My professional career has been rooted in teaching experience. My very first employment was that of a school teacher in Shree Madhawaliya Secondary School at Bhairahawa while pursuing my intermediate studies in 1993/94. Later on, I moved to Kathmandu for further studies. For reasons of poverty on the part of my parents, I was required to work along with studying. Subsequently, I moved to sales and marketing at Belganga Ayurvedic Pharmaceuticals in 1995 and remained there almost for two years. My job was to manage sales in eastern Nepal, always on the move. The requirement of balancing study and travelling was unbearable, so I had to leave the job after two years. Later, I returned to teaching once again and joined employment at Kumari School in Jaisideval, Kathmandu, and remained there almost for two years.
After completing my Master’s Degree, I went back to Bhairahawa and resumed my teaching profession, teaching 10+2 students at Buddhajyoti Higher Secondary School. After a few years, I again moved to Kathmandu to work in the secretariat of the Minister, along with pursuing my teaching profession at Prasadi Academy, which I believe was one of the highlight moments of my teaching profession. I was teaching Business Studies and Marketing, and it inspired me to establish colleges and become actively involved in the education business. Along with other like-minded professionals, we established GS College in Kalimati, Kasthamandap College of Management at Kalanki, and purchased Nepalya College at Kalanki. I was also involved in reviving the School of Environmental Science and Management, which operates under Pokhara University. Later, I changed out of the education sector.
I was appointed to the position of General Manager at Industrial District Management Limited, Balaju. This role provided me with invaluable experience, honed my leadership and management skills, and enabled me to guide the organisation onto a positive trajectory. During my tenure of one-and-a-half years, I fostered closer relationships between industries (industrialists) and labour (trade unions). I successfully conducted two annual general meetings (AGMs) and facilitated the removal of struggling industries from the district. Consequently, IDML achieved a 150% profit during that period.
My ambition then led me to pursue a career in the corporate sector. I joined Rastriya Beema Sansthan as a Board Director, and subsequently, in 2016, the Board appointed me as Deputy Administrator. This marked another significant turning point in my professional life. Shortly after my appointment, I assumed the responsibilities of Acting Administrator for approximately eight months, as the incumbent Administrator’s term concluded.
Succession planning for Human Resources was absent. Consequently, by 2018, only the 1995/96 and 2010 batches, with only one-third of their original numbers remaining, would have been present if recruitment had not been undertaken. As the management head, initiating the recruitment process presented a considerable challenge. I commenced negotiations with the staff, persuading them to accept a step promotion, acting from the 6th level upwards. I took the initiative to amend the Staff Administration Bylaws, incorporating feasible and rational staff benefits, and secured government approval. Subsequently, the staff cooperated, and I simultaneously initiated the staff recruitment and internal promotion processes.
Following this, I began strategically exploring business expansion. We proposed the concept of providing insurance schemes to civil servants and other government payroll employees. While insurance savings funds existed at the Citizen Investment Trust, direct insurance policy sales were absent. With government approval to transform the fund into an insurance scheme for civil servants, police, army, and teachers, among others, we launched insurance policies worth Rs. 2 lakhs, with 50% contributions from the government. This scheme continues to operate, generating an annual business volume of Rs. 4 billion.
Upon joining Rastriya Beema Sansthan, I found that the annual general meeting (AGM) had been pending since 2003. I played a pivotal role in coordinating with the regulatory agency, the Nepal Insurance Authority (formerly the Insurance Board), and the Ministry of Finance. We successfully secured approval for the balance sheets of fiscal years 2003/4, 2004/5, and 2005/6, and conducted a joint AGM of Rastriya Beema Sansthan and Rastriya Beema Company. In the following consecutive year, we obtained approval for the financial statements of fiscal years 2006/7 and 2007/8, and subsequently concluded the AGM. During this period, I contested for the position of CEO of Rastriya Beema Company; however, the selection process was protracted and ultimately cancelled. I also applied for the CEO position at Rastriya Beema Company, was selected, and resigned from my post as Deputy Administrator of Rastriya Beema Sansthan; nevertheless, I did not receive an appointment letter from the government.
Subsequently, I returned to teaching, a profession I find deeply fulfilling. I am also affiliated with the Nepal Marketing Association (NMA) as a member, an organisation established to bridge the gap between industry and academia for the professional development of marketing. I currently teach management and marketing at various colleges.
During my tenure at Rastriya Beema Sansthan, I also served as a Board Director at the Citizen Investment Trust (CIT). In my inaugural Board meeting, the agenda included approving a loan sanction of approximately Rs. 12 billion to Nepal Airlines. Initially, I was apprehensive, and I subsequently urged the Board to consider the magnitude of the public funds involved. Although CIT was not a direct purchaser, the Board faced a formidable decision. Ultimately, after the government provided guarantees, the Board authorised management to sanction the loan during the second Board meeting.
Following my resignation from Rastriya Beema Sansthan, I did not immediately seek new employment. Instead, I focused on enhancing my expertise in Disaster Risk Reduction & Management (DRRM) and aligning risk coverage with insurance. In the interim, the Ministry of Finance appointed me as a Board Director of Bishal Bazar Company. From 2018 to 2021, I held the position of Deputy CEO at Ajod Insurance.
Since June 2024, I have been serving as the CEO of Nepal Reinsurance Company Ltd. Regarding my leadership skills, I am consistently guided by a progressive approach and firmly believe in transparency, collaborative consultation, and teamwork. I advocate for dynamic leadership, robust networking and strong interpersonal relationships. My strengths lie in marketing and human resource management, as well as forward planning and strategic thinking. I possess adept team formation and mobilisation skills, coupled with prompt decision-making and negotiation abilities, alongside effective communication and motivational skills.
