1. Asher Ben-David
Born: Apr 20th
1967
2010 – 2013 Senior Executive Officer, Head of Retail, Bank of Jerusalem Israel.
Bank of Jerusalem prior to 2010 was a mono-line bank specializing
primarily in Mortgage Banking.
I was recruited, as a senior member of management, for the purpose of
turning the bank into a full service retail bank. An intensive cultural,
business process, product and technological change, to be executed
within a very short time.
I was in charge of developing The Bank's 5 year strategic plan and
vision, convincing the Bank's Board Of Directors and the Banking
Regulator in its merit, feasibility and risk hedging mechanisms. I was
also in charge of the plan's execution, annual budget and goal planning.
The Bank's profit from all retail activities including Mortgage Banking
Doubled during my term in office.
After receiving the approval of the Management, Board Of Directors
and The Banking Regulator, I rearranged the bank's organizational
structure and set up The Retail Division responsible for all retail
business of the bank.

2. The Retail Division consisted of the following direct reporting departments:
1. Branches (Member of Mgmt.).
2. Marketing & Strategic Planning.
3. CRM and Business Processes.
4. Internet & Digital
5. Contact Center
6. Collections
7. Credit Modeling and Business Development (Member of Mgmt.).
Major accomplishments during the three year term in office:
• Building of the Unsecured Loan product including product spec,
pricing, marketing, employee training, measuring and control
procedures, Set up credit scoring rules and built a statistical
scoring model that enabled the bank to sell unsecured loans to
the scale of $150M within 12 months with an 8% spread
(approx. 2% above market average) and 2.5% default rate of
which 50% recovery.
• Building of the Closed System Deposit product, enabling the
bank to grow its deposits from an annual typical growth of
$150M to $500M per annum within three years.
• Building of the Current Account product, enabling the bank to
offer customers the basic retail product of checking account.
The checking account is the anchor of retail activity.
• Formulating the Vision of and Managing the CRM project with
which we moved the bank from being product centric to
customer centric.
• Setting up of the Bank's contact center. A State of the art Video
Contact Center, that enabled the bank to overcome its major
handicap, branch availability. The Video Contact Center enabled
the opening of remote miniature branches that were fully
functional retail branches capable of account origination, credit
scoring and execution, investment products, bank transfers and
all other retail bank products. Video branches were set up to
also accommodate unbanked population in remote areas.
• The complete reconstruction of The Bank's Internet website and
digital services, along with a novell digital marketing approach
based on performance marketing. Much of the substantial
growth in unsecured loans and cash deposits, which was not
accompanied by growth in headcount, can be attributed to this
approach.

3. What some of my colleagues have to say about me:

4. 1994 – 2010 Senior Advisor Consultant to Bank Hapoalim Executive Management,
Israel.
Bank Hapoalim - 12,000 employees of which 6,000 retail. 300 retail
branches. USD 70B Assets on balance. USD 8.5B 1st
tier equity capital.
During this period I was personal advisor to three CEOs all of the
Retail and Corporate division managers of the time and within the
Retail Division all management ranks down to branch level including
employee training in several strategically important ventures.
Areas of expertise included:
Business Strategy
Marketing and Communications Strategy
Management procedures
Sales management. To this day all the bank's managers are
taught the methodology I set up for the bank.
Sales. To this day the sales techniques I set up for the bank are
the basis of all product courses and the basis for all new course
development.
New product, service and format introduction
Merger and Acquisition – business process integration,
organizational culture integration, management process
integration.
Contact Center procedures, Language, Sales and Service
convention, training.
Executive and upper management Personal coaching.
Employee training and motivation.
Change Management.
What some of my colleagues have to say about me: