THE corporate and investment banking arena frequently evaluates leadership by the complexity of transactions, the velocity of capital and the size of corporate portfolios.
Looking beyond these conventional benchmarks of corporate scale, Credit Guarantee Corporation Malaysia Bhd (CGC) president and chief executive officer Mohamed Nazri Omar anchors his leadership role on a completely different metric: a steadfast sense of purpose driven by developmental impact.
With more than 25 years of experience navigating complex financial environments, Nazri brings a wealth of expertise from impactful tenures at prominent institutions such as Kuwait Finance House (M) Bhd, Danajamin Nasional Bhd and Bank Pembangunan Malaysia Bhd.
He has transitioned from managing corporate accounts to serving the needs of Malaysia’s economic backbone: micro, small and medium enterprises (MSMEs), which comprise 96.1% of all business establishments nationwide, contributed nearly 40% to the gross domestic product (GDP) in 2024 and are targeted to reach 50% by 2030.
“CGC was the next step in this journey to continue that developmental sense of purpose with impact; it is just that the market segment is different,” Nazri shares during an interview at CGC headquarters in Petaling Jaya.
This deep-seated focus on building up sectors structurally translates directly into his internal management style.
Rather than relying on a purely directive approach, Nazri brings an engaging, conversational and highly collaborative leadership approach to the organisation.
He encourages open brainstorming sessions to address operational challenges and emphasises that disciplined execution is non-negotiable.
“My way of looking at things is to challenge people to think about what they are doing,” Nazri explains.
“I frequently ask my team: ‘Why are we doing it this way? Is it truly the best way to do things, or is there a better alternative?’”
To foster an environment where these strategic insights can flow freely, Nazri purposefully seeks out informal settings for internal discussions.
“Informal setups work best because when people feel relaxed, they open up.
“They feel entirely comfortable saying, ‘I have this issue,’ or ‘Why can’t we do it this way?’ It leads to direct, forthcoming and value-adding problem-solving, rather than beating around the bush.”
This internal agility and conversational culture were put to the test almost immediately upon Nazri’s arrival six months ago.
Facing sharp global economic headwinds, rising input costs, supply chain shifts and geopolitical tensions, his initial tenure has required an uncompromising focus on financial inclusion balanced with swift crisis management.
Today, Nazri is fundamentally reshaping CGC, moving the institution past its traditional role as a conventional credit guarantee provider to become a holistic, long-term development partner.
From relief to growth
In uncertain times, banks naturally turn cautious – especially with smaller businesses exposed to rising costs and supply-chain shocks.
A CGC guarantee shares part of that risk with the lender, letting viable MSMEs keep accessing financing at exactly the moment credit is hardest to secure.
This guarantee coverage gives participating financial institutions (PFIs) – comprising commercial banks, Islamic banks and development financial institutions – the confidence to extend credit lines rapidly.
Immediate relief: The SME SRF and the PG Relief Scheme
The first line of defence is Bank Negara Malaysia’s (BNM)RM5bil SME Stabilisation Relief Facility (SME SRF) – short-term working capital of up to RM750,000 for viable, majority Malaysian-owned SMEs hit by the disruptions, with guarantee coverage of 80% (capped at RM600,000 per SME) and an all-in financing cost of no more than 3.75% a year.
For existing MSME customers of participating banks under CGC-supported portfolio guarantee arrangements, the separate RM300mil PG Relief Scheme offers working capital of between RM20,000 and RM500,000, with guarantee coverage of up to 90% and built-in flexibility to restructure repayments.
Both serve one purpose: keeping fundamentally sound businesses liquid through the current squeeze.
For entrepreneurs navigating these volatile trade routes, Nazri offers pragmatic advice: “Be aware of your financial position and your operational needs.
“These relief facilities give you continued access to financing to sustain operations, but use it wisely to adapt to your business model, adjust your vendor and supplier dependencies and look for new opportunities hidden within adversity.”
In short, the SME SRF and the PG Relief Scheme help businesses weather the moment. The next instrument is built for what comes after.
Long-term growth: The RM10bil PG and PG-i schemes
Looking beyond immediate relief, CGC is introducing the BNM-CGC Portfolio Guarantee (PG) and Portfolio Guarantee-i (PG-i) schemes, which will support up to RM10bil in guaranteed financing for MSMEs.