I have accumulated extensive experience in both the public and private sectors. Drawing upon this experience, I advise professionals and those seeking career opportunities to identify their areas of interest and cultivate the ability to analyse advantages, disadvantages and risk tolerance.
As a person with a positive mindset, I am consistently driven by the principle of “I can do it.” In management and HR, when presented with opportunities, one should refrain from saying “I can’t,” and a crucial aspect of developing oneself as a leader is a persistent eagerness to learn. Learning is a lifelong endeavour.
As a leader, prioritising openness and consultation, while setting aside ego and attitude, is of paramount importance. A proficient leader must possess a profound understanding of the underlying causes of ego and attitude, as mobilising human resources or progressing without addressing these issues will hinder effective outcomes. In my experience, my strong case research abilities enable me to navigate complex issues and devise solutions within behavioural practices.
As a leader, I am also a continuous learner, and I have managed human resources in both the public and private sectors. Based on my observations, the private sector is more results-oriented, with a focus on task completion and goal achievement. Conversely, the public sector emphasises process adherence; if due process is not followed, the result is deemed insignificant. Another distinguishing factor between the public and private sectors pertains to their treatment of personnel. The public sector offers greater flexibility and prioritises people over tasks, whereas the private sector prioritises tasks, irrespective of the individuals involved. This disparity has prompted HR experts to explore the integration of best practices from both sectors to develop more effective HR strategies.
In examining the HR practices of Nepal Reinsurance, we have integrated elements from both the public and private sectors. The successful implementation of new strategies hinges on the perceptions, adaptability and resilience of the team, necessitating a gradual and progressive approach. As a management leader, I consistently strive to foster closer collaboration among management, the Board, staff and the industry. In my capacity as a management leader, I maintain an open-door policy, actively listening to all stakeholders, from janitorial staff to Board members and investors, and acting based on rational considerations. I advocate for sharing, consultation, embracing transformation, change, and technology-driven and innovative solutions to enhance efficiency and effectiveness in delivering results.
Drawing upon my experience in working with and leading various institutions, I am confident in my ability to make substantial contributions to the growth of any associated business. My aptitude for rapid decision-making, coupled with my experience serving on the Boards of Rastriya Beema Sansthan, Bishal Bazar Company, and Citizen Investment Trust, has broadened my perspectives and enhanced my strategic thinking. I have cultivated my skills as an effective communicator and have developed the ability to present myself professionally in any situation. Furthermore, stemming from my teaching background, I excel as a mentor and trainer.
In management, a position represents a liability or responsibility. To achieve organisational goals, I motivate the team and encourage staff to embrace accountability. Fundamentally, to empower them to assume responsibility, I prioritise providing all necessary logistical and infrastructural support, eliminating barriers (legal and procedural), and enhancing their professional skills and confidence. For instance, regarding barriers, we lacked a strategic plan, financial procedures/bylaws, and procurement bylaws, among other things. Another challenge within HR is the “boss is always right” mentality, or the dismissal of others’ perspectives. Leaders within a company often fail to listen to their staff, but effective leaders must prioritise active listening, as it is crucial for finding solutions.
Nepal Reinsurance Company Ltd. is a company established under a public-private partnership model; however, we operate within a bureaucratic framework and adhere to procedures and rules set by the Public Service Commission (PSC), as we recruit staff through PSC examinations. Although this is a service-oriented company that needs to compete with market norms, we can scarcely implement the performance evaluation indicators utilised in the private sector.
Fundamentally, I am consistently driven by the principles of leadership to effect change. While leadership entails liability and responsibility, it also offers social recognition, personal fulfillment and the capacity to deliver tangible results.
Currently, Nepal Reinsurance Company secures business from 14 countries, with a primary focus on treaty reinsurance, which constitutes a smaller segment of the reinsurance market. Previously, we engaged in facultative reinsurance, but due to incurred losses, we discontinued this practice. Presently, the majority of our business originates from Nepal, with only 8-9% derived from foreign sources. In the case of life insurance companies, 100% of their business must be placed with reinsurance companies based in Nepal. Non-life insurance companies allocate their business across various categories, including direct cession (DC) at 6% and treaty reinsurance at 15%. For the remaining business, in accordance with the Directives of the Nepal Insurance Authority, Nepali reinsurance companies possess the first right of refusal. Non-life insurance companies can only place the remaining business elsewhere if Nepali reinsurance companies decline to accept it. We are currently acquiring facultative reinsurance (property, hydro, etc.) from within Nepal.
Presently, we are undergoing the company rating process, which is anticipated to be completed by March. This rating will facilitate the acquisition of business from foreign countries.
In conclusion, I would like to convey to fresh graduates seeking entry into the insurance industry, particularly the reinsurance sector, that abundant opportunities exist. This sector offers virtually limitless potential, especially for those possessing strong marketing skills, particularly within the life insurance domain. In the non-life sector, robust networking skills are paramount. Specifically, in the field of reinsurance, individuals who cultivate professional competencies and strong networks can transcend national borders and work internationally. Surveyors and reinsurance brokers within this field enjoy substantial earnings. Furthermore, there is no age restriction for those providing consulting services to insurance and reinsurance companies; they can remain active as long as they are capable.
Finally, I wish to emphasise that insurance is a social service, providing crucial support during times of need and difficulty. While other factors contribute to comfort and prosperity, they can also be subject to change and loss.
