Seetharaman V
Thiruvananthapuram
Summary
Thirty seven years of experience in banking sector; 11 years in senior leadership roles.
In-depth understanding of Retail Banking, Small and Medium Enterprise Banking, Corporate
Banking, Market behavior, Operational Risk management, Regulatory compliance and Para Banking activities viz Mutual Funds, Credit Cards etc.
Overview
17
17
years of professional experience
1
1
Certification
1
1
Language
Work History
Asst General Manager
RASMECC
- Roles assigned
- Individual productivity of sanctioning at least 5 proposals a day
- Of proposals getting disposed at the CPC within TAT (benchmark – 99%)
- Productivity per staff at the CPC (benchmark – e.g
- 45 proposals processed per credit officer per month; more benchmarks in individual role descriptions)
- Time barred documents or uninsured assets at CPC
- Of accounts becoming doubtful at the CPC
- Total cost per proposal processed and accounts maintained (as low as possible)
- Rating (as given by inspection and audit department – as high as possible)
- Adherence to process discipline and controls, as specified in time and activity discipline and in the process manual and the bank’s Book of Instructions
- Minimum number of entries outstanding beyond week in all the office collection and withdrawal accounts
- Strategies and intiatives
- MOD/EM/CERSAI creations in respect of Mortgage properties were in arrears for more than 3 months on an average
- An effective tracking system with clear flow of document
- Backlogs on insurance, inspection, RC book in CBS itself completed and prcoess
- Rectification carried out in respect of all Cibil rejected accounts- in the absence of valid IDs in respect of older ETL accounts- a special team of assistants deployed to search PAN details from Incometax deptt website
- Special study conducted on HTL off-take at Madurai centre- tangible steps taken to improve HTL portfolio through periodical interaction with Branches, HLST, Panel lawyers and valuers
- Consequently, HTL sanctioned by the outfit have gone up from Rs.80.20 cr of 419 proposals as on 31.12.12 to Rs.101.27 cr of 488 proposals as on 31.12.13
- Performance highlights
- Performance metrics
- Bench Mark
- Actual
- Percentage Achieved
- No of sanctions per person per day 4 4 100%
- Adherence to stipulated time frame(documentation where the borrowers are ready) 100 100 100%
- No of accounts handled per AMO (cash credit+TL: 1 CC=11 TL) 1320 1820 137.9
- No of visits by AVOs per day 3 4 133%
- No of visits per collection officer 6 6 100%
- No of irregular accounts handled per collection officer 60 213 355%
- No of visits by collection supervisor 5 8 160%
- No of telephone calls by collection team assistant 30 35 116.7
Board of Director
Kerala State Financial Corporation, KFC
07.2022 - Current
- Nominated by SBI
- Good communicator
- Performance improvement
- Deadline-oriented
- Efficient multi-tasker
- Consistently meet goals
General Manager
State Bank of India
Thiruvananthapuram
04.2021 - 04.2023
- Roles assigned:
- Business and operations head of Network1 to ensure deliverables of Asset Quality, Business Growth, Compliance and Digital initiatives across the delivery franchise comprising 311 Branches, 10 Centralised Credit Processing Units and 916 ATMs under Thiruvananthapuram, Kollam and Pathanamthitta Districts manned by 3695 staff(including 1336 officers, 1836 clerical staff) and 163 outsourced Customer Service Points
- Strategies and Key Initiatives:
- New avenues under e-DFS and LC bill discounting explored to pull out the negative growth in SME booking business under these heads throughout the year, instead of growing only in the last couple of months, as has been the past trend and overcome the dependence on traditional CCOD/TL confined to select Govt organisations
- Drove month-over-month business growth through frequent interactions with Branches and Administrative functionaries through all possible modes of communication viz
- Team huddles, mobile phone, SMS, Video Conferencing and face to face meetings establishing contacts with all Branch heads/Divisional Managers
