Chima Patience Steve- Ebor is Head, Affluent Banking and Branches for Standard Chartered Bank Nigeria and West Africa, a foremost global bank connecting corporate, institutional and affluent clients to a network that offers unique access to sustainable growth opportunities across Asia, Africa and Middle East. She is responsible for the development and execution of the strategic agenda across affluent banking, emerging affluent and branches. She is a seasoned banker with extensive experience in people management, business development, wealth product development and management, retail banking, strategy, treasury, business operations, relationship management and so on. With expertise in high-net-worth clients solutions and engagement, Chima leads transformational strategies that position Standard Chartered Bank Nigeria as a preferred financial partner for affluent individuals. As the Head of Affluent and Branches, she drives initiatives that enhance client experience, revenue growth, and optimise branch network performance.
Chima is a consummate professional of over 20 years banking experience across various banks including United Bank for Africa, Intercontinental Bank (Now Access Bank), Continental Trust bank, among others.
What motivated you to pursue a career in banking?
Interestingly, my journey into banking began by chance during my National Youth Service Corps (NYSC) year when I was posted to a financial institution. However, what began as a temporary placement quickly evolved into a purposeful and rewarding career. I was drawn by the discipline, structure, and intellectual rigor the industry demanded. Over time, I recognised the critical role that banking plays in economic development and societal transformation. That realisation fuelled my decision to stay, grow, and contribute meaningfully to the sector.
What specific skills have you found most valuable in your current leadership role?
Two capabilities have been pivotal—first would be strategic stakeholder engagement, especially in influencing outcomes and people even when I do not have formal authority over them. Second capability would be adaptive learning – the dynamic nature of the banking sector demands continuous learning, and this mindset has enabled me to lead through change, stay ahead of market trends, and meaningfully contribute to every stage of the business’ transformation.
What unique challenges do you face when developing products for affluent clients, and how do you overcome them?
Affluent clients often have complex financial needs and exceptionally high service expectations. Meeting these expectations requires a deep understanding of their personal and generational wealth objectives. We prioritise client engagement to uncover nuanced needs and then design bespoke solutions—leveraging our strategic partners and global network of Standard Chartered banks —to deliver seamless, end-to-end experiences. Additionally, continuous innovation and an anticipatory approach to service delivery help us stay ahead of evolving client preferences.
What is the strategic agenda you’ve set for the affluent banking division at Standard Chartered Bank?
Our strategic agenda is very simple as it aligns with our group agenda which is that we are a global bank connecting corporate, institutional and affluent clients to a network that offers unique access to sustainable growth opportunities across Asia, Africa, and the Middle East.
Can you share some examples of transformational strategies you’ve implemented that have significantly improved client engagement or revenue growth?
Several initiatives come to mind but I’d say the thing that gives me pride particularly within Standard Chartered Affluent Banking niche is how we daily innovate and make robust our client solutions and ensure our value proposition stays competitive beyond our local competitors or the local market where we play in.
With the banking sector being highly competitive, how do you ensure that Standard Chartered remains a preferred choice for affluent clients in Nigeria and West Africa?
Client engagement is our biggest advantage—we remain in constant dialogue with our clients to understand their evolving needs. We also consistently refine our offerings by entering new markets, forming strategic partnerships, and curating high-impact solutions that reflect our clients’ deepest ambitions. Our goal is to ensure that every element of our value proposition resonates with their unique priorities.
Can you elaborate on your approach to people management and team building within your division?
My leadership approach begins with intentionality—understanding my team’s demographic makeup and the realities they face. With a predominantly female team in the Affluent-African segment. I actively support their pursuit of success both professionally and personally. I encourage building sustainable home structures, recognising that stability at home often empowers excellence at work. I also empower team members to lead initiatives, take ownership, and contribute meaningfully. This philosophy aligns with Standard Chartered’s broader leadership culture, which has been instrumental to my long-term commitment to the organisation.
You mentioned mentoring small business founders. How has mentoring influenced your leadership style and philosophy?
Mentoring entrepreneurs has deepened my appreciation for resilience, creative problem-solving, and adaptive leadership. Their agility has inspired me to foster a culture of innovation and empathy within my own team. I’ve become more attuned to collaborative leadership, encouraging an environment where ideas flourish and impact is amplified to profit all stakeholders.
As a seasoned professional, how do you balance the demands of your career with family life and community involvement?
Balance for me is achieved through prioritisation and support. I rely on a strong support system at home and focus on quality, impactful time with family. Professionally, I prioritise strategic initiatives with a multiplier effect, while ensuring I lead through empowerment and delegation, thereby creating space for meaningful community involvement.
How do you see the trends in affluent banking evolving in Nigeria and West Africa over the next few years?
We are witnessing a significant shift toward digital-first models. Affluent clients now expect access to a global suite of financial solutions, irrespective of geography. As such, we are likely to see further integration of cross-border investment opportunities and digital wealth platforms. Additionally, the need to protect wealth against local currency depreciation (particularly within the Nigerian context) is becoming more pronounced, prompting innovation in multi-currency solutions and offshore investment strategies.
How do you incorporate technology to enhance client interaction and streamline operations in branches?
Technology is at the heart of our service model, at Standard Chartered, we are fully digital, leveraging innovation to deliver seamless client interactions, efficient back-end operations, and real-time access to financial solutions. Our platforms are designed to be intuitive and agile, reflecting the fast-paced lives of our affluent clientele.
What core values guide your leadership and decision-making style in the banking industry?
My leadership is anchored on three (3) core values: client-centricity, empathy, and agility. I prioritise multifaceted stakeholder engagement by listening deeply, responding thoughtfully, and aligning solutions to their unique needs. I also lead with empathy, understanding that people are at the heart of every decision and the need to understand the unique needs and concerns of each stakeholder, while demonstrating alignment by staying agile, which is embracing change that fosters innovation as the need applies.
What are your long-term aspirations for both your career and the broader banking industry in your region?
I aspire to continue shaping strategic client-centric experiences, expanding access to financial solutions across emerging markets, and creating sustainable impact. A significant part of this vision includes mentoring the next generation of banking leaders—something I actively engage in today and hope to expand on in the future.
What advice would you give to individuals aspiring to build a successful career in banking, particularly in leadership roles?
Master the art of relationship management—it is the foundation of success in banking. Build genuine, long-lasting connections. Remain focused, continually sharpen your technical competencies, and stay adaptable, as the landscape is ever-evolving.
What legacy do you hope to achieve in your current role at Standard Chartered Bank and within the broader banking community?
I hope to see the seeds we’ve planted on the community relations perspective—particularly in SME development—grow into multi-generational success stories. Beyond that, I also hope that our solutions as a bank inspire a culture of purpose-driven leadership, whereby the legacy heirs of our affluent clientele also feel empowered and prepared to contribute meaningfully to Africa’s economic renaissance.
