Tareq Al Sadhan and Saudi National Bank’s Growth Agenda

Tareq Al Sadhan’s career has taken him through several sides of Saudi finance: auditing companies, supervising banks and, eventually, running them. Since becoming CEO of Saudi National Bank in May 2024, he has brought that experience to an institution where decisions about lending, funding and customer service carry considerable weight.

His task is to turn the bank’s scale into sustained returns while managing the costs and risks of expansion. SNB’s latest results offer a view of its earnings growth, revenue mix and operating costs.

A Career Across Business and Financial Supervision

Al Sadhan studied accounting at King Saud University and earned an executive MBA in France. His professional background extends beyond commercial banking. Riyad Bank’s historical disclosures record a career at KPMG in Saudi Arabia from 1997 to 2015, including service as CEO from 2010.

Public-sector positions followed. He served as deputy governor for supervision at the Saudi Arabian Monetary Authority, now the Saudi Central Bank, and later held a senior acting role at the General Authority of Zakat and Tax. He also worked as an adviser to the chairman of the Saudi Fund for Development.

Those roles gave him experience in financial reporting, banking supervision and capital allocation. His move into bank leadership brought these areas together, expanding his responsibilities to include business strategy, operations and customer service.

From Riyad Bank to SNB

Riyad Bank appointed Al Sadhan CEO effective April 1, 2019, following his service as senior executive vice president and chief financial officer. The move placed him in charge of a bank whose finances he already knew.

His appointment at SNB followed five years later. The bank announced his selection on March 27, 2024, with a May 1 start date, succeeding acting CEO Talal Al Khereiji. Saudi Central Bank non-objection had been obtained.

The transition brought responsibility for an institution formed through the 2021 merger of National Commercial Bank and Samba Financial Group. As CEO, Al Sadhan oversees the combined bank’s strategy, operations and business development.

Earnings Growth and Financial Performance

SNB reported net income attributable to equity holders of approximately $5.2 billion (SAR 19.5 billion) in the first nine months of 2026, up 5% from a year earlier. Operating income also increased 5%, reaching approximately $8.16 billion (SAR 30.6 billion).

The results also showed changes in the bank’s income and expenses. Fee and other income declined 6%, while operating expenses increased 4%. Third-quarter profit attributable to equity holders was broadly unchanged from the same period in 2025.

Overall, earnings growth reflected higher operating income alongside differing contributions from individual revenue streams. The results provide context for Al Sadhan’s priorities, including business expansion, income diversification and cost management.

Adjusting the Growth Plan

During SNB’s February 2026 earnings call, Al Sadhan outlined updated expectations for the bank’s 2024–2027 strategy period, including low double-digit compound annual growth in financing. He also discussed domestic growth, funding and capital management as priorities.

Al Sadhan also discussed competition and pricing pressure for customer deposits. Funding is an important part of the bank’s growth, supporting additional lending while influencing the returns it can earn.

SNB’s stated priorities include domestic growth, balance-sheet efficiency and maintaining capital strength. Management’s approach involves balancing these objectives through lending decisions, pricing and the selection of business opportunities.

The updated expectations set out SNB’s growth objectives for the strategy period, alongside its priorities for funding, efficiency and capital strength.

Bringing Customer Experience Into the Picture

Application processing, complaint handling and ease of completing transactions all shape the customer experience. SNB’s published reports describe efforts to improve service across these everyday banking activities.

Its 2025 sustainability report describes a centralized customer-experience framework using surveys, interviews, usability testing and customer feedback. The bank said the proportion of complaints resolved within 48 hours increased to 51%, from 4%.

The framework gives customer feedback a role in how the bank reviews and develops its services. Surveys, interviews and usability testing help identify where processes could be clearer or more convenient, while complaint-resolution data provides a measure of service delivery. Together, these tools help teams identify priorities and track the progress of changes across everyday banking activities.

Shaping the Bank’s Direction

Al Sadhan’s experience in auditing, financial supervision and executive management brings several perspectives to his role at SNB. His responsibilities now connect the bank’s financial objectives with decisions about its operations, employees and customer relationships.

Lending and funding remain central to that agenda, supporting SNB’s business development and growth plans. Its updated strategic expectations through 2027 emphasize expanding financing while maintaining capital strength and balance-sheet efficiency.

Customer service is another part of the bank’s direction. Its customer-experience framework creates a process for gathering feedback and identifying improvements, connecting institution-wide objectives with the services people use each day.

SNB’s latest financial results show earnings growth as Al Sadhan advances the bank’s strategic priorities. His agenda connects business expansion with investment in operations and customer service, directing resources toward the bank’s continued development.