CPD with Rahman

30/01/2026

একটি সত্যিকারের দেশপ্রেমিক রাজনৈতিক দলের কিছু গুরুত্বপূর্ণ বৈশিষ্ট্য—ভোট দেওয়ার আগে মিলিয়ে দেখুন 🇧🇩👇

১️⃣ দেশের স্বার্থ দল ও ব্যক্তির ঊর্ধ্বে রাখে
২️⃣ গণতন্ত্র, ভোটাধিকার ও মতপ্রকাশের স্বাধীনতায় বিশ্বাসী
৩️⃣ দুর্নীতির বিরুদ্ধে জিরো টলারেন্স—কথায় নয়, কাজে
৪️⃣ অর্থনীতি, কর্মসংস্থান ও মূল্যস্ফীতিতে স্পষ্ট রোডম্যাপ আছে
৫️⃣ বিদেশনীতি ভারসাম্যপূর্ণ—কারও করুণা নয়, সম্মান চায়
৬️⃣ সংবিধান ও আইনের শাসন মানে, অপব্যবহার করে না
৭️⃣ তরুণদের ভবিষ্যৎ নিয়ে বাস্তব পরিকল্পনা আছে
৮️⃣ সংখ্যালঘু ও ভিন্নমতের নিরাপত্তা নিশ্চিত করে
৯️⃣ প্রতিশ্রুতি কম, জবাবদিহিতা বেশি
🔟 সংকটে দেশ ছাড়ে না—দেশের পাশে দাঁড়ায়

👉 আপনার ভোট, আপনার শক্তি। ভাবুন, বুঝুন, তারপর সিদ্ধান্ত নিন।

12/11/2025

বাংলাদেশ দক্ষিণ-পূর্ব এশিয়ার একটি ছোট দেশ। জনসংখ্যার ঘনত্ব অত্যন্ত বেশি। বেকারত্ব, মুদ্রাস্ফীতি, স্বাস্থ্য, শিক্ষা, আর্থিক বাজার, পুঁজিবাজার—সব ক্ষেত্রেই চিত্রটি হতাশাজনক। শিশুরা প্রতিদিন স্কুলে যায়, চোখে স্বপ্ন নিয়ে, কিন্তু ভবিষ্যৎ অনিশ্চিত। দুর্নীতিগ্রস্ত রাজনীতি ও প্রশাসন আমাদের সবকিছু, আমাদের স্বপ্ন ধ্বংস করে দিয়েছে। স্বাধীনতার ৫৩ বছর পরও আমরা নিজেদের সমস্যা সমাধান করতে পারিনি। প্রতারক রাজনীতিবিদরা নিজেদের দেশপ্রেমিক হিসেবে উপস্থাপন করে, সব সময় স্বাধীনতার চেতনা বিক্রি করে, কিন্তু বাস্তবে তারা দেশপ্রেমিক নয়। তাদের দ্বিতীয় ঠিকানা বিদেশে, সন্তানরা পড়াশোনা করছে বিশ্বের নামকরা শিক্ষা প্রতিষ্ঠানে। তারা এখানকার টাকা লুট করে বিদেশে পাচার করছে। এখনই সময়—ভণ্ডামি, দুর্নীতি ও দেউলিয়া রাজনীতিবিদদের বিরুদ্ধে আমাদের কণ্ঠ তুলে ধরা র। সবাই একসাথে আসুন, আওয়াজ তুলুন একটি সুন্দর বাংলাদেশের জন্য।

05/09/2025

Did you know? Basel III isn’t just a global regulation—it’s reshaping how Bangladeshi banks operate.

By enforcing higher capital adequacy and liquidity coverage, banks are now more resilient to shocks.

This builds trust for depositors and attracts foreign investors looking for stability.

But the journey isn’t easy—compliance means higher costs, tighter lending, and new risk management systems.

For Bangladeshi banks, the real challenge is balancing regulatory discipline with sustainable profitability.

Yet in the long run, Basel III positions Bangladesh’s banking sector as globally competitive and future-ready.

23/08/2025

Implementing Expected Credit Loss (ECL) under IFRS 9 – A Bangladeshi Banking Perspective!

Bangladesh Bank outlined a roadmap to implement the Expected Credit Loss (ECL) model under IFRS 9 via BRPD circular no. 3, 2025 in all the scheduled banks by 2027. This will be the most significant shifts in financial reporting for banks lead to the transition from IAS 39’s incurred loss model to IFRS 9’s expected credit loss (ECL) approach. While this ensures better risk sensitivity and forward-looking provisioning, its implementation in Bangladesh has some challenges.

