When National Commercial Bank Jamaica (NCB) announced that Bruce Bowen will step down as Chief Executive Officer effective February 28, 2026, and that Sheree Martin, Executive Vice President and Chief Operating Officer, would assume the role of Interim CEO, the decision was framed as continuity. But beneath that careful language lies a far more significant signal: Jamaican banking is entering a leadership phase defined by execution discipline, operational depth, and women at the helm.
For Sheree Martin, this appointment is not a leap—it is a logical progression shaped by years of hands-on leadership at the core of complex, regulated organisations.
Built for the Moment: An Operator’s Path to the Top
NCB has been explicit that Bruce Bowen was appointed in 2023 to lead a focused turnaround period, a phase the bank now considers largely complete. As NCB transitions from stabilisation to sustainable growth, the Board’s choice of successor—albeit interim—is telling.
Martin is not a symbolic appointment. She is an operator.
With more than 15 years of senior leadership experience in financial services, combined with executive-level exposure to the energy sector, Martin brings a rare mix of strategic execution, systems thinking, and transformation leadership. These are precisely the capabilities required when an institution shifts from recovery mode into performance consistency.
Since becoming Chief Operating Officer, she has overseen:
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critical operational functions,
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major technology and systems platforms, and
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initiatives designed to strengthen execution discipline, operational resilience, and enterprise-wide consistency.
In modern banking, where margins are pressured and regulatory scrutiny is relentless, these competencies are not secondary—they are decisive.
Why the COO Role Was the Perfect Preparation
Historically, many banks elevated CEOs from deal-making or commercial banking backgrounds. Today, the demands are different. Growth is increasingly driven by:
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operational efficiency,
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digital infrastructure,
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risk controls, and
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culture and accountability.
Martin’s COO portfolio placed her at the intersection of strategy and execution, where plans either succeed or fail. Her experience managing large teams, complex systems, and transformation initiatives means she understands the organisation not just from the top, but from the inside out.
That depth matters as NCB:
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consolidates gains from its turnaround,
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embeds performance discipline, and
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positions itself for sustainable growth rather than episodic recovery.
The Strategic Value of Continuity
NCB’s Board and Group CEO Robert Almeida emphasised that the leadership transition does not alter strategy, priorities, or commitments. In that context, Martin’s appointment reduces execution risk.
She already understands:
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the bank’s internal dynamics,
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its regulatory environment,
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stakeholder expectations, and
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the unfinished elements of the turnaround agenda.
For investors, employees, and customers, this continuity sends a clear message: the institution is steady, not searching.
A Broader Shift: Women Now Lead Jamaica’s Banks
Martin’s rise also carries wider significance. She now joins a growing and powerful cohort of women leading Jamaica’s commercial banking sector, including:
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Audrey Tugwell Henry, President & CEO, Scotiabank Jamaica
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Chorvelle Johnson-Cunningham, CEO, Sagicor Bank Jamaica
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Leesa Kow, Managing Director, JN Bank
This is no coincidence—and no tokenism.
These leaders have emerged from deep operational, risk, and strategic roles, reflecting a broader shift in how boards define readiness for top leadership. The emphasis is increasingly on governance, execution, and long-term resilience—areas where many women executives have built formidable track records.
Implications for the Industry
The concentration of women at the helm of Jamaica’s banks has tangible implications:
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Governance: stronger emphasis on controls, accountability, and transparency
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Culture: leadership styles that prioritise consistency, people development, and institutional trust
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Performance: focus on sustainable value creation rather than short-term optics
It also reshapes the leadership pipeline, signalling to younger professionals—particularly women—that the highest levels of financial leadership are both accessible and achievable.
What Comes Next for NCB
As Interim CEO, Martin assumes leadership at a pivotal juncture. The turnaround phase may be ending, but the demands of growth—technology investment, customer experience, risk management, and capital efficiency—are intensifying.
Her success will be measured not by dramatic announcements, but by:
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sustained performance consistency,
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disciplined execution, and
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the bank’s ability to convert stability into long-term value.
In many ways, that makes her exactly the right leader for this moment.
