How ‘Powerful Motivator Tony Elumelu’ Inspires Me Beyond Target – UBA Director, Joseph Abena

Joseph Abena, Regional Director of United Bank for Africa (UBA), overseeing operations across five Central African nations, is recognized as a distinguished banking executive. He has achieved a significant milestone, marking three years of effective leadership, impactful contributions, and professional excellence at UBA Cameroon. Abena’s tenure at UBA is characterized not merely by the passage of time but by a journey underscored by strategic vision, quantifiable results, and substantial contributions to the banking sector in Cameroon and beyond. Under his leadership, UBA Cameroon has experienced impressive growth and garnered notable recognition. In a recent interview with David Moore of ThePapers, the composed banking director discussed his confidence, aspirations, and the inspiration that have been vital to his success.

As Regional Director with a proven track record of growth, how did your leadership contribute to UBA Cameroon being recognized as the most profitable UBA subsidiary in Africa after Nigeria?

The success story of UBA Cameroon is, above all, the result of strong leadership and strategic coherence across all levels of the organization. Under the visionary leadership of our Managing Director/CEO, Mr. Jude Anele, we embraced a performance-driven culture focused on execution, innovation, and customer-centricity.

When I assumed my role in 2022, one of our key priorities was to reposition the brand and commercial strategy to appeal to all market segments, while consolidating our already strong leadership among the youth demographic—which makes up over 75% of Cameroon’s population. We deliberately expanded our focus to high-value segments, including premium individuals, SMEs, and corporates, ensuring our offerings, messaging, and relationship models aligned with their evolving needs.

From a marketing and communication perspective, we anchored every action on three pillars: strategic alignment, brand elevation, and results-oriented execution. We stopped viewing marketing as a support function and turned it into a business driver—supporting acquisition, deepening relationships, and enhancing loyalty.

Simultaneously, we enhanced our brand positioning, not just as a financial institution, but as a trusted partner in growth and innovation. With a digital-first approach and high-impact engagement, we built a compelling narrative that resonated with our audiences and reflected UBA’s pan-African DNA.

Most importantly, we achieved this through people—teams driven by purpose and accountability. This synergy across business, brand, and culture helped propel UBA Cameroon to become the most profitable subsidiary in the UBA Group in Africa (19 counties) outside Nigeria in 2023 and again in 2024.

Two years ago, UBA Cameroon was celebrated by Financial Times London and named Best Bank in Central Africa by Visa in 2025. What is the secret behind the success?

The recognition of UBA Cameroon as Bank of the Year in 2023 by the Financial Times (London), followed by Best Bank in Central Africa 2025 awarded by Visa, stands as a testament to the institution’s strategic transformation and operational excellence.

These accolades reflect not only solid financial performance but also the brand’s growing relevance and impact in the banking landscape of the sub-region. Over the past few years, UBA Cameroon repositioned itself from being a youth-driven challenger brand to becoming a top-tier, full-spectrum bank with significant traction across all customer segments—retail, SME, corporate, and public sector.

Internally, we promoted a culture of performance, data-driven decisions, and accountability, while encouraging innovation at all levels. The Marketing and Corporate Communication (MCC) team played a critical role in amplifying the visibility, elevating brand equity, and building strong emotional connections with the public and stakeholders.

More importantly, we remained aligned with the UBA Group’s pan-African vision, leveraging cross-border collaboration, Group synergies, and the support of our Executive Management.

In essence, the secret has been clarity of purpose, strong execution, and unwavering belief in our people and the UBA brand.

Do you feel any pressure or challenges representing UBA at the highest levels, engaging with Prime Ministers, Presidents, and key government officials across Cameroon, Gabon, Congo, DRC, and the BEAC?

Representing UBA at the highest institutional levels across Central Africa was a privilege that came with immense responsibility. Beyond my core role, I also served as a spokesperson for the bank in the subregion — supporting strategic engagements alongside the Managing Directors of each country, and often with visiting Group Executives, including the Group Chairman himself, Mr. Tony Elumelu.

These moments were far more than ceremonial. They required careful preparation, strategic alignment, and a deep understanding of both the bank’s objectives and the socio-economic priorities of the host nations. From engagements with Prime Ministers and Heads of State to meetings with Central Bank Governors and Ministers, the goal was always to ensure UBA was perceived not just as a financial institution, but as a true partner in national development.

There was of course pressure to maintain the highest standards of representation. That’s why each engagement involved prior coordination with state protocol and the presidential press corps to align messaging and ensure that our presence translated into impactful and positive media coverage across national platforms.

What made this work fulfilling was knowing that these high-level conversations often led to tangible outcomes—whether through new partnerships, regulatory alignment, or reputational capital that further elevated UBA’s brand in the region. With the right team, preparation, and clarity of purpose, even the most high-stakes encounters became catalysts for progress.

As a Regional Director with five countries under your control, which country’s UBA would you say has really met your target so far?