Banks here often struggle with data quality and availability – granular historical data on defaults, recoveries, value of collateral security, and macroeconomic factors is limited. Aligning local regulatory expectations with IFRS 9 methodology adds another layer of complexity, especially when Bangladesh Bank guidelines may differ in areas like staging or provisioning floors.

Another critical hurdle is the modeling capability. Building robust Probability of Default (PD), Loss Given Default (LGD), and Exposure at Default (EAD) models requires advanced statistical expertise and IT infrastructure – resources that many banks are still developing.

Finally, embedding ECL into business decisions is an ongoing journey. Beyond compliance, banks must integrate it into credit pricing, risk appetite, and capital planning to truly unlock its value.

The road is challenging, but the long-term benefit is clear – a more resilient banking system better prepared for economic shocks.

21/08/2025

Did you know the Bank's implementation of IFRS 9 can change the exposures of Balance Sheet overnight?

Implementing IFRS 9 is more than a compliance exercise—it reshapes how banks measure credit risk and report financial health.

For example, corporate loans previously provisioned under IAS 39 “incurred loss” were reclassified under IFRS 9. This led to higher provisions through the Expected Credit Loss (ECL) model, reducing reported net assets but providing a more transparent and forward-looking view of credit risk.

The impact on the Financial Statements was significant: net assets declined due to higher provisions, yet investor confidence improved as the balance sheet reflected realistic risk-adjusted values.

ECL under IFRS 9 covers three stages—performing, underperforming, and credit-impaired exposures—ensuring that provisioning is dynamic, data-driven, and aligned with regulatory expectations. It also enhances compliance with Basel guidelines and central bank directives, bridging accounting with risk management.

In today’s volatile market, IFRS 9 equips banks with the ability to proactively recognize credit risk, ensuring resilience, transparency, and stronger regulatory alignment.

19/08/2025

As a banking consultant at a Big 4 firm, I specialize in comprehensive IT assessments tailored for financial institutions.

An effective IT assessment uncovers hidden risks in core banking systems, from outdated infrastructure to cybersecurity vulnerabilities. Recently, one of my assessments helped a bank identify critical gaps in its disaster recovery system—saving millions in potential downtime.

It also ensures regulatory compliance, which is crucial as central banks worldwide tighten guidelines on data security, cloud usage, and digital banking operations.

Moreover, IT assessments drive cost optimization by streamlining IT assets, removing redundant systems, and improving vendor management. For example, a bank I worked with reduced its IT OPEX by 18% after assessment-led restructuring.

Finally, it provides a digital roadmap for innovation, enabling banks to adopt AI, APIs, and cloud technologies with confidence.

In today’s banking world, IT assessments are not just audits—they are strategic enablers of resilience, compliance, and growth.

16/08/2025

Are you sure your Core Banking Solution (CBS) meets your Central Bank Guidelines?

I deliver a focused gap assessment across your CBS and connected systems, clause by clause.
Expect fewer regulatory surprises, smoother audits, and quicker remediation.

Save cost by using native features over custom builds, fixing high‑risk gaps first.
Better data and reports end‑to‑end: interest, fees, GL, provisions, reconciliations.

Stronger controls: access, maker‑checker, DR/BCP, outsourcing, change management.
AML/KYC and sanctions tuned to core events for better alerts and evidence.

Clear deliverables (gap map, risk heatmap, evidence packs) and a practical plan—DM me for a one‑page scope.

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Send a message to learn more

02/08/2025

🔴 Rising NPLs in Bangladesh: A Ticking Time Bomb for the Banking Sector!

In recent years, Non-Performing Loans (NPLs) have surged alarmingly across Bangladeshi banks — threatening profitability, eroding trust, and risking systemic instability.

As a banking consultant at PwC, I’ve witnessed firsthand how unchecked credit risk, governance gaps, and delayed regulatory enforcement have deepened this crisis.

But it's not too late. Here’s what Bangladesh’s banks must act on—urgently and decisively:

🔍 1. Strengthen Pre-Sanction Due Diligence
Move beyond paper-based KYC and adopt AI-powered credit scoring and early warning systems to detect risky borrowers at onboarding. Central Bank should come forward with AI policy and support in this regard. Banks should enhance the capacity of AI transformation.

🧠 2. Set Up Specialized Recovery Units
Introduce centralized Special Asset Management Units (SAMUs) with legal, recovery, and negotiation experts to handle stressed assets proactively.

