Managing Matero

In February I hit the reset button again at FINCA, this time to enter the final stage of the four-part management development program I entered in August of 2012.

Last time I wrote about work I was preparing to start as manager of the branch I had been working at since February 2013. This would prove to be the most challenging position I’d held so far, at FINCA or elsewhere. I managed Matero branch for 6 months. In that time its staff grew from 29 to 40 and the loan portfolio increased from about 1.5 to 2 million USD. Managing the size of the branch was the biggest challenge; with over 5,000 clients and 25 Loan Officers I needed to become more hands-off and rely heavily on my Supervisors, which wasn’t always easy for me. Being so far removed from most of the client-level action, I learned that putting in place the right structures and processes was going to yield more results (at least in the long term) than trying to personally solve every problem. This was hard to remember each month-end when we had to report our performance. Each month was a cycle of preparation and then the inevitable hectic chaos in the final week as final loans were approved and arrears were collected. It was pretty exhausting.

It wasn’t always like that though. The 6 months were immensely important for both my practical knowledge and personal growth, and I learned a great deal in areas where previously I had little experience. There were also many moments of reward and satisfaction mixed in there. Some of my favorites included the promotions of colleagues I had worked with for a long time, our team building activities after meeting monthly goals, and the customer care day where we hosted clients and staff alike at our branch and recognized our most venerable clients. One village banking group at the event told their story of 12 years of growth and loyalty at FINCA, and it reminded everyone why this work can be so powerful. It was also fulfilling to be in a position to make positive change in that particular branch's universe. Whether it was developing staff, improving the branch experience for the clients, or trying to guide good performance (#2 branch of the year!), each success felt like it made a difference.

(Customer Care Desk at Matero)

(Christmas Raffle presentation)

 (Customer Care Day at Matero- dance troupe in the car park)

  (CC Day at Matero- hosting Head Office staff)

 (CC Day at Matero- VB group recognized for 12 years of loyalty)

(Last Matero teambuilding- goodbye cake and oversized card)

At the end of 6 months I was ready to try a new position and see how else I might fit into the microfinance equation. Still, I know I will sometimes be nostalgic for the branch level, where so much of the success, progress and craziness is happening. I know I'll miss Matero, where I unexpectedly spent a year of my life. My new position, as of February, is Credit Manager for one of FINCA Zambia’s new loan products, Small Enterprise Lending. This product caters to the Zambian entrepreneurs running businesses which are larger and more developed than what MFI’s have traditionally funded. The loans we currently give range between 20 and 60 thousand USD. It’s the new frontier for microfinance, and the same clients are also being targeted by banks through downscaling efforts. These clients represent, along with savings, a future of self-sustaining business for the industry, where the ultimate goal is increasing accessibility and decreasing cost for business people of all sizes who are not currently included in the traditional financial system.