Developed in line with BNM’s shift towards guarantee-based financing support, the schemes aim to broaden access to funding for businesses across growth and strategic sectors.
Acting as the implementation and risk-sharing partner for PFIs, CGC will facilitate access to financing for viable MSMEs, including first-time borrowers and businesses seeking growth, innovation, productivity enhancement, sustainability and greater resilience.
Unlike the SME SRF and PG Relief Scheme, which help businesses manage immediate cash-flow pressure, the PG and PG-i schemes are aimed at longer-term growth, competitiveness and resilience.
Eligible MSMEs can obtain financing of up to RM10mil with repayment tenures of up to 10 years.
The schemes also provide guarantee coverage of up to 85%, helping businesses with limited collateral improve access to financing, while guarantee fees start from as low as 1%, making the facilities more affordable and accessible.
“Our hope is that the RM10bil financing capacity enabled through the PG and PG-i schemes will broaden access to funding for MSMEs across key sectors and reach businesses that can benefit most from longer-term support to grow and compete,” Nazri says.
Inclusive growth
While managing immediate geopolitical crises is vital, Nazri is simultaneously focusing his management style on a much broader, systemic mission.
During his first six months, he challenged his team to look closely at who was being left out of the traditional banking loop.
“While we do well in extending portfolio guarantees across all the SME sectors, some segments simply need more targeted help than others,” Nazri observes.
He points specifically to micro-entrepreneurs and vulnerable sectors who may not always fit conventional credit assessment models, typically for lack of formal financial documentation, despite having viable business potential – a mismatch that often translates into higher loan rejection rates.
“Are we doing enough for these segments? If not, what more can we do?”
This thinking underpins the CGC Group 2030 Strategic Framework, which aims to transform CGC into a holistic development partner.
The strategy focuses on:
> Positioning CGC as a financing access hub;
> Accelerating innovation to catalyse business growth; and
> Empowering businesses through capacity building.
Nazri emphasises that financing alone is not enough.
Advisory services and capacity-building initiatives are equally critical in turning vulnerable businesses into resilient ones.
“We need a more targeted approach to deliver sustainable developmental impact,” Nazri explains.
The framework focuses heavily on leveraging digital transformation and strategic partnerships, utilising artificial intelligence (AI) to optimise internal operations for faster outreach and championing non-traditional economic segments – such as gig workers, new entrepreneurs and mid-tier companies looking to scale up sustainably.
Central to this future roadmap is the understanding that financing is often just one piece of the puzzle.
“Value-added solutions like advisory services and capacity-building initiatives are what turn a vulnerable business into a resilient one,” Nazri notes.
Programmes like the Youth Entrepreneurship Programme – run in tandem with vital ecosystem partners like the National Entrepreneurship Institute and Universiti Malaya – excel at equipping young entrepreneurs with fundamental financial discipline and helping them progress into bankable businesses.
As CGC marks over 53 years of supporting Malaysian businesses – with more than RM104bil in guarantees and financing extended – Nazri is focused on long-term impact.
His vision is to create a self-sustaining ecosystem where MSMEs can grow independently and access financing on their own merit.
Technology is central to this goal. Platforms like imSME have already simplified access to funding, recording over 3.18 million visits and connecting more than 143,000 MSMEs with financing solutions.
Trusted partnership
“Prudence and purpose must always go hand in hand.
“We must support businesses while maintaining strong risk discipline to ensure sustainability.
“We must take a deliberate, targeted approach to ensure impact is both meaningful and sustainable,” Nazri says.
Nazri envisions CGC as a trusted, forward-looking partner for Malaysian MSMEs – one that helps them build resilience, financial readiness and long-term competitiveness.
“Uncertainty will remain, but so will opportunity. Those who stay adaptable, engage early with support agencies and fortify their core fundamentals will be the ones best positioned to capture the next wave of growth,” Nazri adds.
Those in need of CGC’s help can reach out to any of the participating banks, or visit imsme.com.my to explore financing options.
For guidance, call 03-7880 0088, email csc@cgc.com.my, or visit any CGC branch nationwide.
