Bishop Lloyd Atabansi, Anambra state house of assembly aspirant, Dunukofia constituency, 2019

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My name is Dr. Lloyd A. Atabansi, a seasoned Business professional with strong proven skills in Operations & Technology, and had served as an Information Technology & Operations Executive at Ecobank Transnational Incorporated (ETI). Within the ETI Group, I served in a dual role as the Group’s MD/CEO of eProcess International SA, a subsidiary of ETI, responsible for providing all centralized operations & technology services across the 34 Countries within the Ecobank Group (Africa, Middle East, and Europe). Prior to this, I served as the Group CIO/CTO for Ecobank Group. Before joining ETI, I was formerly a Group Head of FINBANK, now First City Monument Bank (FCMB), where I was seconded as the Managing Director/CEO of Transcend Technologies Limited, the Technology subsidiary of the Group based in Lagos, Nigeria, and same for its sister company; First Inland Online Limited (FIOL), based in Accra, Ghana. Prior to this, I was formerly the Managing Director/CEO for Hewlett-Packard (HP) Nigeria, where I had full oversight responsibilities for sales growth, business development, and marketing strategy for both Anglo & Franco-phone markets in West Africa. Before HP, I was an Associate Director/Partner for Accenture, responsible for all Technology operations in serving Accenture Clients in Wholesale & Retail, Products, Communications & Hi-Tech (C&HT), Financial Services (Banking), and Oil & Gas industries. Whilst I was in Accenture, I consulted for Fortune 500 companies in the USA, UK and leading organizations in Nigeria, helping organizations leverage IT for competitive advantage. I was rated in the top tier amongst my peers in the Accenture Leadership Survey.

Prior to joining Accenture, I worked for Arthur Andersen (Andersen Worldwide) in the USA, where I served in a dual role. First, as a Director; where I headed the Advanced Technology Group (ATG) in the South West Region (SWR) of the USA. Second, I double hatted as the Gulf Coast Market Circle leader for Financial Services at Arthur Andersen driving business operations in the South west region (SWR) of the USA.

Prior to joining Andersen Worldwide, I was an Executive Consultant with IBM Global Services (IGS), located in Bethesda, Maryland, USA, where I was the Principal Lead in the Business Intelligence Services (BIS) practice, covering North America. And before IBM, I worked for Price Waterhouse Coopers (PWC), as a Senior Consultant, located in Washington, D.C., where I was part of the Office of Government Services (OGS) Practice, leading and deploying technology & financial services solutions and projects for the United States Federal Government in Washington, D.C.

I have almost 30 years of experience serving clients in the Financial Services (Banking, Brokerage firms and Discount Houses), Products (Wholesale & Retail), Manufacturing, Energy (Oil & Gas), and Communications & Hi-Tech industries in the United States, Europe & Africa.

Best Regards
Lloyd A. Atabansi, PhD

Summary Job Experience

Ecobank Transnational Incorporated (ETI), Lome, Togo, (April 2014 to Sept. 2016)
TITLE: Information Technology & Operations Executive, eProcess International SA, Accra, Ghana, a Subsidiary of the ETI Group

In my last Executive role, I worked collaboratively with key business stakeholders and vendors/solution partners to achieve the vision & mission of Ecobank Group in providing centralized services across the Group. This involved enhancing performance through application of process improvement, technology optimization and careful planning and utilization by leveraging alliances that enhanced the achievement of business objectives. Provided direction in Information & Cyber Security, IT services, asset management, IT optimization, backup recovery, high availability, change management, cloud computing, mobile computing and custom software development. I have experience in the telecommunications, financial services, software distribution with a broad understanding of enterprise IT systems, solutions, and operations.

Drove global operational performance through a focus on:
❖ Information & Cyber Security: Security incident & event monitoring, Vulnerability assessment, Security forensic & Investigation services, Cyber security Penetration Testing, Cyber security consulting service, BCM services, Security Operations Center (SOC)
❖ Streamlining Operations; aligning technology innovation with operational demands to improve performance metrics, quality of deliverables and bottom line ROI at the lowest marginal risk
❖ Resourcing Budgeting & Planning: Identifying, acquiring and allocating all resources (capital, technology, and human) in ways that will gain the most value for the company while enhancing individual, team and organizational performance. Responsible for managing and delivering reliable and high level technology services to Ecobank customers in a stable, secure and controlled environment within agreed costs. I was responsible for the design, build, rollout, performance and enhancements of all technology infrastructure and applications, and my primary focus was on delivering superior quality services to Ecobank customers and employees
❖ Product/Service Delivery and Support: Ensuring that all stakeholders, whether internal or external, are valued by the company through a clear understanding of their needs, identification of challenges and open communication of solutions that will generate win/win outcomes
❖ Product Innovations: Moved the technology subsidiary of the Group into the future through innovation, evaluation and integration of new technologies that expedited the company’s position as a technology leader in its industry segment
❖ Business Development: Expanded company revenue by identifying market opportunities and building key partnerships to deliver value to emerging markets

Core Competencies and Achievements are as follows:

INFORMATION & CYBER SECURITY OVERSIGHT
❖ Responsible for Information & Cyber security across the Group, I developed the strategy to provide data security to the Group through the Security Operations Center (SOC) located in Accra, Ghana for all 34 Affiliates and millions of customers across Africa.
❖ Implemented remote forensic capacity to 11,000 machines across the group
❖ Enforced USB policy restrictions across the group with a waiver management process in place for business legitimate needs.
❖ Initiated the roll out of laptop and desktop encryption as part of the Cyber security to safe guard customer data from leaving Ecobank premises across Africa.
❖ Implemented Cyber Security procedures and distributed across the 34 Ecobank Affiliates in Africa to enable a standardized assessment of information security across Ecobank branches.
❖ Concluded an engagement deal with IBM for Groupwide Identity and Access Management (IAM) solution to secure and manage staff identities (Usernames, Passwords, etc.,)
❖ Conducted Penetration testing for all digital branches across the 34 Ecobank affiliates for the millions of customers all over Africa.
❖ Shutdown of 12 phishing sites attempting defraud Ecobank Customers, and implemented Trusteer Rapport (protected) security solution for Retail Internet Banking (RIB).