- Branch visits intensified aimed to enhance the level of skills, motivation, involvement and commitment of the staff
- Maximized efficiency by coaching and mentoring personnel on management principles, industry practices, Bank’s system and procedures and technology
- Developed and maintained relationships with customers and stake holders like Government Departments viz., top functionaries of Govt of Kerala
- Monitored financial performance, budgets and controlled expenses to provide financial stability and long-term growth
- Provided guidance to personnel in navigating and resolving day to day issues concerning productivity
- Provided strategic oversight of marketing and promotional campaigns to keep campaigns aligned with overall goals and objectives
- Collaborated with cross-functional teams to develop solutions and to work in sync
- Analyzed market trends and competitor activities to create and maitain competitive edge
- Interacted well with customers and to build connections and nurture relationships
- Observed each employee's individual strengths and initiated mentoring program to improve areas of weakness
- Cultivated and strengthened lasting customer relationships organize segment specific customer programmes covering NRI, SME with the support of Govt and other business for a like CII, Norka
- Launched staff engagement, gender diversity and cultural programs in addition to robust business tracking tool that improved operational quality
- Introduced new methods, practices, and systems to reduce turnaround time Performance Highlights
- Deposit grew from Rs.58724 cr to Rs.68371 cr registering a growth of Rs.9646 cr (7.93% CAGR)
- Advance grew from Rs.25973 cr to Rs.31845 cr registering a growth of Rs.5873 cr(10.73% CAGR)
- Network total business grow to Rs.107463 cr in February 2023
- Net Profit increased from Rs.950.30 cr in Mar’21 to Rs.1157 cr in Feb’2023(10.36 % CAGR)
- Business per employee from Rs.21.37 cr in Mar’21 to Rs.24.29 in March 23
- NIM improved from 3.5 % in Mar’21 to 3.8% in Mar’23
- Expense Ratio improved to 36.53% from 38.12 between Mar’21 to Mar’23
- NPA improved 0.74% in Mar’21 to 0.71 % in Mar’22
- Net profit per employee increased to 0.34 cr in March 23 from 0.28 cr in March 21
Director of Karnataka
Ware House Corporation
01.2021 - 07.2022
- Board Level position viz., Board of
Deputy General Manager, Deputy General Manager Sales Head FIMM
State Bank Of India
Bengaluru
01.2020 - 07.2021
- DGM Sales Head of New vertical created by SBI carving out 580 branches out of the total 1550 branches of Bengaluru Circle aimed to improve financial inclusion together with growth in Retail Business(Agriculture, MSME,Home Loans and Retail Credit)
- DGM(ABU) for the Circle spearheading the growth of Agriculture Business targeting growth under Agri Gold Loans, Investment credit, SHG and NPA Management
- Strategies / New initiatives
Deputy General Manager
REHBU Bengaluru Circle, State Bank Of India
Bengaluru
03.2019 - 05.2020
- Driving Business of
- Individual Mortgages (i.e
- Home Loans, Home Equity Loans, Personal Loans against mortgage, Reverse Mortgage Loans etc) in the Circle and
- Builder finance for residential Real Estate development in the RE
- Sales and Marketing
- To develop a vision and set strategic direction for the department and acquire new business
- To strive to achieve business and profit target set for the vertical
- To formulate a suitable multi-media advertising strategy
- Strategies and Initiatives
- Customer service at door-step
- Credit CPCs made functional on Saturday and Sundays to attract IT/ITEs employees
- To bolster sourcing 23 Home Loan marketing events conducted at all the AO/RBO centres in the state
- Total leads generated 12789 out of 40425 sourced
- Webpage launched to keep track of Projects and SMA, NPA follow up
- Performance Highlights
- Home Loan and REH growth booked highest ever in the Circle @ Rs.5932 cr in Mar’20 registering a growth of 46% compared to all the previous years in the Circle
- Sourcing improved to Rs.17963 cr from Rs.14810 cr – growth of 21%
- Sanction improved to Rs.14727 cr from Rs.11531 cr – growth of 23%
- Disbursement improved to Rs.13596 cr from Rs.10753 cr – growth of 26%
