff to respond rapidly to local market shifts—ensuring decisions are made closer to the operational pulse rather than waiting for centralized directives.
To support this dynamic, we’ve implemented structured training and mentorship initiatives tailored to emerging fintech trends. This consistent focus on professional development has not only boosted confidence and technical competence across the team but also translated into measurable improvements in decision-making speed and employees’ problem-solving effectiveness. Ultimately, this blend of empowerment, real-time feedback, and skill enhancement drives our success and positions us at the cutting edge of SME banking leadership.
Briefly describe, what would be your top 3 achievements/ projects delivered by your bank for SME customers?
Throughout my tenure at BRAC Bank, we have pursued transformational projects that have redefined the landscape of SME banking. Three hallmark initiatives stand out:
Shafollo – The Digital SME Loan Platform
Shafollo is the nation’s first digital SME loan platform designed to meet the fast‐paced demands of modern micro-entrepreneurs. This platform has enabled document-less, real-time processing that transforms the financing journey for marginalized businesses—unlocking immediate access to funds and setting a new benchmark in digital financial services for thousands of marginalized entrepreneurs and counting.
eLAP – Digital Loan Origination System
By implementing the eLAP system, we revolutionized our loan processing capabilities. Spanning 446 unit offices and supporting over 3,400 dedicated users, eLAP has streamlined workflows to process approximately 40,000 loan files, reducing turnaround times from an average of 14 days to just 2 days—a nearly 85% improvement in efficiency.
Strategic Alliances and Accelerator Programs
Recognizing that sustainable impact comes through collaboration, we forged strategic partnerships with global organizations such as the Gates Foundation, KFW DEG, Water.org, World Vision, and UNCDF. Initiatives like the Uddokta 101 Entrepreneurship Accelerator Program have empowered thousands of women entrepreneurs. Additionally, we have partnered with several other international development agencies like Swisscontact, Syngenta along with local Agri-tech companies, which helped us expand our reach in the MFI and Agri sectors enhancing access to finance, benefiting over 379,000 marginalized farmers and uplifting both rural and semi-urban communities.
Each of these projects embodies our digital-first, customer-centric approach—enhancing operational efficiency, broadening financial inclusion, and powering the economic growth of SMEs across Bangladesh.
What would be the most significant business case that you've applied and learned the most out of it? Both positively or negatively?
One of the most significant business cases I led was the creation and evolution of a fully integrated digital ecosystem for SME banking at BRAC Bank—a transformative journey that went far beyond a mere technological upgrade. This ambitious initiative brought together dynamic platforms such as our digital loan system, real-time performance dashboards, and comprehensive market intelligence tools into one cohesive framework. The goal was to make every process decision-driven and every operation more efficient, ensuring our services were truly aligned with the unique needs of our SME clients.
On the positive side, the impact was both immediate and transformative. We achieved an impressive reduction in loan turnaround times from 14 days to just 2 days, which represents an approximate 85% increase in operational efficiency. This integration also played a key role in our ability to maintain a sub‑2% non-performing loan ratio for an asset portfolio north of USD 2.8 Bn, in a notoriously challenging market. The digital tools not only streamlined processes but also empowered our field teams to make real-time decisions based on the latest performance data and market trends, dramatically enhancing customer satisfaction and operational agility.
However, the journey was not without its challenges. Transitioning from traditional systems to a digital-first approach demanded a significant cultural shift within the organization. We encountered resistance from employees accustomed to conventional methods. This taught us that technology alone is not enough—successful transformation requires robust change management, continuous training, and transparent communication. In other words, our experience underscored that innovation is equally about people and processes as it is about technology.
This business case has been my most instructive learning experience. It reinforced that true innovation comes from merging technological advancements with a commitment to human engagement. The lessons learned continue to shape our strategies, reminding us that balancing rapid digital transformation with thorough staff development is essential for building long-term sustainable growth.
