02 Oct 2016

Creating a Kingdom – Case Study of Kingdom Financial Holdings Limited


This article presents an incident research of sustained entrepreneurial growth of Kingdom Financial Holdings. It is the entrepreneurial finance companies which survived the financial meltdown that started in Zimbabwe in 2003. The bank was established in 1994 by four entrepreneurial youthful bankers. It’s grown significantly over time. The way it is examines the origins, growth and growth of the lender. It concludes by summarizing classes or principles which can be produced from this situation that perhaps applicable to entrepreneurs.

Profile of operator: Nigel Chanakira

Nigel Chanakira grew up in Highfield suburb of Harare in an entrepreneurial family members. His father and uncle operated a public transportation organization Modern Express and later diversified into retail stores. Nigel’s father later on exited your family company. He bought down the stores and extended it. During college vacations youthful Nigel, once the first born, would work in stores. His parents, specially his mommy, insisted which he acquire an education first.

On completion of high school, Nigel failed to enter dental or medical school, which were his first passions. In fact his grades could only qualify him for the Bachelor of Arts degree programme at the University of Zimbabwe. However, he “sweet-talked his way into a transfer” to the Bachelor in Economics degree programme. Academically he worked hard, exploiting his strong competitive character that was developed during his sporting days. Nigel rigorously applied himself to his academic pursuits and passed his studies with excellent grades, which opened the door to employment as an economist with the Reserve Bank of Zimbabwe (RBZ).

During his stint with the Reserve Bank, his economic mindset suggested to him that wealth creation was occurring in banking industry consequently he determined to know banking and financial markets. While used at RBZ, he read for a Master’s level in Financial Economics and Financial Markets as preparation for his first into banking. During the Reserve Bank under Dr Moyana, he had been the main study group that assembled the insurance policy framework the liberalization of the financial services within the Economic Structural Adjustment Programme. Staying at the best destination during the right time, he became alert to the opportunities of setting up. Nigel exploited his place to identify many lucrative banking establishment to get results for as preparation for his future. He headed to Bard Discount House and struggled to obtain 5 years under Charles Gurney.

A while later the 2 black executives at Bard, Nick Vingirayi and Gibson Muringai, left to form Intermarket Discount House. Their departure inspired the youthful Nigel. If these two could establish a banking establishment of their own therefore could he, provided time. The departure in addition created the opportunity for him to rise to fill the vacancy. This gave the aspiring banker critical managerial knowledge. Subsequently he became a director for Bard Investment solutions in which he gained critical expertise in portfolio administration, client interactions and working within the working division. While there he met Franky Kufa, a young dealership who had been making waves, who later on be a key co-entrepreneur with him.

Despite his expert company engagement his father enrolled Nigel in Barclays Bank “begin your personal company” Programme. But exactly what really made an effect in the youthful entrepreneur was the Empretec Entrepreneur Instruction programme (might 1994), that he had been introduced by Mrs Tsitsi Masiyiwa. The program demonstrated which he had the prerequisite entrepreneurial competences.

Nigel chatted Charles Gurney into an attempted administration buy-out of Bard from Anglo -American. This were unsuccessful and progressively frustrated aspiring entrepreneur considered occupations with Nick Vingirai’s Intermarket and not Mhlanga’s National Discount House which was in the verge of being created – hoping to join as a shareholder since he had been acquainted with the promoters. He was rejected this opportunity.

Becoming frustrated at Bard and achieving already been rejected entry in to the club by pioneers, he resigned in October 1994 with the encouragement of Mrs Masiyiwa to pursue his entrepreneurial dream.

The Dream

Influenced because of the emails of his pastor, Rev. Tom Deuschle, and frustrated at his failure to take part in the church’s massive building task, Nigel desired an easy method of creating huge savings. During an occasion of prayer he promises which he had a divine encounter in which he obtained a mandate from God to start out Kingdom Bank. He visited his pastor and told him for this encounter and subsequent need to start a bank. The godly pastor was astonished during the 26 year-old with “big spectacles and putting on tennis shoes” which desired to start a bank. The pastor prayed before counselling the son. Having already been convinced of the genuineness of Nigel’s dream, the pastor performed one thing unusual. He requested him to provide a testimony towards the congregation of how God was leading him to start out a bank. Though timid, the son complied. That knowledge was a powerful vote of self-confidence from the godly pastor. It shows the effectiveness of teachers to construct a protégé.