DATA CENTER DEVELOPMENT & OPERATIONS OVERSIGHT
❖ $30 million investment in security infrastructure optimized by working with an multi-national ICT Vendors in designing and building a highly available and secure disaster management centers in London, Lome, Accra & Lagos.
❖ 57% decrease in data center operations costs satisfied while enhancing systems availability and performance by consolidating the data centers and implementing organizational change management.

VENDOR / PARTNER RELATIONS & CONTRACT NEGOTIATIONS
❖ 59% labor savings and a 40% jump in revenue attained for the life safety building inspection and reporting tool by managing key partners and negotiating solutions.
❖ $120 million of revenue delivered in IT infrastructure and consulting services, customized application solutions, and enterprise IT solutions to the Parent Company through establishing key customer, vendor and partner relationships, and providing hands on management of project from requirements through production implementation and maintenance.
❖ $68 million in revenue achieved by developing and managing a value-added industry reseller agreement with several IT companies.

INTEGRATING TECHNOLOGY & SCALABLE BUSINESS SOLUTIONS
❖ $22 million in annual savings created by evaluating, devising and migrating services from a hosted provider to an in-house development solution
❖ 23% reduction in operations costs generated by integrating low energy devices and sensors with mobile inspection software to streamline processes and automate reporting.
❖ Responsible for administering all 3 Data Centers across the Group; Accra, Lome, London, and Lagos, and led the deployment of the following applications across the Group; Mobile Money projects, CRM Phase 2 (CIB), Migration to Oracle 11G, Instant Cards, Postilion upgrade, CR2 BANKWORLD OMNI CHANNEL, IAM (Identity Management Project), Trade Back Office, GRM – Group Risk Management Software, Group Mobile Financial Services on USSD (Mobile Banking , Mobile Money)

OPERATIONS PERFORMANCE IMPROVEMENT / METRICS
❖ 18% reduction in the lifecycle management of 24,000 desktop assets accomplished by installing automated discovery, security, release management and deployment technologies across the Group covering 36 countries.
❖ 24% decrease in problem identification time and a 22% improvement in the average incident response time achieved by collaborating with special regions to define vital emergency response metrics, assets, procedures and processes and implementing into a virtual portal.

COST / MARGIN OPTIMIZATION IN GLOBAL MARKETS
❖ 40% decrease in costs achieved while maintaining standard pricing levels by innovating new technologies and improving processes.

STRATEGIC / TACTICAL PLANNING & EXECUTION
❖ 64% spike in annual software revenue obtained by strategically expanding, developing and delivering a cross-industry mobile solution.
❖ 34% decrease in bridge and highway design costs cultivated for international highway authority by applying the strategic architecture, design and implementation of a thorough civil engineering solution.
❖ 28% drop in operational costs and a 25% boost in average sales increase per store reached by planning, integrating and delivering an advanced inventory search and maintenance utility.
TEAM DEVELOPMENT / RESOURCE PLANNING & ALLOCATION
❖ 85% departmental utilization, 70% personal billing, a 35% year-to-year growth in revenue and a 30% gross profit sustained by continually analyzing the market within the Group of Banks across 36 countries, defining skills requirements, applying knowledge-based training, building vendor relationships, planning and allocating resources.
❖ Charged with managing a team of over 400 plus professionals across the Group in providing operations, technology, Telecoms, & information security services to the 36 Banking Affiliates. I was responsible for all stabilization across all 13 mission critical services across the Group. Responsible for driving the Bank’s Digitalization program including Mobile payments, Rapid transfer, Internet Banking on Web & mobile, Western Union on Retail Internet Banking on Web & Mobile.

Ecobank Transnational Incorporated (ETI), Lome, Togo, (July 2012 to April 2014)
TITLE: Group CTO/CIO, Accra, Ghana

High-energy, ROI-focused technology leader who approached IT from a business mindset to drive critical initiatives aligned with business objectives. Being a motivational leader, I was able to create the true team culture and led by example in achieving remarkable results by generating positive performance improvements and drive through:

❖ Defining Opportunities for Change: Working closing with functional heads & Country MDs to determine and address operational weaknesses that corrected can lead to significant improvements through leveraging technology.
❖ Developing the Business Case: Collaborating with other business leaders, analyzing the needs, identifying the available resources, negotiating priorities, and gaining buy-in for the desired corporate objectives.
❖ Deploying People/Resources: Collaborating with other business leaders, analyzing the needs, identifying the available resources, negotiating priorities, and gaining buy-in for the desired corporate objectives.
❖ Reviewing Processes over Time: Constantly reflecting on the details of the business operation to determine additional areas of improvement, and consistently maximize the profitability of the operation.

Core Competencies and Achievements are as follows:

CROSS-FUNCTIONAL COLLABORATION / LEADERSHIP
❖ Improved the prioritization, funding, tracking and budget accountability between business and Group IT divisions across the 36 subsidiaries by developing and implementing formal engagement processes.
❖ Secured the support of some of the 36 country Apex banks personnel to use technology by implementing the mainframe system and holding several corresponding training seminars.
❖ Responsible for delivering the IT Strategy, the operational service management strategy for Ecobank and defining the IT Transformation Program for the Group.

INFORMATION & DATA SECURITY
❖ Data Security: Implemented the centralization of technology services for the increase of data security, which led to enhancing the security, and privacy for the storage and distribution of sensitive data that reduced the chance of data loss, data compromise, and computer threats from internal and external sources.

STRATEGIC PLANNING / TACTICAL EXECUTION
❖ Streamlined business analysis and retired more than 100 redundant Excel spreadsheets by implementing the Group’s first-ever enterprise data warehouse.
❖ Network Management, Management of IT Operations, Solution Development & Delivery, and Relationship & People Management for all Technology operations for Ecobank Group.

