Avail Finance appoints Alexander John as Chief Business Officer, BFSI News, ET BFSI

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Avail Finance, a neo-bank that provides products and offerings for the blue-collared workforce in India, on Thursday announced the appointment of Alexander John as Chief Business Officer.

Before joining Avail Finance, John was Chief Risk Officer at Avanti Financial Services, a fintech company founded by Ratan Tata and Nandan Nilekani. Prior to Avanti, he was Business Head for the micro and small business lending segment at Jana Bank.

With over 24 years of professional experience, John has held a number of senior leadership roles spanning business, risk, strategy across the banking and ITeS spectrum.

His vast experience is expected to help the company build up business volumes and increase profitability while balancing risk and reward.

Ankush Aggarwal, Founder and CEO, Avail Finance, said, “I am pleased to welcome Alex to the Avail Finance family. His experience across diverse roles will be a huge positive as Avail gets ready to scale up significantly.”

Alexander John, Chief Business Officer, Avail Finance, said, “I am thrilled to start my new role at Avail Finance alongside some really talented professionals.”

“Neo banks are the future of the finance industry and with the nature of the audience that Avail Finance services, there is massive potential of growth for the brand. Avail has become a trusted name in a very short time and I look forward to growing the business volumes and increasing profitability,” John added.

Avail Finance is aggressively building up its leadership team with a good mix across MNCs and fast paced startups. The company plans to grow its tech, product and business talent pools by 2x in 6-8 months, according to a statement.



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Common mistakes to avoid in a term insurance plan

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While we cannot predict the future, what we can do is stay prepared irrespective of what lies ahead. The very first step towards is to have a term life insurance policy that protects your family and provides them with financial security in your absence. Yet, only three in 10 urban Indians buy term insurance plans and even those who do, often make mistakes, which could cause hardship to their family despite all their good intentions. Therefore, here are some common mistakes one should avoid while choosing a term insurance plan:

Insufficient Sum Assured

The idea behind a term insurance plan is that if something happens to the policyholder, his/her family can continue leading a comfortable life without worry about the finances. However, if the sum assured is not carefully evaluated based on the future needs of the family, the insurance proceeds may not last long. This is a mistake that is quite common and data shows that an average Indian policyholder’s life insurance coverage would meet only 8 per cent of expenses of the family following the death of the earning member.

Ideally, the sum assured should be at least 10-15 times the policyholder’s annual income. For a 34-year old individual with a family of 4 — including self, wife and two children — earning ₹8 lakh to ₹10 lakh per annum, a sum assured worth ₹1 crore or more seems sufficient to take care of all major expenses, including child’s education, marriage, daily expenses and retirement of spouse in case of sudden demise of the policyholder.

How to get back your entire term insurance premium

Limited tenure

The financial benefit of the term plan is applicable only if the death of the policyholder occurs during the policy term. If the policyholder survives that term, there is usually no maturity benefit until you are buying a term plan with return of premiums. Policyholders often choose, to save on premium cost, to go for shorter tenure/coverage duration. This could be a major mistake as, at the end of the policy term, the coverage expires. To continue the benefit, you may have to buy a new policy at a much higher premium.

One must take coverage for the maximum term available. Since a higher term period would cover you till a longer age, this would also increase the chances of the plan benefits being paid. Ideally, one must opt for a term plan with coverage up to the retirement age that, in most cases, is 60-62 years. Until the retirement age, all the major expenses of a family would have been taken care of and one hardly needs term cover post that age, as dependents such as children would have grown up by then.

Recovered from Covid? It may be difficult to get insurance cover now

Delay in buying term plan

When you buy a term plan, you are buying coverage against the risk of death. Therefore, it is obvious that higher the risk, more will be the premium you pay to cover that risk. For example, a term cover of ₹50 lakh is available for as low as ₹5,000 per annum if you buy it at 25 years of age. However, if you buy the same policy when you are 35 years old, it would cost you close to ₹9,000 per annum. So, delaying the purchase would directly affect you in terms of how much money you pay for it. Moreover, since you have to pay the premium every year during the policy term, not locking it in at an affordable price could be a costly mistake. It is suggested to buy a term plan as soon as you have financial dependents.