Nigel teamed up with youthful Franky Kufa. Nigel Chanakira left Bard during the place of Chief Economist. They might develop their particular entrepreneurial endeavor. Their concept would be to recognize people who’d specific competences and would each manage to create savings from his task. Their sight would be to produce a single – end standard bank offering a discount home, a secured item administration organization and a merchant lender. Nigel used his Empretec model to build up a business plan for their endeavor. They headhunted Solomon Mugavazi, a stockbroker from Edwards and business and B. R. Purohit, a corporate banker from Stanbic. Kufa would offer cash marketplace expertise while Nigel offered earnings from government bond dealings in addition to total guidance of the group.

Each of the budding lovers earned the same percentage of the Z$120,000 as start up capital. Nigel chatted to his wife and offered their recently obtained Eastlea house and cars to improve the equivalent of US$17,000 as his or her initial capital. Nigel, his wife and three kids headed back once again to Highfield to reside in along with his parents. The lovers established Garmony Investments which started trading as an unregistered standard bank. The entrepreneurs agreed to not ever draw an income within their first year of businesses as a bootstrapping strategy.

Mugavazi launched and recommended Lysias Sibanda, a chartered accountant, to participate the group. Nigel was hesitant as each person must bring in a receiving capacity also it had not been clear how an accountant would create income at set up in a financial establishment. Nigel initially retained a 26% share which guaranteed him a blocking vote in addition to giving him the positioning of controlling shareholder.

Nigel credits the Success inspiration Institute (SMI) program “The Dynamics of effective administration” once the lethal gun that allowed him to acquire managerial competences. At first he insisted that all his secret executives undertake this training programme.

Beginning of the Kingdom

Kingdom Securities P/L commenced businesses in November 1994 as a completely possessed subsidiary of Garmony Investments (Pvt) Ltd. It traded as a broker on both cash and stock markets.

On 24th February 1995 Kingdom Securities Holding was created with the after subsidiaries: Kingdom Securities Ltd, Kingdom Stockbrokers (Pvt) Ltd and Kingdom resource Managers (Pvt) Ltd. The leading Kingdom Securities Ltd was signed up as a Discount House under Banking Act Chapter 188 on 25th July 1995. Kingdom Stockbrokers was signed up with the Zimbabwe stock market under ZSE Chapter 195 on first August 1995. The pre-licensing trading had generated good income but they nonetheless had a 20% shortage of the needed capital. Most institutional investors turned them straight down because they had been a greenfield organization promoted by people identified become “also young”. During this period National vendor Bank, Intermarket among others had been on the market raising equity that had been operate by seasoned and mature promoters. But Rachel Kupara, then MD for Zimnat, believed in youthful entrepreneurs and took up initial equity portion for Zimnat at 5%.

Norman Sachikonye, then Financial Director and Investments Manager to start with Mutual observed fit, taking up an equity share of 15%. Both of these institutional investors had been inducted as shareholders of Kingdom Securities Holdings on first August 1995. Garmony Investments ceased businesses and reversed itself into Kingdom Securities on 31st July 1995, therefore getting an 80% shareholder.

The initial year of businesses was marked by intense competition in addition to discrimination against brand new financial institutions by community organisations. All the other operating products done well excluding the corporate finance division with Kingdom Securities, led by Purohit. This financial loss, differing spiritual and ethical values generated the forced departure of Purohit as an executive director and shareholder on 31st December 1995. From then Kingdom began to grow exponentially.