INTEGRATING TECHNOLOGY AND BUSINESS SOLUTIONS
❖ Led an Enterprise Data Warehouse project implementation, which contributed to hundreds of thousands in cut labor costs across multiple brands.
❖ $1.3 million reduction to operating costs achieved annually as a result of restructuring data reporting processes. delivering critical systems/infrastructure stabilization and upgrade projects including large scale power infrastructure upgrades across the Corporate Primary and Disaster Recovery Data Centers, systems performance enhancements and stabilization, standards-based wide area networks rollouts, a cost reduction-oriented platform migration, and the upgrade/verifiable operationalization of a Corporate Disaster Recovery Centre, aligning IT with a corporate Business Continuity Planning initiative.

MAXIMIXING VENDOR RELATIONS / NEGOTIATIONS
❖ Reduced man-hours by 57% after reviewing and attaining an agreement to the costing and assorting business case.
❖ $2 million saved by negotiating a resolution to unapproved, key changes in a vendor contract.
LEVERAGING CUSTOMER EXPERIENCE / CRM
❖ Eliminated 35% of the company’s contract costs by persuading Executive management to adopt a new CRM system.
❖ 47% increase in market penetration achieved by implementing best-of- breed CRM system.
TEAM RECRUITMENT / DEVELOPMENT / DEPLOYMENT
❖ Successfully built 100% of the division’s IT group from scratch, including job descriptions, competencies and success planning.
❖ Recruited an effective team to conduct a complete makeover of IT engagement practices to address informal, unplanned and unbudgeted IT projects.
❖ Effectively trained six senior-level direct reports on capital / baseline budget management and when to in-source and outsource projects.
❖ Trained multiple junior consultants on C&L’s process reengineering methodology, project management and improved team estimating of project deliverables.

FINANCIAL PERFORMACE OPTMIZATION / ROI
❖ Contributed to $5 million in revenue growth by delivering strategic efforts and excellent project implementation skills.
❖ Wrote excellent business cases in partnership with Vendors and the Business units (Domestic, Retail, Corporate & Tresury) that led to the highest recorded ROIs for the company.

BUSINESS PROCESS REENGINEERING / KPIS
❖ $2.3 million savings generated by reducing complex financial reporting processes in order to achieve difficult staff reductions.
❖ Eliminated 23% of product manufacturing costs by implementing Ariba, a new online e-sourcing tool at the company. In the Group CTO/CIO role, I also put in place a continuous improvement program of initiatives based on best practice IT Service Management practices. I led the deployment of the following applications for the Group: Flexcube version 7, Kastle (Loan Application), Oracle CRM (For Domestic & Corporate Investment Bank), Oracle Taleo & HrHUB, Gasper for ATMs, Rapid Transfer on alternate channels, Treasury F2B & ALM, Windows 7 ATMs.

Further Achievements:
❖ Designed and implemented a Group IT governance and organization model for IT, creating strong alignment between IT priorities and business strategy. Built IT infrastructure capability to achieve 99.95% availability of core systems and 94% for ATM network.
❖ In 2013, defined the IT transformation and streamlined investment plan that is on-going to successfully deliver the Group 5 year strategy. Defined a prioritized IT change portfolio, enterprise architecture that has supported the growth of the Bank to a leading international bank in Africa.
❖ Successfully led the completion and the migration of 371 Oceanic Bank branches from Finacle to Flexcube at ENG in 3 months.
❖ Technology Stabilization Program was implemented in response to growing business concerns around the robustness and reliability of the existing technology platform. Key objectives were to stabilize the technology platform to achieve a service availability of 99.95%, build strong skill capacity, and build 24×7 support & monitoring capability to ensure Technology stability across all systems. This is currently at 92% completion with budget expenditure at 63%. This project has contributed to positive financial results across the group, whilst we continue to improve our NPS in line with our strategic objective.
❖ Successfully stabilized critical services such as Omni, RIB, Rapid Transfer, Bank Collect, and successfully deployed CRM, and other non-core systems to the Group.
❖ Successful launch of OmniFlow platforms for following 18 affiliates has already been deployed with the optimized version of OmniFlow: ECM, ENG, ECF, EGA, ETD, ERW, EGW, EBF, EGN, ECG, ESN ESL, EBI, ELR, EUG, EZW, ECI, EGM & there has not been any complaint related to the performance or instability from their end as well.. Successfully integrated all International Subsidiaries. Stabilized core banking and IT platforms in all countries with no critical issues and high availability over 99.95%.
❖ Symantec HA/DR Project is a program of sub projects to ensure High Availability, Disaster Recovery and Data protection across all infrastructure platforms. The project is completed for key systems hosted in the Centre covering services in Accra and London. The next stage is to complete the same for critical systems hosted in the local affiliates. The expectation is to ensure automatic service availability and reliability between the affiliates HQ and their respective in-country DR sites. Services benefiting this solution include for Flexcube, RIB, CMS, Rapid Transfer, Exchange and Postilion. The objective is to provide a better Recovery Time Objective (RTO) and Recovery Point Objective (RPO).
❖ Group Windows 7 Roll-Out is now completed in 85% of affiliates and should be finalized by end of the year (with the exception of ENG) which is planned to complete in Q1, 2014. The standardization exercise is to reduce our TCO and optimize costs relating to operational support.
❖ Achieved significant reductions in costs with technology and culture change in using integrated collaboration with video and telephony communications with significant cost savings.
❖ Achieved significant operations and systems improvements to take branch systems availability to 99.5% and performance at over 90%, by addressing core people, process and systems capability.
❖ Defined and implemented the strategy for corporate electronic payments and cash management, propelling the bank to be a leader in the space.

Operational Efficiency and Process Control
❖ Established a Command Centre in Ghana & Nigeria: To provide BCP for critical service monitoring.
❖ Development of Service dashboard within the Accra Command Centre. This is used to provide visibility by service for all critical services like Flexcube, swift, AML, Omni, etc.
❖ Optimized processes to perform effective monitoring of Flexbranch across all affiliates. This enables full visibility of platforms supporting the flexbranch at affiliates.
❖ Performed Disaster Recovery tests for 9 business critical services. Single instances of each of the services were run to prove operational functionality working from the London DC. Whilst we were not able to accommodate all services working concurrently, the objective of proving DR capability was achieved. Live switchover tests for Flexcube CBA for CEEAC, EAC, CEEAC, SADC and WAMZ clusters was carried out successfully in weekends of October 2013. On these particular days, banking services for the CEEAC, EAC, CEEAC, SADC and WAMZ clusters were successfully rendered through the IT Infrastructure in London.
❖ Mcafee Antivirus has been successfully deployed across all affiliates. This has ensured that we are maintaining a consistent positive IT security posture across the Group.