Each affiliate within the Central Africa subregion has its own unique context, market dynamics, and growth trajectory, making it difficult—and perhaps unfair—to single out one. However, I can confidently say that UBA Cameroon consistently delivered exceptional performance across multiple dimensions.

From profitability to brand equity, UBA Cameroon positioned itself as a reference point within the Group, becoming the most profitable subsidiary in Africa outside Nigeria in key years like 2023 and 2024. It also achieved recognition such as “Bank of the Year in Cameroon” by Financial Times London and “Best Bank in Central Africa” by Visa. These milestones weren’t isolated events; they reflected a deliberate execution of strategy, customer focus, and operational excellence.

That said, I must commend the steady strides made by the other countries in the region—Congo, DRC, Gabon, and Chad. Whether it was through digital onboarding, public sector engagement, or branch network expansion, each affiliate showed strong commitment to growth. My role was to support, challenge, and guide, ensuring each country had the tools and alignment needed to reach its potential.

The subregion still holds massive untapped opportunity, and I’m proud of the foundation we’ve laid for sustained growth across all five markets.

Attaining the position of Director in a respected bank like UBA comes with vision and commitment, how have you been able to reach this level and what inspires you?

Reaching the position of Regional Head of Marketing & Corporate Communication and Official Spokesperson for Central Africa (CEMAC) at UBA was the result of a combination of strategic focus, hard work, and a deep commitment to the values that the bank upholds. Throughout my journey, I have remained dedicated to continuous learning, adaptability, and fostering collaboration within my teams.

What truly inspires me is the opportunity to make a meaningful impact, not just in terms of business results, but also by contributing to the development of people and communities. Working in a pan-African institution like UBA, which champions African entrepreneurship and economic growth, has been a tremendous source of motivation.

I believe that leadership is about service—serving your teams, your customers, and your country. This mindset, coupled with a clear vision aligned with the Group’s strategic priorities, has helped me grow and deliver results that contribute to the bank’s success.

Moreover, being fortunate to work under visionary leadership at both the country and group head office (Lagos – Nigeria) levels has been instrumental. Their mentorship and trust empowered me to push boundaries and embrace challenges as opportunities for growth.

Since assuming office over three years ago, you have overseen a period of impressive growth and recognition for UBA Cameroon. What is the magic behind these successes?

The impressive growth and recognition of UBA Cameroon over the past few years can be attributed to several key factors working in harmony. First and foremost, the unwavering commitment of a talented and dedicated team has been fundamental. Success is never the work of one individual but a collective effort driven by shared goals and values.

Strategically, the bank focused on deepening its relationships across all market segments, particularly strengthening its engagement with the youth—a demographic that represents the majority of Cameroon’s population. Simultaneously, we pursued an ambitious agenda to expand into high-value segments, balancing growth with profitability.

The strong leadership at both the country and regional levels ensured that the bank’s strategy was well-aligned with the Group’s broader vision. This alignment facilitated innovative product offerings, digital transformation, and an enhanced customer experience, all of which contributed significantly to our market positioning.

Another critical factor was maintaining close and collaborative relationships with regulatory authorities and key stakeholders, enabling a proactive approach to compliance and market dynamics.

Finally, the culture of excellence and the drive to be a best-in-class institution inspired every member of the UBA Cameroon family to perform at their best. It’s this blend of people, strategy, leadership, and culture that created the ‘magic’ behind our achievements.

Do you feel any pressure from the Chairman, Tony Elumelu?

Pressure is a relative term. What I’ve felt more profoundly is a strong sense of responsibility — one that comes from being part of a Group led by someone as visionary and committed as Chairman Tony Elumelu.

His leadership style is rooted in excellence, ambition, and impact. Rather than pressure in the negative sense, there’s a healthy expectation to deliver results, uphold the values of Africapitalism, and make a difference not just in financial terms, but in how we serve people, transform communities, and shape the continent’s future.

Chairman Elumelu has a unique ability to inspire. His presence in any room instantly elevates the level of engagement and expectation. So, working under his leadership has been both a privilege and a powerful motivator — pushing us to go beyond targets and focus on legacy and value creation.

In that light, it’s less about pressure and more about being aligned with a purpose that transcends banking.

What has been your biggest fear in life and how do you overcome it as a banker?

One of my greatest fears has always been complacency, the idea of becoming too comfortable in a position, skill set, or environment and thereby limiting my own growth or impact. In fast-evolving industries like banking and financial services, staying still is the fastest way to fall behind.

To overcome that, I have made it a point to constantly challenge myself, take on new responsibilities, and remain a student of my craft. Whether it was embracing regional leadership across multiple countries, leading cross-functional teams, or representing the institution at the highest state and continental levels, I have leaned into discomfort as a driver of transformation.

I have also learned that fear, when acknowledged, can be a compass pointing you toward areas where growth is most needed. In banking, where risk and opportunity go hand-in-hand, having that mindset has helped me remain grounded, agile, and focused on delivering value beyond expectations.