Architectural Development

Nigel and his group pursued an aggressive growth strategy with the purpose of increasing share of the market, profitability, and geographical scatter while building a solid brand name. The development strategy was built around a business viewpoint of simplifying financial services and making them readily available towards the general public. An IT strategy that created an affordable distribution channel exploiting ATMs and POS while offering a platform that has been ready for Web and web-based programs, was espoused.

On first April 1997, Kingdom Financial providers was accredited as an accepting home focusing on trading and dispersing forex, treasury activities, business finance, financial investment banking and consultative services. It was created in leadership of Victor Chando with the purpose to become the vendor banking arm of the Group. In 1998, Kingdom vendor Bank (KMB) was accredited also it annexed the assets and liabilities of Kingdom Securities Limited. Its primary focus was treasury associated services and products, off-balance sheet finance, forex and trade finance. Kingdom Research Institute was established as a support service to another products.

The entrepreneurial bankers, cognisant of these limits, desired to quickly attain critical size rapidly by definitely seeking capital shot from equity investors. The goal would be to broaden ownership while providing strategic assistance in regions of mutual interest. An effort at equity uptake from worldwide Emerging areas from London were unsuccessful. Yet 1997 the attempts of the bankers had been compensated when the after organisations took up some equity, reducing the shareholding of executive administrators as shown below: ïEUR Ipcorn 0.7%, ïEUR Zambezi Fund Mauritius P/L 1.1%, ïEUR Zambezi Fund P/L 0.7%. ïEUR Kingdom Employee Share Trust 5%, ïEUR Southern Africa Enterprise Development Fund – 8% redeemable choice shares amounting to US$1,5m once the first investee organization in Southern Africa from the United States Fund started by United States President Bill Clinton, ïEUR Weiland Investments, a company owned by Mr Richard Muirimi, an extended standing friend of Nigel and associate in fund administration company took up 1.7%, Garmony Investments 71.7% -executive administrators. ïEUR After a rights concern Zimnat dropped to 4.8% while FML transpired to 14.3%.

In 1998, Kingdom launched four product Trusts which proved popular with the marketplace. At first these items had been focused at individual customers of the rebate home in addition to personal portfolios of Kingdom Stockbroking. Hostile marketing and advertising and awareness promotions established the Kingdom device Trust as the utmost well-known retail model of the team. The Kingdom brand name was thus created.

Purchase of Discount business of Zimbabwe (DCZ)

After a spurt of organic growth, the Kingdom entrepreneurs made a decision to hasten the growth rate synergistically. They set out to get the earliest rebate home in the country and globe, The Discount business of Zimbabwe, which was a listed entity. With this particular acquisition Kingdom would acquire critical competences in addition to achieve the much coveted ZSE listing cheaply through a reverse listing. Initial efforts at a negotiated merger with DCZ were rebuffed by its executives who could not countenance a forty year old institution being swallowed up by a four year old business. The entrepreneurs were not deterred. Nigel approached his friend Greg Brackenridge at Stanbic to invest in and impact the acquisition of the sixty percent shares of in the hands of approximately ten shareholders, on the part of Kingdom Financial Holdings but become put into the ownership of Stanbic Nominees. This tactic masked the identification of the acquirer. Claud Chonzi, the National Social Security Authority (NSSA) GM and a pal to Lysias Sibanda (a Kingdom exec director), consented to act as a front in negotiations with the DCZ shareholders. NSSA is a well known institutional buyer and therefore these shareholders might have believed that they certainly were coping with an institutional buyer. When Kingdom monitored 60% of DCZ, it annexed the organization and reverse listed itself onto the stock market as Kingdom Financial Holdings Limited (KFHL). Due to the negative genuine rates of interest, Kingdom effectively used financial obligation finance to shape the acquisition. This acquisition and subsequent listing gave the as soon as despised youthful entrepreneurs self-confidence and credibility on the market.

