Dr. Stephen Hammond is currently the General Manager, Operations at the National Investment Bank Limited (NIB). Dr. Hammond is an organizational transformation strategist, problem solver and results-oriented individual with over 19 years of practical banking experience.
He started his working career with Harley Reed Consultancy (GH) Ltd, (an International Management Consulting Firm) as Planner & Organizational Development Analyst.
Prior to his appointment, Dr. Hammond worked for GCB Bank Ltd. He held various management positions including Head of Sales & Marketing (SME/1D1F), Head of Business Process Improvement, Change Manager and Branch Manager for five branches. He is a part-time Lecturer and a Dissertation Supervisor for the M.Sc. Management Program at the University of Salford, Manchester.
His competence and expertise are in the areas of Organizational Transformation, Business Process Improvement and Re-engineering, Change Management, Project Management, Banking Operations, Strategic Development and Execution, and Lean Six Sigma Deployment.
Dr. Stephen Hammond holds a Doctorate in Business Administration from the Swiss Management Centre University, Switzerland; MBA in Strategic & Project Management from Paris Graduate School of Management, France; and BSc (Hons) Planning from Kwame Nkrumah University of Science & Technology, Kumasi.
He is a Member of the Chartered Institute of Bankers (ACIB); Member, Ghana Institute of Planners (GIP); Fellow, Chartered Institute of Financial & Investment Analysts (F.FIA); Fellow, Institute of Project Management Professionals (FPMP); Member, Chartered Professional Administrators (Ch.PA); and Member, Chartered Management Consultants (CMC).
Internationally, Dr. Hammond holds the following certifications: Certified Project Management Practitioner (Prince 2 Practitioner); Certified Change Management Practitioner from Learning Tree, London (UK); Customer Service Trainer from Service Quality Institute (USA); and ASQ Certified Six Sigma Black Belt (American Society of Quality CSSBB).