- Market of SBI in Home Loan in the state improved by 44 bps from 16.58 % in Mar’19 to 17.02% in March 2020
- Market share Bengaluru city which contribute to ¾ of state Home Loans improved by 36 bps from 16.53% in March 19 to 17.02
Deputy General Manager
State Bank Of India
Bengaluru
11.2006 - 05.2019
- Roles assigned
- Achievement of all business targets/Profit/NPA reduction/CVE/Activity budgets/Payment Business budgets etc
- Achievement of priority sector lending and various GSS targets
- Increase in market share and profitability of key businesses of the Network
- Ensure efficient management of the Network as a profit centre and improving productivity
- Create distribution mechanism to deliver a wide range of products in a timely and cost-effective manner
- Promote and ensure synergy among sourcing, processing and delivery points with proper directions to improve speed and quality of service and maximize customer satisfaction
- Driving technology implementation within the branches and Centralized Processing Centres to improve customer service and build an effective MIS
- Devising strategies to administer the Govt
- Sponsored schemes at minimum cost to the Bank and liaise with the Government to maximize recoveries
- Ensure efficient delivery of services by the branch network and Centralized Processing Centres to other business units
- Strategies
- Primary strategy adopted was enhancing the level of skills, motivation, involvement and commitment of the staff
- Every day huddle with all direct and other stake holders to monitor and make things happen
- Visited all 196 branches under the administrative control exhorting each staff to strive for excellence
- Performance Highlights
- The AO had 196 branches, 6 Credit CPCs, 1 non-credit CPC, 4 CACs and 800 ATMs as on 31.03.2019
- A flagship Administrative Office(AO) Pan India No-1 among the AOs with the deposit level reaching Rs.55250 cr as on 31.3.2019
- NO-2 Pan India with Net profit booked for the year at Rs.993.63 cr
- Deposit growth trebled to Rs.6727 cr in March 2019 from Rs.2152 cr of March 2018(Achievement of 128 % of budget Rs.5252 cr)
- Advance grew by Rs.1114 cr in March 2019 from Rs.578 cr in March 2018
- No: 6 in terms of segment advance level at Rs.18292 cr
- Cost to income at 26.89 % the best among all zones
- 1128 RMSE with 129 exceeding the limit of Rs.20 cr and above
- SME Credit Quality ranking #1 across the AOs in the Circle covering timely Renewals, Credit Rating, valuation etc
Deputy General Manager & Chief Credit Officer
State Bank Of India
Madurai
08.2017 - 10.2018
- Madurai And Tuticorin
- Roles Assigned
- To ensure strict adherence/implementing the Credit Policy and Procedures of the Bank
- Ensuring compliance with external requirements, RBI guidelines / KYC / Govt compliance, Frauds monitoring and Corporate Policies in the Circle
- To build an effective MIS to facilitate better information flows and decision making
- To manage the secretariat of the Circle Credit Committee (CCC) effectively
- Monitoring the recovery of NPA within the Circle and evolve strategies to accelerate recoveries and also Circle asset portfolio
- Implementation & oversight of Risk management policies in the Circle
- Strategies and initiatives:
- Bank adalats and compromise settlements yielded good result
- Repeated Bank adalats to the same group diluted seriousness among the borrowers – recovery of money remained key focus for the bank
- Personal follow up by branch officials followed by the visit of RMs/CM Credit NPAs helped to pick up recovery
- Agitation by farmers and Farmers Forum effectively thwarted through TV, Radio jingles, Newspaper Advt, Public address system across the state
- Fortnightly review by the Circle Management Committee
- Highlights
- NPA recovery through recovery camps highest among Circle Amt recovered Rs.712.57 cr vis – a – vis the budget of Rs.460 cr
- AUCA recovery of Rs.173 cr during FY 18
- Lok Adalat as a tool to recovery popularized – recovery booked Rs.28 cr in Novermber 2017 – the highest amount ever recovered in the Circle
- Regular NPA recovery of Rs.554 cr in March’ 2018 alone
