- Mandate
- № 06
- Sector
- Banking & Financial Services
- Region
- MENA
- Discipline
- SME banking strategy
Turning SME banking from an underwriting problem into a franchise
A leading MENA bank
“Every bank wants the SME segment. Few can say how they will make money in it.”
The record shows
- Strengthened
- SME banking strategy and framework at a leading regional institution
- Defensible
- segment logic the team can argue to its board, built alongside them
The dossier
The brief
At a leading MENA bank, SME banking sat in the uncomfortable middle — too important to exit, too loosely defined to scale: segment boundaries, risk appetite, product economics and delivery model each answered to a different logic.
The work
BIZENIUS trained the bank’s SME leadership on what distinguishes profitable SME franchises in comparable markets, then helped strengthen the strategy and framework itself — how the segment is defined, how risk appetite meets product design, and how the delivery model earns its cost.
What stands
The bank’s SME strategy and framework now answer one logic — segment, risk appetite, product economics and delivery model holding together as a case the team can defend line by line, because they built the argument themselves.
Run the same arc
Every mandate follows the Capability Arc™
Facing something similar?
We will walk you through exactly how this mandate ran — and what it would look like inside your institution.