financial literacy organization. My dream was to convince a leading bank to use financial literacy as a social corporate responsibility. At the time, as it is today, it was a hard sale despite the advantages accrued with such a strategy.

I needed to talk to someone progressive and forward-looking within the banking industry. Richard Patrick Byarugaba was the best fit for project based on several factors, especially his love for innovation and track record at Nile Bank.

I met him and made a power presentation in his office.

“Kelvin this is very good and insightful,” he said. “But unfortunately I am not in-charge of making decisions any longer regarding the Bank’s strategy.” That was all.

I was quite disappointed, but I never lost hope. I knew that since he was convinced and impressed the idea would be bought by someone else one day. Little wonder that several years later, when I joined PostBank I talked to Mr. Stephen Mukweli, PostBank Managing Director, about the idea and he bought it. The result was the Financial Tips programme that featured for six months on UBC TV.

Several months ago, when I heard that Byarugaba might be in the running for the top job at NSSF, I sounded out my colleague John Njoroge, then at The Independent.

“What do you think are Byarugaba’s chances because I think NSSF needs somebody like him?” I asked He is definitely among the top 10, Njoroge replied adding that he would have to verify the information with his sources. All the checking is now history.

Last week, as we all know, the Finance Minister appointed Byarugaba as NSSF boss. The appointment had been rumored for some time given Byarugaba’s stated objective and track record. His objective is to lead NSSF’s transformation into a transparent, profitable and accountable company capable of competing effectively in a liberalized pensions market for the benefit of all its contributing members and Ugandans in general, according to sources well versed with the interviews.

This, the sources said, impressed the interview panel. But perhaps the most impressive aspect was that he had the longest serving record in the financial industry, among all the 33 interviewees. He has served in the industry in various capacities including: Corporate Banker, Professional Accountant, Financial Consultant and Business Change Manager

Global Trust Bank Limited, Uganda Managing Director 2008 - date Kampala

Barclays Bank, Uganda Chief Operating Officer 2007 - 2008 Kampala

Nile Bank Limited, Uganda Managing Director 2003 - 2007 Kampala

Nile Bank Limited, Uganda General Manager 2000 - 2003 Kampala

Standard Chartered Bank, Uganda Project Manager, Cooperative Bank Acquisition 1999 - 2000 Kampala

Standard Chartered Bank, Uganda Director of Finance 1998 - 1999 Kampala

Standard Chartered Bank, Uganda Head of Consumer Banking 1997 - 1998 Kampala

Standard Chartered Bank, Africa Regional Office Project Manager, Sun Accounts, Africa. 1995 - 1997 London

Standard Chartered Bank, Africa Regional Office Regional Manager Finance, Africa 1994 - 1995 London

Standard Chartered Bank, Uganda Executive Director Finance 1992 - 1993 Kampala

Standard Chartered Bank, Uganda Financial Manager & Manager of SCB, Leasing subsidiary 1990 - 1991 Kampala

Standard Chartered Bank, Ugand Branch Manager 1989 - 1990 Masaka

Standard Chartered Bank, Uganda Financial Reports Officer 1988 - 1989 Kampala

Standard Chartered Bank, Uganda Branch Accountant 1986 - 1988 Masaka

Standard Chartered Bank, Uganda Banking Officer 1983 - 1986 Kampala

His key accomplishments are impressive as well. At Global Trust Bank, he led the transformation of Commercial Micro Finance (CMF) into Global Trust Bank (GTB), strategically and successfully changing the operating model from a Microfinance institution into a fully-fledged Commercial bank. This involved major restructuring of banking systems, processes, procedures, the branch network and the human resource allocation.

From 2003 to 2007, he was at the helm of institutional development of the Nile Bank from a struggling three-branch operation into the number one recognized home grown bank brand. Nile Bank posted healthy annual profits and registered balance sheet growth at an average rate of +30% yearly. The bank was on the verge of becoming only the second commercial bank listed on the Uganda Stock Exchange, when it was acquired by Barclays Bank in 2006.

When Barclays Bank acquired Nile Bank, Byarugaba was tasked with management of Nile Bank’s integration into Barclays Bank BB (post acquisition) The project involved the successful expansion of the branch network from seven mainly Kampala based operations to 65 country wide outlets and the introduction of new banking software across the branch network.

Byarugaba started his banking career with Standard Chartered Bank (SCB) as a banking officer before rising through the ranks to serve the bank in several capacities. He was in-charge of project supervision and management of the core team that negotiated with Bank of Uganda to acquire the mismanaged Cooperative Bank by Standard Chartered Bank (SCB) including identifying the profitable sections of the bank and managing the complete integration of the newly acquired business. In addition, he setup of the finance and treasury operation at SCB Uganda following liberalization of the forex and money markets; and, he started up from scratch of the Masaka branch of SCB Uganda in the late 1980s.

About the author: Kelvin Kizito is Managing Editor, www.myfinance.co.ug. Email: This e-mail address is being protected from spambots. You need JavaScript enabled to view it .ugThis e-mail address is being protected from spam bots, you need JavaScript enabled to view it