Yerbol orynbayev biography of michael

Before that time, before my resignation, I served as the deputy prime minister and handled economic and then social responsibilities. And, so, inwhen I was already with the private sector, working on my own business. I received an invitation from the university, which asked me to help them to set up the investment division of the endowment fund.

So it was a very exciting proposal. I believe they decided to focus on me and then send this invitation to me because during my time with the government, I served as a board member of the National Bank of Kazakhstan. The board member of the Agency for Supervision of the financial organizations. I also, successfully, set up a western-type university in Kazakhstan.

So a lot of people knew me very well. So they said, "Okay, why not, after one successful story, one successful project, let's offer him this opportunity. So inI started this journey, the Jusan Bank with other banks, and I had this great opportunity to create the investment division of the endowment fund. So that's how I started this particular journey with the Jusan Bank, with its restructuring, creating a new business model based on the ecosystem.

In terms of the lessons, actually, it was very interesting and enriching experience. I learned very valuable lessons. One of them is that you should really understand your business, and then your customers. And, then, currently, there is a great shift, all over the world, in terms of the customers' behavior. New technologies like AI, digitalization, increased computational capacities, and also the new generation of customers, they have completely different preferences.

So these two trends kind of changed the whole landscape. Because if you don't know you cannot lead, and you cannot restructure or do some right things without this really deep knowledge and understanding the main foundations of your business. The second lesson I would say that, dream big. What I learned, in reality, with great vision, with the right team, with the right strategy, with the right implementation plan, you can achieve a lot.

So dreaming big it's very important.

Yerbol orynbayev biography of michael: As acting comptroller of the currency

The third lesson I would say that always have an exit strategy, especially when you're dealing with the big structures. Together, the whole system, I managed about 10, employees. So this is quite big, the price of the mistake could be very high, but you cannot stop development. You have to still innovate. You still should align your business, product, services, in line with the current demands.

So you should innovate, you should do something new, but exit strategy is very important. This is your hedge, that makes sure that the whole structure won't collapse if something goes wrong, this is very important. Trust your team, I think team is very important. The quality of the people you are working with, their professionalism, their ethics are very important.

So as soon as you set up your team, you know that you can trust your people, just let them perform. And in the banking sector, this is more important than even others because teamwork is incredible, this is very important. I didn't see a person who can just, in one phase, cover all requirements of the banking. You need a strong CFO, you need a strong risk manager, you need a strong chief information officer, so you see this is very complex.

Then you can, together, compile the team, or the professionals, who can work together, who can share the same vision, who has very good ethics, only with this one you can proceed. So this is a very important lesson. If you are unsure about your team, don't start. Because alone you cannot perform, you cannot achieve. So I would say these are very important lessons I learned from my journey with Jusan.

Adam: I think those are some amazing lessons. And maybe as we have this conversation, we'll be able to see how you came to those lessons at Jusan, as we talk through that journey. So when you first stepped into that challenge, they said, "Hey, we want to bring you on the Jusan Bank. What were some of the challenges and the immediate hurdles that you saw that you had to jump over, as you started that new part of your journey?

Yerbol: This, actually, was very interesting.

Yerbol orynbayev biography of michael: Orynbayev (), a IMA Life: Norman

So when I took the reins of the bank, the situation was pretty horrible. So I had a feeling like starring into the beast. I just give you one example. The bank's auditors, KPMG, they came to us, after we purchased the bank, and then told us that they won't be able produce any audit report. They said, "We have access to the accounts, but the accounts are a mess, documentation is such a mess, so we just even cannot interpret them.

So can you imagine? Sothe year they audited, was completely a failure, and according to the regulation you still proceed because the public, the regulator, would like to know. So this is one of the example how the bank was managed.

Yerbol orynbayev biography of michael: Yerbol shares compelling stories and

Also in terms of the business and the morale of the employees, it was a complete mess. Two years' worth of the efforts by the government and the bank administration failed to turn things around. So it seemed like the hope was completely lost. So this was the overall landscape and the atmosphere, environment, at the time we entered the bank. Then we faced, I would say, major three challenges.

Yerbol orynbayev biography of michael: Yerbol T. Orynbayev. Assistant to the

The first one is the lack of the professionals, and we didn't have a lot of time to search for people, but we had to address this issue almost immediately. So to fill in the gaps in terms of the management was very important, so we successfully did it. Adam: Those are some amazing challenges that you had to face, and I can only imagine what it took to gain the trust of your employees.

And how did you navigate those waters of gaining trust; stakeholders, employees, customers, trying to win back. He also worked as the governor of the World Bank on behalf of Kazakhstan and helped to steer the nation out of the financial crisis in There is a major opportunity out there, especially for community banks, to displace predatory lenders and earn a healthy return at the same time.

It's just a question of making the leap. Investigative journalism is vital for democracy. Help us to expose injustice and spark change. Yerbol Orynbayev, who served as deputy prime minister and assistant to the president under Nazarbayev untilwas a director of Jusan Technologies and owned a 4. He did not respond to requests for comment.

Group 42 did not respond to requests for comment. Jusan Bank said the dividends it paid out were legal and justified after the lender had been stabilised. Companies like Jusan Technologies are in part able to operate in the UK because of the assistance of lawyers and accountants who work and advise, perfectly legally, behind the scenes. MacIntyre Hudson is under investigation by the Financial Reporting Council for its audits of another company in and Since his resignation from the public sector inhe has held a number of senior positions in private financial, research and technology companies.

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