Centenary Bank, Managing Director Fabian Kasi has reflected on his 16 years at the helm of the financal institution.
Kasi will at the end of the month leave Centenary Bank that he joined in 2010 from Bank of Uganda.
Speaking during an interaction with journalists, Kasi said he is happy he leaves behind a legacy defined by rapid growth, digital transformation, financial inclusion and institutional trust.
“I’m part of this team. I’m leading this team to help this bank do what it has done,” Kasi said, while thanking customers, regulators, shareholders, partners and staff for supporting the bank’s journey.
Kasi joined Centenary Bank in 2010, after successfully applying for the position of Managing Director. At the time, he described the role as daunting but embraced the challenge with determination.
“When I saw the advert, it looked like a very big thing. But I had always been told that when you are starting out, shoot for the moon. If you miss it, you land among the stars,” he recalled.
When Kasi assumed office, Centenary Bank was largely known for serving farmers and rural communities but faced operational challenges, including long customer queues and limited digital banking infrastructure.
His vision was to improve customer experience while preserving the bank’s mission of serving underserved populations.
Over the years, the bank invested heavily in technology and alternative delivery channels, introducing mobile banking, internet banking and one of the country’s largest agency banking networks.
“We now have very robust systems of service delivery. People can use their phones, internet banking is available, and we have over 9,000 agents across the country,” Kasi said.
The bank’s footprint also expanded significantly, growing from 37 branches in 2009 to 82 branches nationwide.
Growth in Numbers
Under Kasi’s leadership, Centenary Bank recorded remarkable growth across key performance indicators.
Loan disbursements grew from approximately Shs400 billion to more than Shs4.5 trillion in outstanding credit, while customer deposits increased from about Shs700 billion to nearly Shs6 trillion.
Customer numbers also surged as the bank deepened its reach into communities traditionally excluded from formal financial services.
Asked to describe his tenure in three words, Kasi chose: Growth, Transformation and Impact.
“We talk about numbers, but behind those numbers is purpose. People are able to pay back loans because their businesses are doing well. That means lives are being transformed,” he said.
Despite the impressive financial growth, Kasi believes the bank’s greatest achievement has been earning and maintaining public trust.
“The only commodity we sell to the public is trust. If trust is eroded even for a single day, then we lose the plot,” he said.
According to Kasi, the confidence customers place in the bank has been central to every milestone achieved over the past 16 years.
He credited this trust to transparency, accountability and a commitment to always communicate facts, even in difficult situations.
“There is nothing more important than telling people the truth. Once you tell them the facts, they trust you,” he noted.
A cornerstone of Kasi’s leadership was expanding financial inclusion beyond traditional banking customers.
The bank introduced tailored programmes for women, youth and refugees, groups that often struggle to access formal financial services.
“We have been deliberate and intentional about including people who are usually excluded. That is the purpose of this institution,” he said.
The strategy aligned closely with Centenary Bank’s founding mission of supporting social and economic transformation among ordinary Ugandans.
Reflecting on leadership, Kasi said understanding people remained one of the biggest challenges and responsibilities of any leader.
He emphasised the importance of earning trust through competence, integrity and results.
“You need to project competence. You need integrity. You need to be result-oriented. Those things determine whether people trust you or not,” he explained.
He also stressed the importance of decisiveness.
“As a leader, you are supposed to create solutions. Even if you make a wrong decision, it becomes an opportunity to learn and improve,” he said.
Managing a workforce spanning multiple generations also required flexibility.
Centenary Bank now employs approximately 3,400 staff, making it one of Uganda’s largest private sector employers.
“The way you lead Gen Z is different from how you lead older generations. A leader must understand those differences and adapt,” he said.
Kasi urged young professionals to focus on creating value rather than obsessing over salaries.
“Look beyond the salary. Ask yourself what value you are bringing to the organisation,” he advised.
He encouraged young employees to distinguish themselves through visibility, initiative and continuous learning.
“Show up. Stand out. Be prepared. Continue being a student throughout your career,” he said.
According to Kasi, preparedness and consistency are among the most important ingredients for long-term success.
Beyond banking, Kasi highlighted Centenary Bank’s long-standing partnership with Rotary Uganda in supporting cancer awareness and treatment initiatives.
The bank adopted cancer awareness as one of its key corporate social responsibility pillars and has supported the Rotary Cancer Run for 15 years.
“If there is something we can do to help people affected by cancer, then it is the right thing to do,” Kasi said.
He noted that the partnership has helped raise awareness about early cancer detection while supporting treatment infrastructure.
Asked about the personal habit that shaped his leadership journey, Kasi pointed to consistency.
Whether exercising, attending Rotary meetings, reporting to work early or fulfilling personal commitments, he believes consistency creates momentum and long-term success.
“I like the concept of consistency. You do small things consistently and over time they become big things,” he said.
He cited the popular book Atomic Habits as one of the inspirations behind his approach.
As he prepares to hand over leadership, Kasi says he is confident that Centenary Bank’s future remains bright.
He pointed to the institution’s strong workforce, growing technological capabilities and expanding ecosystem of subsidiaries as key drivers of future growth.
The bank is currently implementing a new core banking system worth approximately USD 20 million (about Shs73 billion), expected to enhance service delivery significantly.
It is also preparing to launch a new banking wallet that will allow customers and non-customers alike to access a range of financial services through digital channels.
“We have invested heavily in technology, and there are many more innovations coming,” he said.
Beyond banking, the broader Centenary Group now includes a technology company, a foundation, an asset management company and plans for insurance and other financial services ventures.
“This ecosystem ensures sustainability and continued growth,” Kasi noted.
As he concludes a tenure that transformed Centenary Bank from a largely traditional lender into one of Uganda’s most influential financial institutions, Kasi says the foundation has been laid for the next generation of leaders to continue building on that legacy.
“Growth, transformation and impact — those are the three words that define our journey. And I believe that journey will continue.”