FCMB/FINBANK PLC, Lagos (March 2008 – March 2011)
Title: Managing Director/CEO for TTL & FIOL

❖ Lloyd was hired into the current FCMB and former FINBANK Plc., As a Group Head and joined the Board of Directors of First Inland Online Limited Nigeria as MD/CEO to manage the Bank Group’s 2 Mobile Payment subsidiaries; A) Transcend Technologies Limited (TTL), located in Lagos, and B) First Inland Online Ltd (FIOL), located in Accra, Ghana. Both subsidiaries were setup by FINBANK Plc to manage the Group’s Flashmecash/Electronic Funds Transfer (EFT)/Mobile Payment solutions & ATM/Card services in Lagos and in Accra. Flashmecash is FINBANK’s flagship front-end mobile payment application that uses GSM phones, POS and the Web for payment services.
❖ Under his direction & leadership, he defined the Bank’s strategic direction for its payment systems vision, and developed a clear cut roadmap for its actualization. He improved the Group’s payments business model to ensure that it attained its leadership position as the leading payment services institution in Nigeria. He achieved this by supervising the implementation & deployment effort of FINBANK and Microsoft’s re-engineering efforts of providing the CBN framework for elevating the level of efficiency in funds transfer within Mobile Monitor (renamed Mobile Switch or M-Switch), FINBANK’s Back-end mobile payment switching infrastructure.
❖ He defined and implemented the overall marketing, business development & IT strategy of connecting FINBANK’s customer base which comprised of federal & state agencies/parastatals, financial institutions, discount houses & brokerage firms, and SME’s in Nigeria and Ghana to the Mobile Switch platform so that they can use the Flashmecash/EFT/Mobile Payment solutions, including ATM/Card and POS services.
❖ Led the overall sales effort across the 2 subsidiaries by aligning sales objectives and marketing programs to FINBANK’s objectives as a service oriented institution by leveraging on the bank’s customer service department in targeting the banked and unbanked customers located in Nigeria & Ghana in using the Flashmecash/EFT/Mobile Payment solutions and other payment services and increase the revenue portfolio for FINBANK Plc.
❖ He had fiduciary responsibility for Profit & Loss, including managing budgets, instituting compliance & credit risk monitoring and fiscal control measures for effective financial control for both companies in Nigeria and Ghana, and with continuous improvement, defined an operational roadmap that enabled both subsidiaries to ensure maximum productivity and revenue.
❖ He worked and built relationships with other banks in Nigeria, Ghana, and the UK, and established business partners, such as MasterCard, Visa, Interswitch, amongst others.
❖ He worked with the Bank’s e-Channels, e-Banking and IT departments and fine tuned automated processes involving NIBSS settlement of payment & reconciliation, funds transfer between banks, and card companies.

Hewlett-Packard Nigeria Limited, January 2006 – February 2008, Lagos, Nigeria
Title: Managing Director/CEO, covering West Africa,

❖ Appointed as a member of the Board of Directors of HP Nigeria, Lloyd, hired as the MD/CEO led strategy for HP Business Development, proposing and implementing sales and marketing strategies to lead to the achievement of sales targets, and revenue generation. Generated 25% growth in 2 years, carrying 28% of overall Africa sales, contributing to HP’s status as #1 IT country in Africa. Recognized by Information Technology Association of Nigeria (ITAN) for Performance Award for 2007. This was for West Africa. Also responsible for Profit & Loss for the Business.
❖ He led and developed region performance to maximize the positive contribution made to the overall business results, and held specific responsibility for all Hewlett-Packard business performance within the Country, and led all IT initiatives across the Financial Services (Banks & Insurance companies), Telecommunications & Hi-Tech, Manufacturing & Distribution and Public Sector customers. He built & maintained successful relationships with all Country stakeholders; with specific focus on key Partners.
❖ He sponsored and facilitated Africa and Internal Sales Europe (ISE) projects to enhance business performance, both within Technology Solutions Group (TSG) and with shared services across Business Groups, and acted as the ambassador for HP at an African level. He led the deployment of top end HP Superdome servers, blade servers in several Nigerian and Ghanaian Banks. He also led the business transformation, IT assessment, strategies, planning and IT development initiatives across some Banks within the Financial Services industry, including Telco, Manufacturing, and Public Sector verticals in West Africa.
❖ He managed a team of over 130 employees (including contract staff) within HP West Africa to drive the sales effort and systems integration effort across all vertical industries.

Accenture, May 2002 to December 2005 – Accenture, Lagos, Nigeria
Title: Associate Director/Partner

❖ In June 2002, Accenture Nigeria hired and relocated Lloyd from Dallas to Lagos to head Accenture Technology Solutions (ATS) and Accenture Technology Infrastructure Services (ATIS) for Nigeria. In this role, he got involved in the electronics payments & settlement mechanisms in Nigeria. From the onset in 2002, he worked with the Accenture Financial Services (FS) practice to promote inter-bank payments and settlement mechanisms across the banking industry in Nigeria, for the following Banks; First Bank of Nigeria (FBN), where he led the deployment of Finacle for 400+ Branches; GTB, Diamond Bank, UBA, Central Bank of Nigeria (CBN), and others.
❖ From July 2004 to December 2004, Lloyd led the delivery of an IT Transformation blueprint for Guinness Nigeria Plc. (GNPlc). This involved a diagnostic and design phase and culminated in the delivery of an IT blueprint and roadmap for implementation. The project team was a mixture of GNPlc functional leaders, McKinsey & Co., team leaders from GNPlc’s parent company, Diageo, located in the U.K, and Accenture.
❖ He gave several lectures and talks on payments & settlements, including emerging payment trends and schemes, CBN licensing requirements and frameworks, and regulatory policies.
❖ He led the development and implementation of the Communications & Hi-Tech (C&HT) business plans, strategies for market penetration to deliver enterprise and technology solutions to Accenture clients.
❖ He was responsible for Human Capital Development (Hiring, Staffing, Management, and Training) of C&HT, ATS, ATIS resources in implementing the business plan and achieving the sales target. He led the development, campaign management and promotional strategies to achieve sales targets and revenue generation.

