Mario Louis Hennequin

• Key Subject Areas: Professional Ethics, Integrity & Governance, Management and Leadership Development, Bank Resolvability, Credit Appraisal, Debt Collection, Financial Literacy, Developing Public Financial Capability, Financial Inclusion
• Designed and delivered a Public Financial Capability Development workshop to central bank executives in Mauritius.
• Conducted a Bank Resolvability Masterclass for the senior executive team of Steward Bank in Zimbabwe.
• Delivering Ethics, integrity, and Governance training of my design to the Mauritius Civil Service College
• Devised programs to develop executive potential among employees in entry-level supervisory positions.
• Used role-plays, lectures, and simulations to present information in various instructional techniques and formats.
• Collaborated with senior management to develop strategies for improving employee engagement and performance levels within executive teams.
• Developed and implemented comprehensive training programs for executive teams in multiple industries.

• Oversaw the restructuring of port operations and compliance frameworks to support digitization and Maritime Single Window enablement.
• Calibrated the change management interventions for tracking by the M&E workstream.
• Spearheaded the re-engineering of the Seychelles Ports Authority's operational processes,
• Outlined the digitization path for Port Victoria. Co-defined and optimized the automation stages with the systems developer.
• Drove cross-team validation consultations to align the demo system rollout with the business transformation calendar.

• I structured and drove the strategic planning process.
• Planned and held departmental and cross-functional executive meetings to assess actual results and project performance development.
• Authored the Strategic Plan of the National Transport Corporation.
• Authored, scripted, and executed video presentations of the Strategic Plan to the Board.

• Promoted the Central Bank's strategic positioning to support financial inclusion, bank competition, transparent pricing, customer empowerment, and market fairness.
  •Led the Central Bank task force to address the banking industry's NPL proliferation challenge, through regulation
  to mitigate risks and improve financial stability.
  • Structured the Central Bank's Asset Management Company to sanitise bank balance sheets by taking over and managing the banking system's growing NPL stock.
• Presented my Public Financial Capability development project to Central Bank management

• Tightened governance and control of operations, empowering internal audit, and embedding professional ethics into the salvaged bank's corporate culture.
• Enhanced business continuity, customer retention, and staff confidence in the future.
• Managed international reputation and public image projection.
• Strengthened compliance frameworks and regulatory adherence, ensuring robust operational integrity, and risk management, thus fostering quality growth in the bridge bank's lending portfolio.

• Managed the National Social Inclusion and Empowerment Project, reactivating collaborations between the UNDP, Mauritius government departments, and NGOs to accelerate poverty alleviation and habitat upgrading in targeted, underprivileged areas.
• Ensured compliance with regulations and social imperatives.
• Fostered partnerships with local business entities to enhance social effectiveness and financial sustainability.

• Structured and led development initiatives in the SME sector, emphasizing digital marketing, operational efficiency, and market development.
• Sourced and secured finance for corporates and SMEs, optimizing financial strategies, and access to capital.
• Designed and delivered comprehensive finance training and management development programs, fostering professional growth, and enhancing financial capability.

• Overhauled MASA's organization, from the legal framework and regulations to mission, customer definition, service objectives, processes, work ethic, and job descriptions
• Conducted a cost/benefit analysis and compared actual results with planned ROI.
• Realigned operations with the Society's strategic intent via changes at the level of people, processes, customer base, and financial targets.
• Initiated MASA's ISO Certification Project and structured a first-ever pension scheme for the artist membership.

• Documented unwritten processes, ensuring clarity and consistency in operations.
• Updated obsolete practices, enhancing efficiency, and compliance.
• Formulated mission, vision, and service objectives, aligning with strategic goals.
• Specified the customer base through reverse profiling, and sharpened targeting accuracy.
• Drew up time-bound performance plans for dedicated personnel to ensure accountability and progress tracking.
• Initiated the takeover of basic services from banks, and the creation of a formal product range to extend market reach.

STUDY BREAK.

• I left Barclays in December 2004.
• Between 2005 and 2008, I studied for two master's degrees at Deakin University, Melbourne, and graduated as follows:

Master of International Development: October 2006 (Distinction).

M A - International Relations: April 2008 (Distinction)

• As of August 2008, I worked pro bono to restructure the Island-Wide Cooperative Credit Union until February 2009.
• I resumed my professional activities in May 2009 with the restructuring of the Mauritius Society of Authors (MASA).

• Provided strategic direction and operational leadership to an Indian Ocean business spanning Mauritius and Seychelles that doubled from 250 people and 25 outlets in 2001 to over 500 people and 40 outlets by 2004, growing the retail bank’s product range, balance sheet, and profit performance to historic highs.
• Served on Executive Committees for Country Management, Asset and Liability Management, and Governance and Control, implementing robust compliance frameworks.
• Led the pre-merger due diligence and the post-acquisition integration of Banque Nationale de Paris Intercontinentale's retail network, achieving corporate culture integration, seamless business restructuring, 99% customer retention, and enhanced operational efficiency — and the whole of it was acclaimed by 2003 as a textbook integration feat.
• Developed and implemented comprehensive strategies to improve operational processes and organizational efficiency.
• Led change management efforts to adapt to market shifts and organizational needs.
• Developed and implemented strategic plans to specify performance trajectories toward organizational goals.
• Established performance metrics and evaluated staff to promote continuous improvement.
• Used strong issue-resolution and communication skills to cultivate and strengthen lasting client relationships.
• Led cross-functional teams in the development of innovative solutions to complex issues
• Represented Barclays at industry events, conferences, and public meetings, inland and overseas.

