Active Director of this family business. Providing technical, marketing and strategic support across all aspects of this consistently well reviewed accommodation business, which was awarded Bronze in the Great Outdoors Awards Best Hostel or Bunkhouse Category 2021, a UK wide awards recognising excellence in the outdoor industry.Broad range of responsibilities, with particular focus on finance and strategic projects and driving forward our Green agenda, and projects such as our 23 Before Tea fell running challenge, as well as an advisory operations role.

Part time advisory role supporting the incoming Rwanda CEO to define the One Acre Fund Rwanda's 2030 Strategy.

Strategic leadership role expanding on previous portfolio, with direct responsibility for three departments and a broader leadership role:Finance and Strategy:- Overall financial and budgetary responsibility for TUBURA - One Acre Fund's core business unit in Rwanda, with an annual budget of over $14m USD, and over 1800 staff.- Responsible for balancing the need for financial sustainability with the impact imperative of this non-profit organisation. Farmer Finance:- Overall financial and strategic responsibility for One Acre Fund's credit portfolio (valued at a combined $20m+, across nearly 1 million smallholder farmers, in 2022). - Manage team responsible for driving operational strategy for loan repayment, including setting loan terms and running both staff and client level promotions. - Driving strategic innovations aimed at de-risking future credit offerings and improving customer satisfaction through greater flexibility of offering. Farmer Systems:- Management of team responsible for One Acre Fund's backend systems, including client data management, tech based solutions (including digitising training and other interactions with smallholder farmers and field based staff) and logistics and delivery of seed, fertiliser and other inputs to One Acre Fund's 700 000+ farmer clients.

Multifaceted strategic leadership role:- Responsible for designing, building, trialing and ultimately scaling a new operating model combining the best elements of multiple existing programs to shape the future of One Acre Fund's operations in Rwanda. - Led the merger of three departments into a new team impacting over 1800 staff, with an annual budget of over $14m.- Overall financial and strategic responsibility for One Acre Fund's credit portfolio (valued at a combined $20m+ in 2022). - Led operational strategy for loan repayment, including setting prepayment and loan terms. Achieved nearly 95% loan repayment success rate across over 764 000 smallholder farmer clients in Rwanda. - Led strategic innovations aimed at de-risking future credit offerings and improving customer satisfaction through greater flexibility of offering, including implementation of a new, tech based, Pay As You Go system, and development of a credit scoring model for unbanked clients.

Interim support role to bring my strategic and leadership experience from Malawi to our Rwanda programme, and support through a challenging period of transition and staffing gaps. Developed into a full-time role with responsibility for key work streams during the Covid-19 pandemic.- Owned the organisation's immediate response to continue key operations in the field under Covid-19 restrictions. This included the rapid implementation of new systems to remotely manage the 1500+ person Field Execution team (serving over 465 000 clients) and a strategic re-plan to focus on key priorities in the new reality. - Set and managed loan repayment strategy to ensure recovery of over $11m in loans despite the economic impact of the pandemic. Within this, planned and implemented an emergency loan carry-over program, and as well as securing over $1m in donor-funded credit forgiveness to alleviate indebtedness, and preserve client numbers, mitigating the impacts of the pandemic for both One Acre Fund and our clients, leading to record re-enrolment in the 2020-21 season.

Promoted to lead core operations, and largest department, for One Acre Fund in Malawi. With direct responsibility for the smooth running of the Input Loan programme, a team of over 150 staff, and ultimately the management, creation, and implementation of One Acre Fund’s core model serving our clients (smallholder farmers, some of the poorest and hardest working people in the world), by providing high quality farm inputs (such as resilient and high yielding seeds and fertiliser) on credit, along with rigorous agricultural trainings, financial planning and insurance in order to move bottom of the pyramid beneficiaries towards food security, and ultimately a more stable financial future.In this role: - Grew client base from 12 800 farmers in 2018, to over 25 000 in 2019-20 season.- Successfully planned and implemented a broad restructure of 150+ person department, creating and filling a number of new positions, while letting some positions go. - Built and managed department wide budget totalling upwards of $1 million (a fortune in Malawi, where GDP per captia is around $340))- Continued to serve as a senior member of the Malawi Steering Committee, driving overall strategy for the organisation in Malawi, including expansion, innovation, pricing and budget, HR, as well taking a broader leadership and mentorship role through a period of significant staff and structural change, across the 200+ person organisation.

Co-lead of Field Operations department, with responsibility for planning and operationalising One Acre Fund's core programme serving smallholder farmers in Malawi. With a primary focus on Enrolment and Expansion, but also incorporating broad programmatic oversight and management of key staff. A multifaceted role combining strategic planning and direction setting with direct people, programme and project management, as well as logistics and operations elements to successfully deliver an essential service in a challenging environment. Key achievements include:- While directly responsible for programme growth, oversaw a 75%+ increase in client numbers year on year between the 2016-17 and 2017-18 seasons, through a combination of geographical expansion, and improved team performance.- Built and implemented new program calendar, maximising both enrolment and loan repayment, and improving delivery efficiency.

Multiple roles across various projects covering Public Sector, Financial Services, Products and Resources clients.Developed a strong project management, strategy and team leadership skill set through progressively responsible roles within complex global projects across a broad range of clients and sectors, including Thomas Cook Ltd, BP and The National Health Service.

Stepped in as an investor, Managing Director and Partner in a struggling early stage FMCG business. Successfully brought product to market and secured a number of exclusive supply contracts with key local establishments. Ultimately decided not to invest further and to pursue other projects.

Overall management of multifaceted business incorporating a working, 1000 hectare farm with accommodation and adventure tourism elements. Responsible for 15 permanent staff across three sites. Transformed failing business through the development and implementation of a new structure, management reorganisation, improved financial controls and planning, and the facilitation of mutually beneficial cooperation between diverse departments.