Andersen Worldwide (Arthur Andersen) October 1999 to May 2002, Dallas, Texas USA
Title: Technology Director

❖ In October 1999, I was hired by Andersen Worldwide, and was responsible for business and proposal development across vertical industries, selling, deploying and managing technology projects covering many Clients in Financial Services, Telecommunications, and Public Sector industries covering 13 States in the South West Region of the USA. He also implemented sales and marketing strategies that led to the achievement of sales targets, and revenue generation. As the South West Regional (SWR) Technology Director in the USA, where he led the 128 member Advanced Technology Group (ATG), and also double hatted as the Gulf Coast Market Circle leader for the Business Intelligence & Data Warehouse Practice for the south west region of the USA. He was active in the payments industry and worked with Card Vendors while consulting on Goldman Sachs, Bank of America, and UPS Stores in developing payment solutions for funds transfer and settlement.
❖ Led the development and deployment of Goldman Sach’s Business Intelligence & Data Warehouse project in Dallas & New York.

IBM Corporation September 1997 to October 1999, Bethesda, Maryland, USA
Title: Executive Consultant

❖ I was hired as an Executive Consultant by IBM Global Services (IGS) in the USA, for the Business Intelligence Services (BIS) Practice, to lead a team of IBM business analysts and application programmers & developers in implementing the SAP/R3 implementation at Kubota Tractor Corporation (KTC), a Japanese manufacturing company based in Los Angeles, California. The overall goal of this project was to enhance the Client’s primary financial, purchasing, budgeting, and human resources functions.
❖ He and his team simplified processes by eliminating unnecessary paperwork, reviews, approvals, and duplication of efforts, and adopting best practices from SAP and other organizations.
❖ He and his team implemented an electronic routing and approval of documents, that provided more effective management information for implementing a real-time processing environment, and providing departments with direct and easy access to financial, budgeting, procurement, and human resources data by enabling the user departments to produce their own financial, budgeting, procurement, and human resources reports in a variety of formats (i.e. Business Warehouse).
❖ My other role was to develop and implement high growth marketing plans for the Business Intelligence industry, achieve revenue targets, achieve adjusted PTI targets, strengthen internal and external business partnerships, strengthen the Business Intelligence and Performance Management (PM) offerings and ensured that customer satisfaction with MCI/WorldCom contracts, transformed the operations of MCI/WorldCom structure, business model, product offerings, and procedures were optimized.
❖ Managed the implementation and Deployment of MCI/WorldCom’s SAP R/3 Business Warehouse (BW) in Columbus, Ohio, USA.
❖ Ensured strong linkage and knowledge exchange across global Telecommunication practice units and increasing IBM’s Telecommunication and Media Industry’s effectiveness by leveraging “perform” resources from other IBM units such as the Hardware & Software Group, Storage Group, and Global Business Integration (GBI), etc.,
❖ Hired a high-performing management team for the Business Intelligence Services practice, and incorporated IBM’s “core competencies” (e.g. e-business, Knowledge Management, performance management, and balanced scorecard) and deploying them to implement MCI/WorldCom’s SAP R3 Business Warehouse Module.

Price Waterhouse Coopers (PWC) July 1995 to September 1997, Washington, D.C., USA
Title: Senior Consultant

❖ I was hired by PWC as a Senior Consultant and was responsible for software development and implementation of PWC won U.S Federal Government Department of Defense (DoD) projects in the Washington, D.C area. His industry consulting experience included software application development, systems integration, systems testing, and project management.
❖ While at Price Waterhouse Coopers, he was responsible for overseeing the development and support of software & hardware products, software & hardware sales support, and the deployment of PWC consultants to implement the software at client sites.
❖ With security clearances by the DoD, and the Pentagon, he and a team of PWC Consultants, with BDM Defense Contractors, worked on the Product Development Support Systems (PDSS) and Material Management Support Systems (MMSS) used in the Gulf War.
❖ Other Clients included: Skyline Financial Services, located in Alexandria, Virginia; NASDAQ, located in Rockville, Maryland; AT&T, located in Washington, D.C; Sallie Mae, located in Georgetown, Washington, D.C; Resolution Trust Corporation (RTC), located in Washington, D.C; NYMA, located in Washington, D.C; and Johns Hopkins University (JHU), located in Baltimore & Columbia, Maryland.

Cable & Wireless, January 1993 to June 1995, Herndon, Loudon County, Virginia, USA
I was hired as a Senior Systems Analyst managing a team in maintaining and supporting the Billing System that served Millions of Customers in the USA.

General Electric Information Systems, January 1992 to December 1993, Rockville, Maryland, USA
I was hired as a Systems Analyst to support the development & implementation of the Order Entry Inventory System (OEIS). He developed application programs, prepared test cases and trained GEIS Staff on the use of OEIS across the USA.

MCI Telecommunications, June 1989 to December 1991, Arlington, Virginia, USA
I was hired as a Financial Systems Analyst responsible for maintain the Billing System, the Accounts Payable, and Accounts Receivable systems. He managed a team of people who developed programs and maintained the applications supporting millions of Customers in the USA.

Watson & Rice Consulting, September 1989 to November 1991, Washington, D.C, USA
I was hired as a Staff Consultant auditing financial systems for the United States Federal Government Agencies, such as the; Administrative Office (AO) of the U.S. Courts, Federal Judiciary Center (FJCE), Agency of International Development (AID), and delivering technology projects and training curriculum to Federal Government Workers.

Foreman Brothers, August 1987 to August 1989, Washington, D.C., USA
I was hired as a Payroll Administrator & Financial Analyst responsible for Accounts Payable, Accounts Receivable, Unemployment Insurance & W2 Tax filing, plus income statement and Balance Sheet preparation.

