Yaser Alsharifi, Group Chief Executive of Bank of Bahrain and Kuwait, is leading it into the next phase with a strategy rooted in trust and technology. In this interview, he highlights how BBK is expanding its reach, embracing digital change, and positioning itself as a future-ready force in Bahrain’s financial sector.
Now in its third edition, Business Leaders in the Middle East brings together sharp insights from across the region. These aren’t mere interviews; they’re windows into how leadership is evolving in a world shaped by rapid digital transformation. Technology touches nearly every industry now, and these leaders show us how to navigate change with purpose.
Since becoming BBK’s Group Chief Executive in 2024, what’s been your top priority for the bank?
People are my top priority – our employees and our customers. BBK is a strong, successful institution, and change can be challenging when things are going well. I focused on understanding what drives our employees, identifying their pain points, and creating a workplace they can truly be proud of. That internal alignment lays the foundation for exceptional customer experiences and, ultimately, enduring value for our stakeholders.
What unique leadership challenges and opportunities come with heading a major bank in Bahrain’s evolving financial landscape?
BBK has traditionally promoted leaders from within, so joining as an external hire meant I had to earn trust quickly. I made it a priority to invest in relationships, formally and informally. Thankfully, the team was welcoming, and we hit the ground running. Their professionalism ensured the bank never missed a beat. That consistency gave us a solid foundation to evolve and innovate without disrupting what already works well.
What objectives drove BBK’s decision to acquire HSBC’s retail portfolio?
This was a strategic fit. BBK has long had deep roots in Bahrain, serving individuals, SMEs, large corporations, and government-related entities. But Bahrain isn’t just home to citizens, it’s a vibrant, diverse expat community as well. HSBC’s portfolio allowed us to strengthen our presence across both segments. We saw it as a natural extension of our mission: to serve the entire community with reliable, high-quality banking services.
What should HSBC’s former retail customers expect as they transition to BBK?
We are working to make the transition as smooth as possible. We are not just inheriting customers; we are welcoming new relationships. Many of HSBC’s retail staff will join BBK, so familiar faces will stay. We have prioritised seamless system integration and service continuity. We are also developing solutions that reflect global transaction needs, especially for customers who value HSBC’s international reach. BBK already offers comparable products, and we are committed to enhancing them in ways that feel natural and genuinely useful.
What, in your opinion, sets BBK apart from the rest?
BBK is deeply rooted in the local community, and this bond influences how we operate, both digitally and in our physical branches. We take pride in offering services that are friendly, reliable, and tailored. As a smaller institution, we are agile. We adapt quickly, respond to change, and work hard to earn and retain customer loyalty.
Our core values – trust, discretion, and professionalism – are non-negotiable. These are not abstract ideals; they are evident in every interaction, especially as we welcome new clients transitioning from HSBC.
What milestones is BBK on track to achieve in the next few years?
We are transforming our decision-making by using data and analytics to guide every move because, without measurement, there is no progress. Technology drives this evolution. Our goal is to become Bahrain’s most responsive bank across all touchpoints. That includes embedded finance, smarter digital channels, and AI that personalises services without compromising security. We are building a bank that understands your needs before you even ask.
How is BBK adapting to the pace of change in financial technology?
We focus on three core areas. First, we are exploring digital assets, an emerging space where we are working closely with regulators and partners to learn how to serve our customers safely.
Second, we are expanding embedded finance. This involves teaming up with fintech, telecom and retail companies to deliver seamless, intuitive services wherever customers are. To support this, we are investing in digital tools like API ready systems that make these partnerships effective.
Third, we see tremendous potential in AI. From enhancing customer support and boosting productivity to detecting fraud, AI enables us to serve more intelligently.
Our goal is to support customers throughout their financial journey, whether they are starting a savings account, buying a home or launching a business. We are also committed to helping SMEs thrive. They power the economy, and by equipping them with smarter tools for payroll, reconciliation and growth, we help turn their big ideas into lasting success.
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