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BizBahrain Magazine (May-June 2019)

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Interview | CrediMax<br />

20 YEARS OF DYNAMIC<br />

GROWTH AND SERVICE<br />

When it started out in April of 1999, as<br />

a separate, independent subsidiary<br />

of BBK, no one but its founders<br />

anticipated that in twenty years<br />

CrediMax would transform from a simple card<br />

operator to become one of Bahrain’s foremost<br />

indigenous brands and market leaders. A no-frills<br />

card unit within BBK issuing the first Credit Card<br />

in July, 1991, it has ever since been marked by<br />

a focused leadership and a carefully planned<br />

business strategy that saw the implementation<br />

of a series of wide-sweeping efforts including<br />

organizational restructuring, implementation of<br />

various control and risk policies and tools and<br />

improvement of card operational knowledge<br />

and skills development as well as recruitment<br />

of human resources - all of which has resulted<br />

in a phenomenal growth of the business, both in<br />

strength and stature.<br />

In an exclusive interview with bizbahrain,<br />

Yousif Ali Mirza, Chief Executive of CrediMax<br />

talks about the twenty years of achievement that<br />

CrediMax celebrates this year, its plans and its<br />

continued endeavor to stay at the top. “CrediMax<br />

is passionate about its customers and providing<br />

service excellence will always be our key<br />

differentiator."<br />

Can you tell us some of the high points of the 20-<br />

year journey?<br />

CrediMax continuously aims to develop its<br />

strength through offering best-in-class card<br />

payment products and services and protect its<br />

Merchant card acceptance business. We listen<br />

to our customers’ needs and develop and launch<br />

a range of innovative products and features<br />

and present a strong drive to deliver superior<br />

customer service. Looking at the business<br />

in totality and over the years, CrediMax has<br />

gradually transformed itself from a simple card<br />

operations center to a robust “indigenous” credit<br />

card brand poised to be the leader in its market.<br />

This transformation has entailed organizational<br />

restructuring, implementation of various control<br />

18 <strong>May</strong>-<strong>June</strong> <strong>2019</strong>

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