Credentials:

I have the following education and background experience:

• IBM Business Intelligence Services Certified Data Warehouse Executive Consultant (Bethesda, Maryland, August, 1999)
• Received a PhD in Administrative Management, with a focus in Management Information Systems (MIS) from Walden University, with a concentration in Artificial Intelligence and Computer Security. Residency at the University of Indiana in Bloomington, Indiana, USA. (May, 1994)
• Received a Master’s of Science (MSc) in Management Information Systems (MIS) from Bowie State University, Bowie, Maryland, USA (May, 1990)
• Received an Information Systems Analyst Certificate from Bowie State University, Bowie, Maryland, USA ( May, 1989)
• Received a Bachelor of Business Administration (BBA) in Finance from Howard University, Washington D.C, USA (May, 1987)

In recognition of professional standing, I am an elected member of the Doctorate Association of New York Educators, as well as The Data Warehouse Institute (TDWI), located in Gaithersburg, Maryland, USA, a division of 101communications; the premier provider of in-depth, high quality education and training in the data warehousing and Business Intelligence Services (BIS) industry. I also serve as a Board Member for two charitable Christian associations.

Publications and Speeches

❖ Doctoral Dissertation: A Qualitative Analysis of Risk Assessment and the Criteria for Software Evaluation and Selection (University Microfilms Inc., DAO 72699 & Library of Congress – 96-02-140, District of Columbia, United States of America).
❖ Arthur Andersen Develops an Operational Data Warehouse Solution for Financial Investment Company (Goldman Sachs), 2001 Publication, By Lloyd. A. Atabansi, PhD, Director of Business Intelligence & Data Warehousing, Arthur Andersen, Dallas, Texas, USA.
❖ Becoming Customer-Centric: A Paradigm Shift in Customer Relationship Management, Lessons from the Expert, 2001 Publication, By Lloyd A. Atabansi, PhD, Director of Business Intelligence & Data Warehousing, Arthur Andersen, Dallas, Texas, USA.
AWARDS

❖ Recognized and awarded by EduMark Association as Year 2008 IT Role Model in Nigeria for positive contributions made to the growth of the IT Industry in West Africa. Award was presented by the Former Head of State, Federal Republic of Nigeria, General Yakubu Gowon, GCFR.

❖ Performance Award by Information Technology Association of Nigeria (ITAN), December 2007, for contributing to the growth of information technology in Nigeria and West Africa in general.

❖ Best Banking Technology Award 2013, 2014, and 2015 awarded to Ecobank Group by Banking Technology Incorporated, USA.
INTERESTS
Playing Table Tennis, Writing, Swimming, and Road Cycling, and I also take a keen interest in Business current affairs and macroeconomics.

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22 major speeches at the signing of 2018 budget into law-Buhari

“I would like to thank the leadership of the National Assembly, particularly the Senate President and the Speaker of the House of Representatives, as well as all the Distinguished Senators and Honourable Members, for passing the 2018 Appropriation Bill, after seven months.

2. When I submitted the 2018 Budget proposals to the National Assembly on 7th November 2017, I had hoped that the usual legislative review process would be quick, so as to move Nigeria towards a predictable January-December financial year. The importance of this predictability cannot be overemphasized.

3. While the Federal Government’s budget represents less than 10% of aggregate yearly expenditures in the economy, it has a very significant accelerator effect on the financial plans of other tiers of government, and even more importantly, the private sector, which mostly operates on a January-December financial year.

4. Notwithstanding the delay this year, I am determined to continue to work with the National Assembly towards improving the budgeting process and restoring our country to the January-December fiscal cycle.

5. I note, with pleasure, that the National Assembly is working on the enactment of an Organic Budget Law, so as to improve the efficiency of the nation’s budgetary process.

6. As I mentioned during the presentation of the 2018 Appropriation Bill, we intend to use the 2018 Budget to consolidate the achievements of previous budgets and deliver on Nigeria’s Economic Recovery and Growth Plan (ERGP) 2017-2020.

7. It is in this regard that I am concerned about some of the changes that the National Assembly has made to the budget proposals that I presented. The logic behind the Constitutional direction that budgets should be proposed by the Executive is that, it is the Executive that knows and defines its policies and projects.

8. Unfortunately, that has not been given much regard in what has been sent to me. The National Assembly made cuts amounting to 347 billion Naira in the allocations to 4,700 projects submitted to them for consideration and introduced 6,403 projects of their own amounting to 578 billion Naira.

9. Many of the projects cut are critical and may be difficult, if not impossible, to implement with the reduced allocation. Some of the new projects inserted by the National Assembly have not been properly conceptualized, designed and costed and will therefore be difficult to execute.

10. Furthermore, many of these new projects introduced by the National Assembly have been added to the budgets of most MDAs with no consideration for institutional capacity to execute them or the incremental recurrent expenditure that may be required.

11. As it is, some of these projects relate to matters that are the responsibility of the States and Local Governments, and for which the Federal Government should therefore not be unduly burdened.

12. Such examples of projects from which cuts were made are as follows:

a. The provisions for some nationally/regionally strategic infrastructure projects such as Counter-part funding for the Mambilla Power Plant, Second Niger Bridge/ancillary roads, the East-West Road, Bonny-Bodo Road, Lagos-Ibadan Expressway and Itakpe-Ajaokuta Rail Project were cut by an aggregate of 11.5 billion Naira.

b. Similarly, provisions for some ongoing critical infrastructure projects in the FCT, Abuja especially major arterial roads and the mass transit rail project, were cut by a total of 7.5 billion Naira.

c. The provision for Rehabilitation and Additional Security Measures for the United Nations Building by the FCT, Abuja was cut by 3.9 billion Naira from 4 billion Naira to 100 million Naira; this will make it impossible for the Federal Government of Nigeria to fulfill its commitment to the United Nations on this project.

d. The provisions for various Strategic Interventions in the health sector such as the upgrade of some tertiary health institutions, transport and storage of vaccines through the cold chain supply system, provision of anti-retroviral drugs for persons on treatment, establishment of chemotherapy centres and procurement of dialysis consumables were cut by an aggregate amount of 7.45 billion Naira.