Various Other Strategic Acquisitions

Inside the exact same year Kingdom vendor Bank obtained a strategic stake in CFX Bureau de Change possessed by Sean Maloney in addition to another stake in a greenfield microlending franchise, Pfihwa P/L. CFX was became KFX and found in many forex trading activities. KFHL put as a strategic purpose the acquisition of an additional 24.9% stake in CFX Holdings to shield the original financial investment and make certain administration control. This didn’t work-out. Alternatively, Sean Maloney opted out and annexed the failed Universal vendor Bank licence to form CFX vendor Bank. Although Kingdom executives contend your alliance were unsuccessful because of the abolition of bureau de change by government, it appears that Sean Maloney refused to quit control of the additional shareholding desired by Kingdom. It consequently could be reasonable that once Kingdom cannot get a grip on KFX, a fall out ensued. The liquidation for this financial investment in 2002 triggered a loss of Z$403 million thereon financial investment. But it was manageable in light of the powerful team profitability.

Pfihwa P/L financed the casual industry as a kind of business social responsibility. Nevertheless when the hyperinflationary environment and stringent regulatory environment encroached in the viability of the task, it had been wound up during the early 2004. Kingdom pursued its financing of the casual industry through MicroKing, which was established with worldwide support. By 2002 MicroKing had eight limbs located in the midst of, or almost, micro-enterprise clusters.

In 2000, due to increased activity on the foreign currency front within the banking sector, Kingdom opened a private banking facility through the discount house to exploit revenue streams from this market. After marketplace styles, it involved the insurance organization AIG to go into the bancassurance marketplace in 2003.

Meikles Strategic Alliance

In 1999 the entrepreneurial Chanakira on advice from his executives and legendary business finance group from Barclays lender led because of the affable Hugh Van Hoffen entered into a strategic alliance with Meikles Africa whereby it injected some Z$322 million into Kingdom for an equity shareholding of 25%. Interestingly, the offer almost folded on prices as Meikles just desired to spend $250 million whilst KFHL valued by themselves at Z$322 million that genuine terms was the largest personal industry bargain done between an indigenous lender and a listed business. Nigel testifies it was a walk through the imperfect Celebration Church web site in the Saturday preceding the signing of the Meikles bargain that led him to sign the offer which he saw as a method for him to sow an impressive seed in to the church to improve the Building Fund. God was faithful! Kingdom’s share price increased significantly from $2,15 during the time he made the commitment to the Pastor completely to $112,00 because of the after October!

In exchange Kingdom obtained a powerful cash-rich shareholder that permitted it entrance into retail banking through a cutting-edge in-store banking strategy. Meikles Africa opened its retail limbs, particularly TM Supermarkets, Clicks, Barbours, Medix Pharmacies and Greatermans, as circulation networks for Kingdom commercial lender or as members offering deposits and calling for banking services. It was a less expensive way of entering retail banking. It proved helpful during 2003 cash crisis because Meikles having its massive cash sources within its sections assisted Kingdom Bank, thus cushioning it from a liquidity crisis. The alliance in addition lifted the reputation and credibility of Kingdom Bank and created the opportunity for Kingdom to invest in Meikles Africa’s clients through the jointly possessed Meikles Financial solutions. Kingdom offered the financing for all rent and hire expenditures from Meikles’ subsidiaries, thus driving product sales for Meikles while offering effortless lending opportunities for Kingdom. Meikles handled the partnership with the client.

Meikles Africa as a strategic shareholder guaranteed Kingdom of success whenever recapitalisation was needed and contains improved Kingdom’s brand name picture. This strategic relationship has generated effective synergies for mutual benefit.

Commercial Banking

Exploiting the opportunities as a result of the strategic relationship with Meikles Africa, Kingdom made its first into retail banking in January 2001 with in-store limbs at tall Glen and Chitungwiza TM supermarkets. The goal was principally the size marketplace. This rode in the powerful brand name Kingdom had created through the product Trusts. In-store banking offered low cost delivery channels with minimal investment in physical. By the end of 2001, thirteen limbs had been functional around the world. This observed a deliberate strategy for intense roll-out of the limbs with two leading limbs ïEUR­ïEUR one out of Bulawayo and other in Harare. There was clearly a giant emphasis on an IT driven strategy with considerable cross-selling between the commercial lender and other SBUs.

