Nathalie Iragi: Reimagining Operations For A More Inclusive Financial Future

The financial services industry has evolved significantly, with microfinance playing an important role in extending financial access to underserved communities, small entrepreneurs, and low-income households. Beyond financial products and operational efficiency, the sector demands leaders who understand both business performance and the realities of customers on the ground.

In this environment, women leaders are increasingly contributing across functions such as operations, risk management, credit, technology, and strategic leadership, bringing valuable perspectives shaped by experience, adaptability, and people management. One such leader is Nathalie Iragi, Chief Operating Officer at SMICO, whose career reflects two decades of progressive experience in microfinance. As of September 6, 2026, she has completed 20 years in the sector, with her professional journey shaped largely by field experience, increasing responsibility, and adaptability.

Nathalie began her career as a Credit Officer and later became a Credit Officer Supervisor, experiences that gave her a close understanding of microfinance customers and operational realities. These early roles taught her that behind financial indicators are entrepreneurs, families, and individual aspirations, making it essential to balance financial discipline with an understanding of customers’ circumstances.

Her progression at HEKIMA through roles including Internal Controller, Support Officer, MIS Officer, and Chief Operating Officer broadened her leadership perspective. These responsibilities taught her that effective leadership extends beyond personal expertise to developing people, managing teams, delegating responsibilities, and taking ownership of outcomes.

Since joining SMICO in June 2020, Nathalie has applied this experience within a different organisational environment, larger branch network, and broader operational responsibilities. The experience has further strengthened her adaptability and resilience. Today, her leadership philosophy is anchored in rigour, integrity, and people, with a strong emphasis on empowering teams to deliver sustainable results.

How have your studies at HEC Paris and leadership training shaped your approach to senior-level decision-making?

My career taught me that field experience, while valuable, needs to be complemented by broader strategic frameworks to support senior-level decision-making. My strategy studies at HEC Paris and various microfinance leadership programmes helped me step back from operational issues, assess their medium- and long-term implications, analyse financial trade-offs, anticipate risks, and develop scenarios rather than simply react to situations. Today, as Chief Operating Officer, I consider the impact of every decision on financial performance, risk, employees, branches, and customers. Continuous learning has also taught me intellectual humility and the importance of remaining curious, challenging myself, and encouraging my teams to learn continuously.

Which initiatives at SMICO have been most significant in strengthening financial inclusion and operational performance?

Since joining SMICO in June 2020, I have been involved in several initiatives that have strengthened both financial inclusion and operational performance. We have expanded products for vulnerable groups, including women entrepreneurs, while developing solutions for young entrepreneurs and farmers through agricultural cooperatives. Digitalisation has also been important, with SMICO Mobile, SMICO Web, WhatsApp banking, the SMICO Cash agent network, and SMICO Money improving access, particularly in remote areas. The digitalisation of our credit process through Juakali has reduced processing times, errors, and paperwork while improving traceability and customer experience. We have also strengthened insurance offerings and internal risk-management processes.

Nathalie Iragi Combines Two Decades Of Microfinance Experience With Integrity, Adaptability, And People-Focused Leadership To Advance Financial Inclusion

How do you balance growth, credit discipline, service quality, and team performance?

I believe growth and discipline should complement rather than oppose each other. I rely on regular monitoring of indicators such as portfolio quality, repayment rates, credit officer productivity, procedural compliance, and customer satisfaction. Performance reviews with branch managers and Credit and Recovery teams focus not only on identifying gaps but also on understanding their causes and developing solutions. I also believe strongly in field presence because dashboards cannot always reveal operational realities. At the same time, I encourage teams to propose new ideas based on their experiences. My role is to maintain a framework that manages risk while giving employees sufficient space to innovate and take initiative.

What emerging trends do you see as major opportunities for microfinance in the DRC?

I see the convergence of digitalisation and human proximity as one of the strongest opportunities for microfinance institutions in the DRC. Mobile services and solutions that work with limited internet connectivity can significantly expand financial access, particularly for women entrepreneurs and small businesses. Customers are also seeking more flexible financing suited to seasonal and informal economic activities, encouraging institutions to develop more needs-based products. Partnerships with development finance providers and development-sector organisations can further strengthen the capacity to serve SMEs and underserved communities. To capture these opportunities responsibly, leaders must combine digital innovation with human support and financial education, particularly for first-time users of formal financial services.

What are your priorities for the next phase of your leadership journey and SMICO’s growth?

My vision for the next phase remains grounded in rigour, integrity, and people. I want to contribute to making SMICO more agile and resilient while strengthening its financial inclusion mission. Continued digital transformation will be essential for expanding access and improving internal efficiency, while geographic growth must be supported by strong risk management. Talent development is equally important to me. My own progression has shown me the value of training and internal promotion, and I want to support the development of a new generation of operational leaders, particularly women. Product innovation will also remain focused on entrepreneurs, women, farmers, and small businesses that drive the Congolese economy.

Nathalie Iragi, Chief Operating Officer, SMICO

Nathalie Iragi is Chief Operating Officer at SMICO, with 20 years of experience in microfinance. She has held progressive leadership roles across credit, internal control, MIS, and operations, including at HEKIMA. Her expertise spans financial inclusion, digital transformation, operational management, and team development, supported by strategy studies at HEC Paris.