e. The provision for security infrastructure in the 104 Unity Schools across the country were cut by 3 billion Naira at a time when securing our students against acts of terrorism ought to be a major concern of government.

f. The provision for the Federal Government’s National Housing Programme was cut by 8.7 billion Naira.

g. At a time when we are working with Labour to address compensation-related issues, a total of 5 billion Naira was cut from the provisions for Pension Redemption Fund and Public Service Wage Adjustment.

h. The provisions for Export Expansion Grant (EEG) and Special Economic Zones/Industrial Parks, which are key industrialization initiatives of this Administration, were cut by a total of 14.5 billion Naira.

i. The provision for Construction of the Terminal Building at Enugu Airport was cut from 2 billion Naira to 500 million Naira which will further delay the completion of this critical project.

j. The Take-off Grant for the Maritime University in Delta State, a key strategic initiative of the Federal Government, was cut from 5 billion Naira to 3.4 billion Naira.

k. About seventy (70) new road projects have been inserted into the budget of the Federal Ministry of Power, Works and Housing. In doing so, the National Assembly applied some of the additional funds expected from the upward review of the oil price benchmark to the Ministry’s vote. Regrettably, however, in order to make provision for some of the new roads, the amounts allocated to some strategic major roads have been cut by the National Assembly.

13. Another area of concern is the increase by the National Assembly of the provisions for Statutory Transfers by an aggregate of 73.96 billion Naira. Most of these increases are for recurrent expenditure at a time we are trying to keep down the cost of governance.

14. An example of this increase is the budget of the National Assembly itself which has increased by 14.5 billion Naira, from 125 billion Naira to 139.5 billion Naira without any discussion with the Executive.

15. Notwithstanding the above stated observations, I have decided to sign the 2018 Budget in order not to further slowdown the pace of recovery of our economy, which has doubtlessly been affected by the delay in passing the budget.

16. However, it is my intention to seek to remedy some of the most critical of these issues through a supplementary and/or amendment budget which I hope the National Assembly will be able to expeditiously consider.

17. I am pleased with the success recorded in the implementation of the 2017 Budget. A total sum of 1.5 trillion Naira has been released for the implementation of capital projects during the 2017 fiscal year. In response to this and other policy measures implemented, we have observed significant improvement in the performance of the Nigerian economy.

18. To achieve the laudable objectives of the 2018 Budget, we will work very hard to generate the revenues required to finance our projects and programmes. The positive global oil market outlook, as well as continuing improvement in non-oil revenues, make us optimistic about our ability to finance the budget.

19. However, being a deficit budget, the Borrowing Plan will be forwarded to the National Assembly shortly. I crave the indulgence of the National Assembly for a speedy consideration and approval of the Plan.

20. The 2018 Budget I have just signed into law provides for aggregate expenditures of 9.12 trillion Naira, which is 22.6% higher than the 2017 Appropriation. Further details of the approved budget will be provided by the Minister of Budget and National Planning.

21. I thank the Ministers of Budget and National Planning, the Budget Office of the Federation, and everyone who worked tirelessly and sacrificed so much to bring us to this day. However, the job is only partly done.

22. I am sure you will remain committed to advancing our Change Agenda, not only in the preparation of the national budget but also in ensuring its effective implementation.

I thank you and may God bless Nigeria.”buhari-usa

How Ogbozinne monarch, Igwe Stephen Nwatu, was killed by his subjects

The Ogbozinne Community in Akpugo, Nkanu West Local Government Area of Enugu State is now a ghost town as most indigenes of the area have fled their homes for safety in nearby towns and communities following the crises which led to the killing of the traditional ruler, Igwe Stephen Obumneme Nwatu by his subjects last Monday.

 

