Singapore Myanmar Investco is an investment and management company focused on Myanmar. The company is listed in the Singapore Stock Exchange and was previously doing business under the name "Singapore Windsor Holdings". Capitalizing on the underlying growth trends within Myanmar, SMI has adopted a diversified business model to enhance its long-term growth prospects in the country and has established various consumer-related and infrastructure-related business services, many with major international partners.Appointed by the Group Chairman to report to, and assist, the President/CEO to expand the Company into new ventures in Myanmar. Notable achievements include, successfully bidding for a 500+ telecom towers tender invited by Ooredoo Myanmar Limited.

Based out of Philippines and travelling across Asia, took up a business development role, to distribute smart metering products in Asia Pacific from a zero base.

Working on a range of projects to develop Western brands and businesses in growth markets. Our clients are large to medium size firms (or their investors) who want to develop international markets but lack the time or expertise to do the job properly.

Metro Pacific is the largest and fastest growing infrastructure investment and management company in the Philippines and is 55% owned by First Pacific Holdings, the Hong Kong listed investment and management company. Market cap increased 10 fold from PhP 6B to PhP 60B. Accomplishments included: • Acquiring a controlling stake in water concession for West manila (Maynilad) from Ashmore• Raising P6.7Bto partially fund the acquisition of the North Luzon Expressway• Played a key role in the re-IPO of MPIC which resulted in raising $300M of new equity from a wide base of investors• Successfully arranged a P4.5B Bridge Facility in 4 days for purchasing Meralco shares• Successfully raised Pll.2B to purchase half of the 6.7% shares of Meralco being sold by the Lopez group. This was done via a syndicated corporate notes facility with PNB/ First Metro• Through the creation of Beacon Electric (a JV with PLDT), converted the Pll.2 B facility into a P18 B facility and thereby secured a 41% stake in Meralco

The Shaheen Group is a family-owned Middle East-based conglomerate involved in a host of key sectors; Automotive, Manufacturing, Food Processing, Real Estate and Infrastructure. Appointed by the Shaheen Group to report to, and assist, the Chairman/CEO to expand the Company into new countries and ventures. In particular, to establish a new strategy and objectives for the Group, and be responsible for its financial vision and the execution and implementation of that vision.

GPG is the major shareholder in Dawson PLC, the world's leading Cashmere Company with operations in the UK, USA, Italy, Japan and sales activities throughout Europe.Appointed by GPG to report to the Executive Chairman. Responsible for refinancing and restructuring Dawson PLC by way of a fully underwritten loan stock issue, replacement of bank medium term facilities and the disposal of a number of non-core assets. Dawson is now trading successfully with appropriate levels of gearing.

The Spirit Group - formerly known as Punch Retail - was the UK's leading managed Pub Company with over 17,000 employees and 1035 outlets. Turnover for year ended 17 August 2002 was GBP469m and EBITDA from continuing operations was GBP123m. Spirit Group's focus was to develop the best pub concepts through applying the skills and discipline of multi-site retail management to the pub industry. A consortium of private equity investors owned Spirit Group and their intention was to exit through an IPO.Appointed to take the Company public by way of an IPO on the Official List. Impacted significantly on the Company's preparation for eventual IPO (which was deferred until 2005 and finally went ahead as a trade sale), its store acquisition/disposal and investment process and on the quality of its financial function. In addition, initiated the purchase of Tom Cobleigh, a chain of 75 pub restaurants, which completed in March 2003.

BIL is an International Investment Company headquartered in Singapore with a primary listing on the Singapore Exchange, and secondary listings on the London and New Zealand Exchanges. The Company's primary role is as an active investor aimed at extracting and maximizing shareholder value. BIL's key investments were: Thistle Hotels (London's largest hotel operator), Fraser and Neave, (11% stake) Molokai Ranch, a 66,000-acre resort in Hawaii and the Bass Strait Oil Trust.In 1999, when a new CEO of BIL was appointed and a new management team put in place, BIL was in breach of its banking covenants, had unsustainable levels of debt, a portfolio of unrelated and non-performing assets, and an inappropriate overhead structure. Our task was to turn around the business by developing and implementing a coherent strategy to deal with these issues, with particular emphasis on BIL's single biggest asset, Thistle Hotels. Accomplishments were:As a senior member of the turnaround team, played a key role in the generation of US$800m of free cash flow through disposals of non-core/non-performing assets, and the reduction of senior debt levels from US$1.4b to US$0.5b. Developed the privatization and rebrand strategy for Thistle, which resulted in the disposal of 37 regional hotels for book value of GBP600m in March 2002. With the support of bankers, replaced BIL's existing banking facilities with a 3-year US$300m multi-currency, revolving, term loan facility. Transferred BIL's primary listing and corporate head office from New Zealand to Singapore.Reduced corporate overheads from US$30m to US$9m through rationalization (closure of offices in Wellington, Sydney, London and Hong Kong) and the implementation of accounting, treasury and management information systems in Singapore.

Jardine Matheson was founded in 1841 in Hong Kong. Jardines is a highly diversified and successful conglomerate with business interests throughout the Asia Pacific region and beyond. During my 11 years with the Jardine Matheson Group, I occupied increasingly senior positions, culminating with 3 years at Dairy Farm where as member of the key management team, I re-positioned Wellcome from a dry goods store to a full range supermarket. This included brand re-positioning plus an overhaul of their store concepts across the territory. Additionally, I was tasked to restructure the back office functions of Dairy Farm's retail brands (7-11, Mannings and Wellcome). Prior to 1999 each retail brand had their own back office organization (finance, HR, Logistics, warehousing etc), in 1999 re-engineered this to create a shared service centre, with one regional distribution hub as well as streamlined costs further by outsourcing functions, e.g. accounting. The project took under one year to complete and its success resulted in taking over the position of CEO of Wellcome until I was head hunted by Brierley Investments.

During this time occupied increasingly senior positions with the Jardine Matheson Group culminating with 3 years at Dairy Farm where as member of the key management team, re-positioned Wellcome from a dry goods store to a full range supermarket. This included brand re-positioning plus an overhaul of their store concepts across the territory. Additionally, was tasked to restructure the back office functions of Dairy Farm's retail brands (7-11, Mannings and Wellcome). Prior to 1999 each retail brand had their own back office organization (finance, HR, Logistics, warehousing etc), in 1999 re-engineered this to create a shared service centre, with one regional distribution hub as well as streamlined costs further by outsourcing functions, e.g. accounting. The project took under one year to complete and its success resulted in taking over the position of CEO of Wellcome until head hunted by Brierley Investments.

Held various positions in the Control function, Group Audit, Tax in HQ and Royalty Departments before serving in a number of executive finance positions