However, it was further unearthed that there is a market the upmarket customers and therefore Crown banking outlets had been established to broaden the target marketplace. In 2004, after shutting three in-store limbs in a rationalization workout, there were 16 in-store limbs and 9 Crown banking outlets.

The entrance into commercial banking was most likely held during the incorrect time, considering the imminent alterations in the banking industry. Commercial banking does provide low priced deposits, but during the price of huge staff prices and person resource administration complications. Nigel concedes that, with hindsight, this can have been delayed or done at a slower rate. But the need for increased share of the market in a fiercely competitive industry necessitated this. Another basis for persisting with the commercial banking task was that of previous agreements with Meikles Africa. It is possible that Meikles Africa was obsessed about the equity take-up bargain in the straight back of promises to take part in in-store banking, which would boost income for the subsidiaries.

Revolutionary Products and Services

KFHL continued its intense pursuit of product development. After the failure of the KFX task, CurrencyKing was established to carry on the work. But it was abolished in November 2002 by government ministerial input whenever bureau de change had been prohibited so that you can stamp down parallel marketplace forex trading.

Unfortunately this government choice was mistaken for not merely achieved it don’t banish forex parallel trading but it drove underground, managed to get more lucrative and consequently the us government destroyed all control of the management of the exchange rate.

In October 2002, KFHL established Kingdom Leasing after becoming awarded a finance home licence. Its mandate would be to exploit possibilities to trade-in financial leases, rent hire and short term financial products.

Regional Development

Around 2000 it became evident your domestic marketplace was very competitive, with limited leads of future growth. A decision was meant to broaden income channels and reduce nation threat through penetration in to the local markets. This tactic would exploit the confirmed competences in securities trading, asset administration and business consultative services from a small capital base. Which means entrance had reasonable threat with regards to capital shot. Taking into consideration the foreign currency control limits and shortage of forex in Zimbabwe, it was a prudent strategy but not without its disadvantage, since is going to be noticed in the Botswana endeavor.

In 2001, KFHL obtained a 25.1% stake in a greenfield banking enterprise in Malawi, very first Discount House Ltd. To guard its financial investment and make certain managerial control, an executive director and dealership had been seconded towards the Malawi endeavor while Nigel Chanakira chaired the Board. This financial investment features continued to develop and produce positive comes back. At the time of July 2006 Kingdom had finally managed to up its stake from 25,1% to 40% in this financial investment that can in the end get a grip on it to the level of seeking a conversion of the permit to a commercial lender.

KFHL in addition took up a 25% equity stake in Investrust vendor Bank Zambia. Franky Kufa was seconded to it as an executive director while Nigel took a seat in the Board.

KFHL was promised an alternative to get a managing stake. Nevertheless when the financial institution stabilized, the Zambian shareholders entered into some debateable transactions and were not prepared to enable KFHL to up it is stake therefore KFHL made a decision to take out as interactions turned frosty. The Zambian Central Bank intervened with a promise to give KFHL its very own banking permit. This didn’t materialize once the Zambian Central Bank exploited the banking crisis in Zimbabwe to reject KHFL a licence. An acceptable advanced of Z$2.5 billion was obtained at disinvestment.

In Botswana, a subsidiary called Kingdom Bank Africa Ltd (KBAL) was established as an overseas lender in International Finance Centre. KBAL was designed to spearhead and handle local projects for Kingdom. It was headed by Mrs Irene Chamney, seconded by Lysias Sibanda with the concurrence of Nigel after managerial difficulties in Zimbabwe. Two other senior executives had been seconded there. She effectively set up the KBAL’s banking infrastructure together with good relations with the Botswana authorities.

But the company model chosen of an overseas lender before a domestic Botswana vendor lender permit ended up being the Achilles heel of the lender more so when the Zimbabwe banking crisis occur between 2003 and 2005. There have been fundamental differences in how Mrs Chamney and Chanakira saw the financial institution enduring and going forward.