- Circe Credit Committee-I 53 meetings @ 1 per week 402 proposals handling 8-10 proposals per week
- Credit Committee-II 55 meetings conducted clearing 406 proposals per week
Assistant General Manager, Regional Manager RBO, Regional Manager
12.2016 - 11.2009
- RBO-IV Madurai
- Roles assigned
- Achieving business targets in all segments (Deposits, Advances, Profits etc) set for the Region on month to month basis including priority sector lending
- Achieving para banking targets (SBI MF, SBI Life, SBI Cards, Demat Accounts etc) to achieve the other income of the Region
- Achievement of NPA reduction /Cash Recovery targets of the Region
- Achievement of activity budget
- V) Improvement of Inspection ratings of branches
- Regions profitability and increase in Market share
- Achievement of operational efficiency in Housekeeping hygiene
- Strategies initiated
- Ensuring good care of the existing and potential HNI/Mass affluent/young customers of the Region
- Acquisition of youth segment customers
- Ensure Migration of customers to alternate channel by all branches under his control
- Prompt redressal of customer complaints
- Sales and Marketing
- Providing support to the branches in the areas of deposit mobilization, credit sales planning, personnel & administration and inspiring all Branch functionaries to carry out their roles efficiently and effectively
- Organizing relevant training to sales staff for all products of the Bank and also improving/imparting technical and behavioral skills
- Maintaining harmonious HR
District Sales
03.2017 - 1 1
- Head – sales arm of all 7 regions catering to 580 branches manned by 2250 staff- have been fully deployed as an effective marketing tool in the performance of the top line and bottom line growth
- Focus on KCC through YONO Krishi mobile app
- Credit Linkage of all SHGs having SB accounts with the bank leveraging NABARD e-Shakthi initiative
- MOU with NABARD to leverage full potential unleashed through potential plan
- MOU also entered with Deshpande Foundation – an IT based NGO working for the upliftment of cultivation under JLG model for creating Farm Pond
- MOU entered with DHAN Foundation an NGO engaged in SHG linkages in the State, accounting for Rs.9 cr growth out of Rs.108 cr growth booked during the year
- Credit CPC(RACCs) workings streamlined to improve TAT
- Performance Highlights
- FIMM Network (Bengaluru Circle) adjudged as No-1 among all the Networks in SBI in overall business and operational excellence
- Highest recovery of Rs.230.91 cr during FY20 bulk of which recovered under RINN Samadhan(One Time Settlement Recovery) scheme
- Highest growth under Agri Investment Credit of Rs.145 cr vis a vis the whole bank growth of -Rs.761 cr
- Also MFI growth of Rs.597 cr during FY21 highest among all Circles in the bank
- Agri NPA reduction of Rs.815 cr during FY21 (NPA down from Rs.4142 cr to Rs.3331 cr)
- NPA % reduced from 33.17% as on 31.03.2020, % as on 31.3.2021
- Turn around made in Gold Loan growth registering highest ever growth agri gold loan of Rs.1315 cr in the Circle
- Agri Advances grew by 9.38 % in FY 21 v 1.5% in FY20(YTD growth of Rs.856 v Rs.141 for the corresponding period)
- Surpassed the budgetary targets in deposit and Advances of FIMM Network
Education
Bachelor of Science - Physics
Bsc - undefined
Madurai Kamaraj University
CAIIB - Indian Institute Of Bankers
Timeline
Board of Director
Kerala State Financial Corporation, KFC
07.2022 - Current
General Manager
State Bank of India
04.2021 - 04.2023
Director of Karnataka
Ware House Corporation
01.2021 - 07.2022
Deputy General Manager, Deputy General Manager Sales Head FIMM
State Bank Of India
01.2020 - 07.2021
Deputy General Manager
REHBU Bengaluru Circle, State Bank Of India
03.2019 - 05.2020
Deputy General Manager & Chief Credit Officer
State Bank Of India
08.2017 - 10.2018
District Sales
03.2017 - 1 1
Assistant General Manager, Regional Manager RBO, Regional Manager
12.2016 - 11.2009
Deputy General Manager
State Bank Of India
11.2006 - 05.2019
Asst General Manager
RASMECC
Bachelor of Science - Physics
Bsc - undefined
Madurai Kamaraj University
CAIIB - Indian Institute Of Bankers
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