Chief Dr. Doliwura Awushi Abdul-Malik Seidu Zakaria has revealed that the National Investment Bank (NIB) Plc recorded a combined profit of GH¢438 million in 18 months following a major turnaround strategy implemented under his leadership.
According to the author of the book Rebuilding Confidence, Restoring Strength, NIB’s profit increased from GH¢3.1 million in 2024 to GH¢344 million in 2025, before recording an additional GH¢94 million in profit in the first half of 2026.
Chief Dr. Doliwura disclosed the figures on Tuesday, July 21, 2026, at the launch of his autobiography at the British Council in Accra.
Also read: Bagbin hails Doli-Wura’s ‘Midas touch’ for transforming NIB, urges Ghanaians to read his story
He said the transformation of the bank was not the achievement of one individual but the result of a collective effort involving the Board, management, staff, customers and other stakeholders.
“What awaits me at this event is to tell you the story of how we turned NIB around,” he said.
NIB deposits surge
Chief Dr. Doliwura said one of the key strategies behind NIB’s rapid recovery was his decision to take full responsibility for the institution and personally lead efforts to mobilise deposits.
He said the bank’s deposits increased significantly from GH¢6.4 billion in 2024 to GH¢12.9 billion within 18 months.
“I led by example, moved to the field and to decision-makers to mobilise deposits,” he said.
According to him, the strategy was critical to restoring confidence in the bank and strengthening its financial position.
Chief Dr. Doliwura also attributed the bank’s transformation to the effective use of his wider network, which he said helped NIB become the first bank to be recapitalised within four months.
He disclosed that NIB received GH¢1.97 billion in total recapitalisation funds, which significantly strengthened the bank’s balance sheet.
The recapitalisation, he said, contributed to an increase in NIB’s total assets from GH¢5.8 billion in 2024 to GH¢14.9 billion as of June 2026.
He disclosed that the bank’s negative total equity, which stood at GH¢851 million in 2024, had turned positive, reaching GH¢1.64 billion by June 2026.
The bank’s Capital Adequacy Ratio (CAR) also improved from a negative 47 per cent in 2024 to a positive 48.1 per cent as of June 2026, he stated.
Chief Dr. Doliwura added that NIB’s non-performing loans had declined from 76 per cent in 2024 to 52.21 per cent.
NIB cuts costs by 25%
The NIB turnaround strategy also included a major drive to eliminate waste across the institution.
Chief Dr. Doliwura said the bank had achieved 25 per cent cost savings across the board through what he described as the complete elimination of waste.
“Through complete elimination of waste, we are saving 25 per cent of cost across board,” he said.
He described the results achieved within 18 months as a significant milestone in the bank’s recovery.
“Drolor Chairman, Rt. Hon. Speaker, Distinguished Guests, that is the record in 18 months,” he stated.
Despite the progress made, Chief Dr. Doliwura cautioned against viewing the NIB turnaround as a completed project.
He said the institution still had several reforms to complete and systems that required further strengthening.
“There are branches that are undergoing modernisation and opportunities yet to be fully realised,” he said.
According to him, sustainable institutional transformation cannot happen within a single year, stressing that while foundations could be laid within months, strong institutions are built over several years and sometimes generations.
He said the central message of his autobiography was that leadership is not about achieving perfection but moving an institution from where it is to where it ought to be and leaving it stronger than it was found.
Account of only victories, not a lesson’
Chief Dr. Doliwura said he deliberately wrote the book as a learning document rather than a celebration of personal achievements.
He said leaders must be willing to listen, adjust, acknowledge mistakes and improve their approaches.
“No leader grows by pretending to have all the answers. We grow by listening, adjusting, admitting mistakes, and improving,” he said.
He added: “An account that records only victories is not a lesson; it is merely a celebration. I wanted this book to be a learning document.”
The NIB chief also used the occasion to acknowledge the contributions of individuals, institutions and businesses that supported the bank during its transformation.
He said his primary responsibility as a leader was to create an environment in which people could contribute their best.
According to him, institutions are ultimately transformed by people and not merely by infrastructure, technology or policies.
“Buildings do not transform institutions. Technology alone does not transform institutions. Policies and procedures, important as they are, do not transform institutions. People do,” he said.
He stressed that employees perform better when they are trusted, empowered, developed and inspired by a purpose beyond themselves.
Chief Dr. Doliwura said the transformation had also created opportunities for young employees to grow and helped restore confidence among customers who had previously become uncertain about the bank’s future.
Addressing leaders of banks, businesses, public institutions, traditional areas and communities, Chief Dr. Doliwura urged them to embrace the principle of stewardship.
“Your institution is not yours; you are merely its steward for a season,” he said.
He explained that leadership should not be viewed as ownership but as a responsibility to preserve, strengthen and hand over institutions in better condition to future generations.
He urged leaders to undertake difficult work today even when they might not personally benefit from the results.
“We invest in institutions whose full impact may only be seen years later. We make sacrifices for generations we may never meet,” he said.
Decline is not destiny
Chief Dr. Doliwura said the NIB experience demonstrated that struggling institutions could be rebuilt through determined leadership, collective effort and a commitment to restoration.
He expressed hope that his autobiography would inspire readers to believe that institutional decline was not permanent.
“If this book serves any purpose beyond telling the story of one institution, I hope it reminds readers that decline is not destiny, that broken institutions can be rebuilt, and that determined people can accomplish more than circumstances often suggest,” he said.
He insisted that the NIB turnaround should not be credited to him alone but to the many people who contributed to the difficult process of rebuilding the institution.
“The story recorded in these pages is not the story of one man. It is the story of many people choosing to begin the difficult work of restoration,” he said.
Chief Dr. Doliwura offered a symbolic message on the future of NIB and Ghana’s institutions, stating, “The tree has been planted. The shade is for others.”