📊 3. Revamp Credit Monitoring Framework
Real-time monitoring of borrower behavior using transaction trends, and external market triggers to flag early signs of default.

🏦 4. Enhance Board-Level Credit Governance
Empower Risk Committees to regularly review NPL trends, sector exposure, and recovery timelines. No more rubber-stamping!

⚖️ 5. Collaborate with Regulators on Write-Off & Recovery Policies
Align with Bangladesh Bank to streamline write-off mechanisms, incentivize recovery, and speed up the legal process under Artha Rin Adalat.

💼 6. Introduce Incentive-Based Recovery Programs
Motivate branches and teams through performance-linked incentives for successful recovery and resolution of bad loans.

🧹 7. Clean the Balance Sheet — Realistically
Adopt ‘Truthful Recognition’ of bad loans instead of perpetual rescheduling. It’s time to prioritize transparency over short-term optics.

✅ Sustaining our banks demands more than regulation — it demands bold leadership and data-backed decisions.

📣 What’s your view on tackling the NPL crisis in Bangladesh? Have you seen success stories that can be replicated?

24/07/2025

🔁 Reducing Loan Disbursement Cycle for Better Customer Experience: A Step-by-Step Approach 🇧🇩

In Bangladesh, one of the most common complaints customers raise is —
“Why does it take so long to get a loan approved and disbursed?”

As a banking consultant, I’ve seen this challenge across the board — whether it's SME, retail, or even agri loans. The long turnaround time not only frustrates customers but also affects business growth for banks.

Here's how banks can reduce the loan disbursement cycle and ensure a smoother CX 👇

✅ 1. Digitize the Application Process
Remove paper-based forms. Introduce mobile/web-based loan application systems. Let customers upload documents digitally and track progress in real time.

✅ 2. Automate Credit Assessment
Use AI-powered credit scoring tools integrated with national data sources (e.g., eKYC, NID, tax records). This can reduce manual dependency and ensure faster decisions.

✅ 3. Simplify Internal Workflows
Revisit the loan approval journey. Eliminate redundant steps and empower branch-level or zonal teams with threshold-based approval authority.

✅ 4. Enable e-Signatures & e-Documents
Legal bottlenecks slow things down. Introducing e-agreements with proper compliance can shorten turnaround by days.

✅ 5. Integrate Disbursement with Core Banking System
Make sure once a loan is approved, funds can be disbursed instantly through API-based CBS integration.

✅ 6. Monitor Turnaround Time (TAT) Regularly
Set SLA targets for each stage of the loan cycle and use dashboards to track delays. What gets measured, gets improved.

🏦 Banks that move fast win trust.
In today’s competitive market, experience is the real differentiator. Reducing disbursement delays can significantly boost retention and brand loyalty.

📢 What’s your bank doing to shorten the loan cycle? Let’s connect and discuss!

19/07/2025

Pain Points of Commercial Banks in Bangladesh — A Consultant’s Perspective:

Having worked closely with the banking sector in Bangladesh for years, I’ve seen many challenges that keep banking leaders up at night. While the industry has made significant strides in digitalization and customer services, some recurring pain points still demand serious attention:

🔹 Legacy Core Banking Systems
Outdated CBS platforms limit flexibility, integration, and innovation. Many banks struggle to keep pace with customer expectations due to system constraints.

🔹 Fragmented Digital Channels
Mobile banking, internet banking, and agent banking often operate in silos. A lack of omni-channel integration hampers customer experience.

🔹 Manual Processes in Credit and Compliance
Despite automation buzz, loan processing and regulatory compliance remain heavily manual—leading to delays, inefficiencies, and increased operational risk.

🔹 Customer Onboarding and KYC
Lengthy account opening and manual KYC processes cause friction for customers and pressure on branch staff, especially in remote or semi-urban areas.

🔹 Cybersecurity and Data Governance Gaps
With rising digital adoption, banks face growing threats but often lack comprehensive cybersecurity frameworks and data governance strategies.

🔹 Shortage of Skilled Digital Talent
Banks face difficulty attracting and retaining professionals skilled in data analytics, UI/UX, AI/ML, and modern tech stacks.

🔹 Pressure from Fintechs and MFS Providers
Non-bank players are rapidly gaining customer base and loyalty, forcing traditional banks to rethink their value proposition.

🔍 As consultants, our role is to guide banks through these transformations with realistic roadmaps, measurable impact, and tailored change management strategies.

Let’s keep the conversation going—what pain points do you think are most pressing for banks in Bangladesh today?