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On December 22nd, 2010, the chief executive office (CEO) of Al Hilal Bank was preparing to address a group of international banking executives who were interested in understanding what decisions had contributed to Al Hilal’s success thus far, and what challenges the bank would face for 2011 and beyond. In two and a half years, Al Hilal had developed a respected and fast-growing Islamic bank. The Al Hilal team had combined a foundation of strong corporate governance practices, a strong risk management framework, and an innovative customer service culture. As concrete proof of its success, it had become profitable in the third quarter of 2009, and profits were rising rapidly.