How NCBA’s Five-Year Execution Blueprint Redefined Banking Leadership in Africa

As John Gachora, the Managing Director of NCBA Group, stood to discuss the group’s performance for the 2025 financial year, it was clear he was a man proud of what his team had achieved over the past 5 years. Known for his humor, delivered in a manner that sometimes requires a third eye to sieve through, Gachora outlined what the brand had achieved since its inception 5 years ago.

The group’s performance over the 2020–2025 period stood out as a masterclass in disciplined execution that told a tale of clarity, consistency, and courage. The result is a transformation that positions the Group not just as a strong regional player, but as a benchmark for modern African banking.

Customer experience was the top focus. Achieving a Net Promoter Score of 72 percent in 2025 is no small feat in a sector often criticized for friction-filled interactions. This signals a shift from transactional banking to relationship-driven engagement—where trust, convenience, and responsiveness define brand equity. Recognition across customer service, sustainability, governance, and business solutions further reinforces that this is not a cosmetic transformation, but a deeply embedded institutional culture.

Equally compelling is the Group’s aggressive push to scale retail banking. Doubling the customer base while expanding from 89 to 123 branches reflects a dual strategy—leveraging both physical presence and digital channels. In a market like Kenya, where financial inclusion and accessibility remain critical, this hybrid model ensures that growth is not only rapid but also inclusive. It demonstrates an understanding that while digital banking is the future, physical touchpoints still play a crucial role in trust-building and customer acquisition.

NCBA’s dominance in corporate banking and asset finance reveals another layer of strategic maturity. Maintaining over 30 percent market share in asset finance since 2020 is not accidental—it is the result of targeted sector focus, disciplined pricing, and strong partnerships. Innovations such as NCBA ConnectPlus and AI-powered Carduka highlight how the bank is not just participating in the corporate banking space but actively redefining it. Bringing over 20,000 customers onto a cloud-based transactional platform and onboarding 6 million users through digital solutions signals scale, but more importantly, it signals relevance in a rapidly evolving financial ecosystem.

However, the most transformative pillar is arguably digital transformation. Disbursing KES 1.4 trillion in digital loans across Sub-Saharan Africa is a staggering achievement that underscores NCBA’s leadership in digital financial services. This is not just about volume—it is about accessibility, speed, and the democratization of credit. By ensuring that digital contributes 32 percent of Group profitability, NCBA has effectively future-proofed its business model. It has moved from viewing digital as a support function to positioning it as a core revenue driver.

Behind all these achievements is a deliberate investment in people and culture. Growing the workforce from 2,512 to over 4,000 employees while earning Top Employer certification in 2026 reflects a recognition that strategy execution is ultimately a human endeavor. High-performance cultures are not built overnight—they are cultivated through leadership development, continuous learning, and a shared sense of purpose. NCBA’s ability to scale its workforce while maintaining performance standards is a testament to strong internal alignment.

Taken together, these five pillars tell a story of a bank that understands the interplay between scale, innovation, and culture. NCBA’s journey over the past five years is a powerful reminder that sustainable success in banking is no longer about size alone—it is about agility, customer obsession, and the intelligent use of technology.

As the African financial landscape becomes increasingly competitive, NCBA’s model offers valuable lessons. Strategy must be clear, execution must be relentless, and innovation must be continuous. In that regard, NCBA has not just executed a plan—it has redefined what success looks like in modern African banking.

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