Usman Ahmed, Group Chief Executive Officer of the National Bank of Bahrain, discusses the bank’s role in supporting Bahrain’s financial stability, its community focus, and how it’s embracing digital innovation amid shifting scenarios in this exclusive interview.
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.
How is NBB leveraging the fintech ecosystem to improve customer experience and access to services?
The FinTech ecosystem in Bahrainhas flourished thanks to a progressiveregulatory framework. At NBB, We see great value in collaborating with FinTechs to enhance niche customer experiences and expand our offerings. We’re exploring partnership models in the UAE and Saudi Arabia, using our commercial banking licences to offer banking as a service.
Recently, we partnered with a FinTech to introduce digital ID verification on our retail app. FinTech involvement has broadened the industry’s scope, and we remain committed to both partnerships and investing in best-in-class digital services for our customers.
What unique leadership challenges and opportunities come with heading a major bank in Bahrain’s evolving financial landscape?
As Bahrain’s largest domestic bank and a systemically important financial institution, NBB carries a responsibility that goes beyond serving customers, shareholders, and employees. Everything we do, whether it’s product development, liquidity management, or resilience planning, supports not only our growth but also the soundness and stability of the broader financial sector. We view challenges as opportunities, always asking how we can better serve our customers and grow sustainably. Today’s challenges are deeply tied to the broader environment, including geopolitical shifts. Being prepared for turbulence and adapting to rapidly changing scenarios is crucial. Another significant challenge is balancing innovation with legacy operations. We are rapidly investing in new technologies while still running a full-service bricks and mortar network. Unlike FinTechs, we have an extensive nationwide branch network in Bahrain and also have a presence in the UAE and Saudi Arabia. Whilst this multiplicity of channels offers our diverse customers in Bahrain the ability to choose from the best of both worlds, it comes with its associated challenges from an infrastructure perspective. However, we are proud of the role that the National Bank of Bahrain plays in the wider economy and optimise investments to serve all segments of society. This dual responsibility means we must serve all customer segments across both digital and traditional channels. It’s a delicate balancing act but one that’s central to our role in supporting a resilient, inclusive, and forward-thinking financial ecosystem in Bahrain and beyond.
Technology is rapidly transforming the finance and banking industry. How are you (as a leader) and NBB’s team responding to it, both in mindset and in skillset?
It all begins with a digital-first mindset. At NBB, we focus on serving customers efficiently and conveniently through mobile platforms. This requires not only technology but also internal capabilities, so we continuously up skill our teams, including AI training and internal innovation contests. We also partner with accelerators to support Bahrain’s wider tech ecosystem. Our tech strategy revolves around three pillars: serving customers, running the bank, and protecting it. Across all, we prioritise agility, innovation, and staying ahead of the curve.
In terms of customer experiences in the broader industry, what trends have surprised you in the last few years?
The scale of personalisation enabled by technology has been surprising. What’s fascinating is how its blurred sector boundaries; financial services are no longer delivered just by banks or fintechs. Today, you find them embedded in e-commerce platforms, delivery apps, and even telecom providers. Technology has expanded the landscape, allowing diverse industries to offer financial services through personalised, cross-sector value propositions. Watching this unfold has been remarkable, and the pace of change is accelerating. With AI, we can expect even greater hyper-personalisation in the years to come, reshaping how customers engage with services across the board.
What changes do you foresee in the financial services industry over the next few years?
The key prediction is to expect the unexpected. Just 12 to 18 months ago, few would have anticipated AI’s pivotal role in finance, and that unpredictability will persist. Another major trend is the acceleration of tokenisation. Fractional ownership and using tokens as alternative stores of value or mediums of exchange, whether for retail or corporate clients, will become increasingly significant. Quantum computing is also worth watching. While its real-world applications are still evolving, it holds vast potential to disrupt the sector. Tokenisation seems clearer in its scalability, but quantum computing could well be the next big surprise in financial innovation.
Can you tell us a little about your decision-making process when faced with a crisis?
Fortunately, since joining NBB, I haven’t faced a crisis as massive as the COVID-19 pandemic. However, during the recent geopolitical tensions, we came close. The heightened uncertainty pushed us to activate elements of our crisis management playbook, evaluating business continuity, reassessing physical operations, and strengthening our balance sheet for liquidity and resilience. It was a valuable exercise in preparedness. While every day involves decision-making, it’s the tough, unexpected moments that truly test leadership. Responding swiftly, and being ready to take on a crisis are qualities that leaders need to build long before facing a challenge. Engaging both the management team and wider organisation is vital; not just to reach the best decision, but to ensure execution buy-in. I focus on clearly explaining the ‘why’, listening carefully, and aligning decisions with our long-term vision and strategy. Day to day, prompt decision-making is essential. It’s important not to become a bottleneck that slows down progress across the organisation.
Faced with global economic volatility, what qualities do leaders in this industry and their teams need to stay relevant and competitive?
When we refreshed our organisational values, we identified four key traits. First, agility is essential in an unpredictable, fast-changing environment with new technologies and disruptors. Second, a mindset of innovation, both individually and collectively. Third, ownership – the ability to drive decisions and execution. The fourth trait, undeniably, is collaboration. These qualities underpin effective leadership. and go hand-in-hand with transparency and strong communication.
What are some of the bank’s initiatives aimed at SMEs, small, medium enterprises and underserved communities in Bahrain?
The SME segment is vital for any economy, and at NBB, we are deeply committed to supporting it. We are upgrading our SME business model, designating specific branches across Bahrain as SME centres to provide dedicated services. We are also investing in technology, rolling out our revamped corporate online banking platform for SMEs. Additional relationship managers are being hired, and lending programmes are being revamped and expanded in partnership with Tamkeen, for both NBB and ourIslamic subsidiary, Bahrain Islamic Bank. We are also streamlining SME onboarding through digital platforms. Regionally, in the UAE, we have hired staff focused on SMEs, and in Saudi Arabia, we collaborate with financing companies that serve the sector, supporting them indirectly. Beyond business, NBB allocates up to 5% of net profits annually towards community initiatives, with key focus areas including social welfare, health, youth and education, and national initiatives. We partner with organisations like the Zakat Fund and INJAZ Bahrain, support talent development in the tech sector, and run innovation-focused activities such as hackathons. In health, we fund awareness campaigns, infrastructure, and supplies. We also align with Bahrain’s Vision 2030, ensuring our people, capabilities, and sponsorships contribute meaningfully to national development.
How do you deal with pushback or resistance to organisational changes you implement?
It’s essential to explain changes in the context of the bank’s long-term strategy and vision. Organisational structures evolve to enhance focus, launch new business lines or better serve customers. We make sure that every change offers growth, learning, and mobility opportunities. Clear communication and a sincere purpose help ensure changes benefit both the organisation and individuals, while improving customer service.
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