The natives fled their homes following the indiscriminate arrest of over 50 people from the area, over the death of Nwatu at Amodu – a neighbouring community in Akpugo. Like in the Bible (1 Kings) where King Rehoboam’s people stoned their taskmaster, Adoram, to death for his atrocities, causing Rehoboam to flee to Jerusalem, Nwatu’s people have fled his community, leaving old men and women, who can no longer run behind. Nwatu who had been having a running battle with most members of his community over alleged high-handedness, was said to have met his death at Amodu, when he reportedly tried to stop members of his community from trooping to the Government House, Enugu, where both parties had been invited for a peace meeting with the Chief of Staff to Governor Ifeanyi Ugwuanyi, Dr. Festus Uzor. Nwatu, a retired police officer, died at about 9pm at the Enugu State University Teaching Hospital, Park Lane, Enugu, where he was rushed to, after a first aid treatment at the nearby Orient Hospital, in the early hours of the day. Before his death, the traditional ruler, like most of his colleagues in Enugu State, was said to have been engaged in a running battle with most of his subjects. According to sources, the conflict between Nwatu and his subjects was said to have started over three years ago, but escalated recently when the Enugu State Government disbursed N5 million each to all the 468 autonomous communities in the state for the state government’s ‘One Community, One Project’ scheme. It was learned that, although the cheque for Ogbozinne was ready, it was not handed over to Igwe Nwatu, following the conflict between him and his subjects. As a result of this development, Nwatu reportedly walked out on Dr. Uzor and other government officials in anger, as the cheques were being given to other communities. At an earlier peace meeting between the late Igwe Nwatu and one of his subjects at the Police headquarters in Enugu, the deceased was also said to have rejected an apology tendered to him by Chijioke Okenwa, now declared wanted over his death, as directed by the police authorities. The incident reportedly took place in the office of the Deputy Commissioner of Police. It was alleged that the deceased had been using the police to intimidate and harass his subjects, as he reportedly imposed illegal levies on them at regular intervals. About two months ago, the deceased reportedly petitioned the police at Nkanu, accusing his adversaries falsely of allegedly murdering an unknown commercial motorcycle (Okada) rider, whose bloated body was found in the bush about five months earlier, thus triggering demonstrations by the youths, women and men across the community against the late monarch. The demonstrators invaded the police station at Agbani, demanding the release of all the detained village heads and community leaders. The demonstrators also threatened to burn down the police station if their leaders were not released, prompting the release of the accused town union leaders. But this was after the state Police Commissioner, Danmalam Mohammed, had dispatched a woman Assistant Commissioner of Police and Area Commander for the area, Zainab Belbi, to Agbani to calm frayed nerves. The crises, however, reached a climax when some natives of Ogbozinne dragged the late Nwatu to court, challenging his powers to appoint both the town union president and the head of the town’s Neighbourhood Watch, a local vigilante group, without reference to other stakeholders or the general assembly. However, it was gathered that the state government invited the traditional ruler and his aggrieved subjects to a peace meeting on the fateful Monday afternoon. Before Nwatu’s death, both parties had attended a court sitting at Agbani same day, over the contentious issues. Nwatu was said to have arrived at the high court premises in the company of policemen, when the court had risen for the day, and decided to look for one of the litigants who sued him along with others in his house for possible arrest and detention. One source said that it was while looking for Chijioke Okenwa that he met his untimely death, while other sources said that he was killed on his way to the peace meeting, at the Government House, when fight broke out between him and some of his subjects at the neighbouring Amodu community, Akpugo. The traditional ruler was said to be with four policemen assigned to him for protection when he reportedly blocked the major road to Enugu metropolis in a bid to stop his subjects who were in over 20 chartered buses from attending the peace meeting in large numbers. In the ensuing fracas, Nwatu was said to have been stripped naked and beaten to a pulp by his subjects and abandoned at the scene of the incident, while the policemen who were with him fled. It was said that one of his police escorts was overpowered and disarmed before he ran away but the rifle was later recovered from the attackers. The Divisional Police Officer, DPO, for Agbani who got wind of the development later rushed to the scene of the incident at Amodu and took Nwatu to the nearby Orient Hospital. It was from the Orient Hospital that he was referred to the Park Lane Hospital where he gave up the ghost later in the night. Sources said that after beating the late Igwe Nwatu to a state of unconsciousness, his subjects abandoned him and proceeded to the Government House, where they reportedly displayed one of their colleagues whose two legs were crushed by Nwatu’s driver in a bid to stop them from proceeding to the Lion Building, the seat of power, for the botched peace meeting. It was while the Ogbozinne people were at Government House, that news filtered into the community that Nwatu had been killed. Pronto, some leaders of the town’s vigilante group, which Nwatu put in place went wild and started burning down the houses of the suspected opponents of their late King. At the last count, over 20 houses had been burnt. Presently, the man whose two legs were crushed by Nwatu’s driver, is  receiving treatment at the National Orthopedic Hospital, Enugu, while Nwatu’s lifeless body has been deposited at the Park  Lane Hospital mortuary, as police continued their investigations into the matter. The Enugu State Government and the police should learn some lessons with the Ogbozinne debacle. The state government should institute a commission of enquiry to investigate the multitudes of cases between traditional rulers and their communities in the state with a view to rectifying the anomalies before they get out of hand like in the case of Ogbozinne Community, because as they always say: a stitch in time saves nine. The Police Public Relations Officer, PPRO, Ebere Amaraizu, said that “operatives of the state Criminal Intelligence and Investigation Department, CIID, had started full-scale investigations into the incident with a view to finding out the circumstances surrounding the matter as well as those involved among other things.”

Reports from Emeka Mamah
Monarch18

PDP HAS LEARNT LESSONS-HON TONY OFFIAH

Recently, some stakeholders of the People’s Democratic Party, PDP held a closed door in Okpo, Ekwulobia were they discussed issues bordering about how to reposition the party and return it to its former glory. Hon Tony Offiah, a formidable political juggernaut was part of that meeting and in this exclusive interview with Old Aguata News Vanguard, he discusses the outcome of the meeting and other salient socio-political issues.

 

 

Sir, PDP recently came together for a harmonisation meeting, what was the outcome of the meeting? Has the PDP family become one?  

 

I am so elated over the outcome of the meeting we held at Okpo Hall, Ekwulobia. For the first time, we have looked at our problem as a family in Aguata , we have x – rayed it, we have spoken truth, we have told ourselves, where we erred, but in the final analysis, I am so happy to tell you that in PDP Aguata, we have resolved our issues. We have accepted that we have to carry everybody along. Political parties and their activities is about people and we are going to work together, under one indivisible umbrella to move PDP forward, and you are going to see great things from here onwards. There are lessons learned and from that lesson, we are going to take appropriate action, to reposition PDP to have its pride of place.

 

 Sir, you are a former federal house of Representatives aspirant and one of the PDP stakeholders in Anambra state, what is your future political ambition?

 

It is always left for the people to decide what happens. We have contested and aspired, and this election cycle is not going to be different. We are praying about it, we are listening and we are consulting our stakeholders. At the right time, if we have any announcement to make, I will make them.

 

Sir, very soon the ministry of budget and economic planning will be calling on the communities, to articulate their priority needs, for onwards inclusion in the 2019 budget process. How do you intend to mobilize and sensitize the masses, to that effect?     

 

Thank you very much. You need to understand that the budget process is the function of the legislators, to the extent the people should liaise with people they have elected to promulgate and make laws for them. As it concerns Anambra state, that will be Anambra state House of Assembly. When you are talking about it, you are referring to the various Representatives of Aguata 1 and 11. For constituency 1, it is Ikem Uzoezie, and for Aguata 11 , Hon Iyke Umenwa. I am going to encourage the people to liaise with these two representives , so that they harness and channel the people’s views to the state assembly.

 Finally Sir, there is currently a supreme Court judgment, that gave the female child, the right to inheritance.Sir in Igbo culture, the girl child is marginalized. How do you intend to sensitize our people, on the need to implement this judgement?                    

My brother let me say this one in Igbo ‘ nwanyi bu ihe’. Any society that neglects their womenfolk is not designed to attain greater heights. So my thoughts, my belief and the way I live my life, is that I include women and encourage greater women participation in every facet of life and in the community.

img-20180620-wa0005Culled from www. oldaguatanewsvanguad.wordpress.co.