As the CEO of our organisation, I take pride in our remarkable journey from a £180 K charity in 2018 to a flourishing £10 M enterprise in 2023, marking an extraordinary 55-fold growth. This success story is a testament to our strategic focus on cultivating a dynamic and dedicated team. Our investment in individuals who not only embody passion but also exemplify unwavering commitment has been pivotal to our ascent.A critical aspect of our growth lies in our unwavering dedication to ensuring that humanitarian funds are judiciously utilised to impact and empower the most vulnerable communities. Our values—Compassion, Impartiality, Accountability, Excellence, Justice, and Advocacy—guide us in every decision, fostering a culture of integrity and purpose.Operating across ten countries, our diverse portfolio spans vital sectors including food security, livelihood, health, education, shelter, water & sanitation, non-food items, and protection. Each initiative reflects our commitment to creating tangible and sustainable change in the lives of those we serve. I am energised by the transformative impact we've made and am steadfast in our shared mission to continue championing positive change on a global scale.

Working in the Charity and Humanitarian sector providing services of Organisation Capacity Assessments (OCA) and subsequently providing Organisation Capacity Development (OCD) programs.Any ‘gaps’ highlighted in the assessments are addressed by appraising existing resources providing either tailor made training programs, or recruiting suitably skilled staff, or appraising existing tools, or improving operational systems for greater effectiveness and efficiency.Providing services in compliance. Reviewing and revising existing policies and procedures to ensure that they are adequate for the size of the organisation. These can be across all the departments: finance, grants, logistics, program development, HR, operations and compliance. Ensuring risk assessments are carried out as per policy and propose mitigating options to minimize risk.Reviewing and improving existing MEAL (Monitoring, Evaluating, Accountability and Learning) Policy and Procedures to ensure accountability with local legislation and enhancing greater donor assurance. Providing third party services for MEAL during and after project implementation.Creating tailor made fundraising strategic plans conforming to the vision and mission of the organisation. These can comprise of targeting community, corporates, NGO’s and legacies.

Received the accolade from the Board of Trustee’s “Your legacy with Syria Relief will stay for generations to come” – could not ask for any better acknowledgment.1. Initially, change management was required for the “young organisation” which was thoughtfully planned, required culture change, stake holder management and was sensitively executed from top down into the organisation.2. Led the internal Organisation Capacity Assessment (OCA) and developed an Organisational Capacity Development (OCD) programme. This comprised of third party consultancy, reviewing the organisational structure, governance, strategies, processes, policies and procedures and highlighted the gaps. The OCD programme was implemented by contracting third party specialists, training of existing staff, recruitment of key additional staff, providing better equipment and tools into the global operational offices. 3. Leading and promoting culture of quality service; stringently implementing the monitoring, evaluation, accountability and learning (MEAL) of projects. This subsequently led to greater donor assurance and confidence, while respecting and maintaining the dignity of the recipients of relief. This resulted in greater engagement and collaboration with UN offices, INGO’s, NGOs and SNGO’s and preferred implementing partners.4. Diligently directed the set up and managed 14 offices in 4 countries all fully functioning effectively and efficiently, complying with UK and local legislation. 5. Led the creation and implementation of the fundraising and marketing strategic plan. As one of the specialists “on the ground” in Syria, this with our quality of service led to the unprecedented growth of the organisation. Grew the organisation from 5 Million USD per year to 25 M USD per year, this phenomenal growth of 500% was within four years, having raised around 100 M USD during my term.6. Maintained an open and cordial relationship with local and respective regulatory bodies in UK, Turkey, Iraq.

1. Created the air charter company from “ground zero”. Setup the infrastructure in three countries to provide air transport services, achieved sales in excess of one million USD per week.2. Secured high levels of customer assurance by welcoming feedback from 1000 customers a week via; direct corporate visits, from feedback forms completed during flights, using electronic tablets in airport terminals, corporate websites, Facebook and Twitter. All data is compiled daily and assessed frequently to ensure Standards are maintained. This has resulted in winning greater share of the market as compared to the existing competitors.3. Set up three passenger terminals with the capability of serving 5000 passengers per day, fully complying to International Civil Aviation Organisation (ICAO) requirements.4. Directed multi-million dollar contract acquisitions from the US Government, NATO and ISAF (International Security Assistance Force) Contractors in Afghanistan.5. Increased profitability by carefully selecting, developing and directing a passionate and dedicated team consisting of directors, executives and support staff.6. Developed the team from 5 to over 100 within three years, whilst ensuring 14 diverse ethnic groups worked in harmony under one umbrella.

1 Established a unique precedent and surpassed the competition by creating the world’s most Shariah compliant property purchase contract (halal mortgage) which was overseen by one of England's most credible law firms (Lovell’s).2. Delivered car finance and personal interest-free loan products. Facilitated application towards ISO 9001:2000 certifications by introducing quality controlled processes and procedures which ensured that company risk and exposure was maintained to a minimum.3. Revamped the corporate image from an ineffective, small-time company to a profitable financial organisation by overhauling, upgrading and re-branding company documentation and websites whilst managing all operations.

Incorporated modern technological design tools, costing around 1.2 million pounds in the Design Department to improve productivity in the Mining and Trucking industries achieving savings of millions in product development costs.