In the end, it had been considered sensible for Mrs. Chamney to leave the financial institution in 2005. In 2001 KFHL obtained the mandate once the only supplier of the United states Express card in entire of Africa excluding RSA. It was taken care of through KBAL. Kingdom Private Bank was transported from the rebate home in order to become a subsidiary of KBAL because of the prevailing regulatory environment in Zimbabwe.

In 2004 KBAL was briefly placed directly under curatorship considering undercapitalisation. During this period the parent organization had regulatory constraints that stopped forex capital shot.

A remedy was found in the sourcing of regional lovers and transfer of US$1 million previously realised from the profits of the Investrust liquidation to Botswana. Nigel Chanakira took an even more active administration part in KBAL due to its huge strategic relevance towards the future of KFHL. Currently attempts tend to be underway to acquire an area commercial lender licence in Botswana aswell. When this is obtained there’s two possible situations, particularly keeping both licences or stopping the offshore licence.

The interviewees had been divided within their opinion about this. Yet my view, judging from the stakeholder power involved, KFHL is likely to give-up the off coast banking licence and make use of your local Kingdom Bank Botswana (Pula Bank) licence for local and domestic growth.


The staff complement expanded from the initial 23 in 1995 to more than 947 by 2003. The development was consistent with the developing establishment. It exploded, specifically during launch and growth of the commercial lender. Kingdom from creation had a solid person resourcing strategy which entailed considerable training both internally and externally. Ahead of the forex crisis, staff members had been delivered for learning these types of countries as RSA, Sweden, India and USA. Inside individual of Faith Ntabeni Bhebhe, Kingdom had a dynamic HR driver which created effective HR systems the growing behemoth.

As an indication of its commitment to creating the person resource capacity, in 1998 Kingdom Financial providers entered a management agreement with Holland based AMSCO the provision of seasoned bankers. Through this strategic alliance Kingdom strengthened its abilities base and increased opportunities for abilities transfer to residents. This assisted the entrepreneurial bankers develop a good managerial system the lender as the seasoned bankers from Holland compensated the youthfulness of the growing bankers. Exactly what a foresight!

In-house self-paced interactive discovering, team development workouts and mentoring had been all the main discovering selection directed at building the person resource capacity of the team. Work and work profiling was introduced to most useful match staff members to appropriate posts. Job course and succession planning had been welcomed. Kingdom was initial entrepreneurial lender to possess smooth unforced CEO transitions. The founding CEO offered the baton to Lysias Sibanda in 1999 while he stepped in to the part of Group CEO and board deputy seat. His part was today to pursue and spearhead worldwide and local niche financial markets. A couple of years later on there is another change of the shield as

Franky Kufa stepped in since Group CEO to restore Sibanda, which resigned on medical reasons. One could believe these smooth transitions had been because the baton was driving to founding administrators.

Utilizing the explosive growth in staff complement because of the commercial lender task, culture problems surfaced. Consequently, KFHL engaged in an enculturation programme resulting in a culture change dubbed “Team Kingdom”. This culture must be strengthened considering dilutions through considerable mergers and purchases, considerable staff return because of increased competition, emigration to greener pastures and age profile of the staff increased the risk of large mobility and deceptive activities in collusion with people in the general public. Culture changes tend to be tough to impact and their effectiveness even more difficult to evaluate.

In 2004, with a top staff return of around 14%, a payment strategy that band fenced critical abilities enjoy it and treasury was implemented. As a result of reasonable margins and financial stress experienced in 2004, KFHL destroyed more than 341 staff members considering retrenchment, all-natural attrition and emigration. It was acceptable as profitability dropped while staff prices soared. During this period, staff prices accounted for 58% of most expenditures.

Inspite of the impressive growth, the financial performance whenever rising prices adjusted was mediocre. Really a loss place was reported in 2004. This growth was severely affected because of the hyperinflationary problems and limiting regulatory environment.


This article shows the determination of entrepreneurs to drive through to the realisation of these dreams despite considerable odds. In a subsequent article we shall handle the challenges faced by Nigel Chanakira in solidifying his opportunities.