Giving out incorrect information

While it is true that pre-existing conditions, and lifestyle habits like smoking and drinking, may negatively affect your term insurance premium, an even bigger mistake is not to disclose them while buying a policy.

If the policyholder’s death is found to be associated to a health condition that existed when the policy was bought, and was not declared, it could lead to outright rejection of the claim. So think of the bigger picture and keep your family’s best interests in mind while purchasing the term plan. Always disclose pre-existing conditions, if any.

Insurance for saving tax

It is true that life insurance policies come with substantial tax benefits under Section 80C of the Income Tax Act. However, saving tax should not be your main purpose to buy a term insurance policy. Yet, it is a common practice to buy insurance as a last-minute bid to save on income tax. This is a big mistake because when the goal is tax saving, all calculations tend to focus on premium in order to optimise tax outgo whereas you should focus instead on the sum assured in order to meet your family’s financial needs. In addition, when one buys insurance for tax purposes, one tends to make other mistakes as well, like buying a policy with lesser term or a lower sum assured.

The writer is Chief Business Officer, Life Insurance Policybazaar.com

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“We are building SBFC with an aspiration of being a bank one day”

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SBFC Finance (formerly Small Business Fincredit India Pvt Ltd) plans to grow its loan portfolio by 15 per cent every quarter and expand branch network to 150 in the next 18 months even as it eyes conversion into a small finance bank (SFB).

The Mumbai-headquartered non-banking finance company, which provides loans to micro, small and medium enterprises, businesses, gold and personal loans, and loan management services to other lenders, currently has assets under management aggregating ₹3,500 crore and 112 branches spread across 15 States.

“We are building SBFC with an aspiration of being a bank one day. This means compliance and governance of bank standards from day one,” said Mahesh Dayani, Chief Business Officer.

Customer profile

Dayani observed that SBFC’s borrowers are general trade customers who are transiting from unorganised borrowing for the first time and ticket sizes are between ₹12-15 lakhs.

Post moratorium, this segment has performed the best in terms of repayment, he added.

Dayani feels that this is a great time to add distribution and scale as infrastructure, human and financial capital are competitively priced. SBFC disburses more than ₹100 crores on a monthly basis, he added.

Also read: ICICI Bank, Small Business FinCredit join hands to provide loans to MSMEs

He opined that the supply side is constrained and SBFC can choose the credit it wants to underwrite across select States.

“Lending is easy but profitability comes from loan repayments. Therefore, it is important that you grow in a manner which dosen’t burn your financial or human capital.

“We’ve seen companies chasing very high growth rates and then slowing down to cover risk costs or adjust manpower or business plans. This punctures the enthusiasm of all stakeholders since surprises in financial services is not welcome,” explained Dayani.

He noted that the micro enterprise segment is largely under-served and synonymous with unorganised borrowings. Hence, SBFC is largely in those districts which are under-served.

After the lockdown and the end pandemic-related loan moratorium, first time borrowers continued to pay monthly installments and were a lot more disciplined than those who had multiple loans running with reasonable credit scores, going by SBFC’s experience.

Conversion into SFB

“We aspire to be a bank one day…We are only three years in the business and the first qualification (to become a SFB) is a minimum of 5 years of operations amongst other conditions.

“There are multiple variables at play to be a bank and hence at the right time, we will take a step in that direction,” Dayani said.

He underscored that in terms of size, most microfinance institutions/NBFCs which applied for SFB license (in 2015) were in the (AUM) range of ₹1,500 crore to ₹4,000 crore at the time of application.

On a pre-qualification basis, SBFC ticks the box on ticket sizes, priority sector lending, consistent profitability and capital requirements, he added.

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