Mohd Redzuan Devan Abdullah

Mohd Redzuan Devan Abdullah was K & N Kenanga Holding Berhad’s former Group Chief Operating Officer responsible for the development of Kenanga’s 5-year transformation program, information technology as well as equity broking operations. Redzuan was also a member of various committees in Kenanga including Group Information Technology Steering Committee, Transformation Project Steering Committee, Group Operational Risk Committee and Group Exco.
Kenanga is a public listed company with core business in investment banking and branches throughout Malaysia totalling a staff strength of over 800. Kenanga is currently ranked third in traded volume for YTD June 2015 representing Bursa’s 13.8% market volume.

Redzuan started his career at Malaysian Central Depository Sdn Bhd, a subsidiary of Kuala Lumpur Stock Exchange (now known as Bursa Malaysia). He was then one of the pioneering members who prepared and developed the requirements for a central depository. His career then progressed and was promoted as its Manager, Support & Development. During this period, he had 4 sections reporting direct including the newly formed Research & Development Section, MCD’s very own business development, project management and strategic planning unit.

Redzuan left MCD to join Citibank in 1997 as its Securities Operations Head and was promoted to Transaction Services Head in 2001. Thereafter, he joined Ambank in 2003 as its Cash Management Head responsible for, among others the setting up of its Cash Management framework and outsourcing of the bank’s check clearing project. In 2005, Redzuan took up the challenge in Bank Islam as its Chief Operating Officer with multiple achievements including outsourcing the bank’s self-service terminals, STP for electronic payments and risk identification mechanism.   
In a career spanning 24 years primarily in the financial and capital market, his career is anchored around various operations transformation exercises that contributed towards greater efficiency and reduction of operational costs. These exercises were implemented in harmony with an overall strategic plan and on the back of a transformation program that is paid not from high CAPEX investments but instead partly paid by cost savings derived from an initial CAPEX investment.


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