• Built, serviced, and grew a corporate customer portfolio.
• Generated credit product take-up, income contribution, and profit per connection.
• Deepened customer relationships through visits, product presentations, and service reviews.
• Improved the portfolio business-grade content through planned and coherent customer recruitment and exit policies.
• Planned and executed people-development programs to achieve set HRD and succession-capability objectives.
• Performance-managed subordinates, and maximized knowledge dissemination through mentoring and rotational job exposure.
• Led internal communications and managed the sharing of information on new business and impaired business between the Risk and Sales units.
• Deputized for the Corporate Director, led the unit in his absence, and represented it on the country management committee.

• As the head of the first-mover card-issuing business in Mauritius, I spearheaded the expansion of our cardholder and merchant bases by driving card usage, and preempting and resolving acceptance issues.
• I staged field operations amidst intense competition to defend our early adopter and multi-banked cardholder base against reconquest attempts by their main bankers.
• I trained and inspired key players in the Mauritian card-based and electronic money transfer industry, developing team members into project writers and benefits-realization specialists.

• Conducted international risk and country risk analysis within the Barclays Central Risk Management team in London.
• Focused on corporate credit risk management at the regional level: Africa, Europe, and the Middle East.
• Assessed credit applications emanating from various Barclays regions within Africa and Europe
• Acquired the risk expertise required to address imminent developments in agriculture, transport, commerce, EPZ, electricity, tourism, publishing, and large infrastructural projects.
• Recommended sanction, proposal review, or re-shaping as appropriate, and corrective action in confirmed credit delinquency cases.
• Discussed marginal submissions with the originators, recommending, and monitoring recovery programs where necessary.

• Business development in London’s corporate market, with emphasis on medium-sized and small business ventures.
• Mastered portfolio management using online sanctioning and monitoring systems – Lending Advisor, and International Credit Advisor.
• Shadowed corporate managers in customer visits, service reviews, and the formalization of banking facilities.
• Marketed trade finance products to the industrial and commercial sector businesses, and their high-net-worth business drivers.
• Participated in sectoral client recruitment initiatives, ailing business service discussions, and business recovery counseling sessions.
• I followed formal project management training. I was exposed to the Business Banking Team's leadership techniques through the team leader's work routine.
• I studied the human implications and customer impacts of the change from being office-based to operating as a field squad.

• Developed the business and improved the quality of service.
• Grew the balance sheet and increased profits.
• Sold financial and investment products on a non-advisory basis.
• Set up and launched a global custody service, and developed cash custody for U.S. pension and investment funds, targeting India and China.
• Built relationships with Indian and South African counterparties, subject to DTA compliance and Central Bank reporting.
• Tracked and reported suspicious approaches and transaction attempts to the FATF.
• Strengthened relationships with offshore management companies and other businesses that have been introduced.
• I attended the Mauritius Association of Offshore Banks’ meetings. Ensured the integrity of our SWIFT system.
• Developed and performance-managed staff.

• Led and developed the Advances team to secure the smooth operation of the newly centralized advances function.
• Quality-managed trade finance and credit exposures to the corporate and SME segments.
• Built the personal and corporate advances portfolios, improving their risk profiles and profit generation rates.
• Controlled debt impairment and increased the non-performing debt recovery rate.
• Monitored concentration of risk, observance of lending volume parameters, exercise of anti-money laundering controls, and statutory reporting.
• Set staff development plans with performance objectives, and supporting training programs.

• Provided support to the Head of Advances.
• Conducted financial analysis of major conglomerate accounts, sanctioned small loans and overdrafts, and shouldered general management of the SBU.
• Started the computerization of the SBU.
• Grew the loan book, and enhanced loan quality and volume to meet the planned performance level.
• Kept bad and doubtful debt volumes within set parameters.
• Monitored sectoral concentration of risk, and observance of lending volume guidelines.
• Managed staff leave, training programs, and performance appraisals.

• Specified target skill sets and updated human capabilities to support business growth strategy, HR requirements, and project manpower objectives.
• Implemented proactive and catch-up initiatives using internal and external resources, as required.
• Managed and grew the Training Centre to disseminate banking knowledge and upgrade the bank’s service capability.
• Extended the knowledge and training target market to include both non-clerical subordinate staff and all management levels.
• Designed and delivered the full-branch Quality Service Workshop that targeted branch networks in the Indian Ocean, in Barclays' territories in mainland Africa, and Barbados.
• Pitched training design and delivery to address the challenges stemming from exchange control relaxations, the advent of the Mauritius Stock Exchange, and the country’s new offshore sector, all of which combined to disrupt the financial services industry.

• Branch Cashier,
• Trade Finance Officer,
• Agency Manager,
• Country Chief Cashier,
• Bank branch accountant.