As Managing Director & Partner at GREEN MARINE GROUP since July 2024, I co-lead the company’s strategic direction with a focus on sustainable shipping solutions and the adoption of environmentally friendly technologies. 🔹My role involves overseeing capital-raising initiatives, driving business growth, and managing partnerships and joint ventures to expand the company’s presence across Asia and globally. 🔹Through my extensive network, I engage with regulatory bodies and key industry stakeholders to influence policies on maritime decarbonisation, while also developing long-term strategies to position GREEN MARINE as a market leader in sustainability. 🔹Additionally, I co-manage the leadership team, ensuring innovation and operational excellence, and spearhead initiatives to improve financial performance through strategic investments.

C3's mission is to accelerate carbon neutrality by bridging shortcomings in the financing, policy and emission reduction systems. We do this by providing a financial system for cost/benefit-sharing and de-risking of investments through tradable inset credits.C3 is a simple, sector agnostic and self-regulating platform, enabling more efficient management and sharing of critical benefits across the scope 1, 2, 3, and even 4, emissions spectrum.

The International Bunkering Industry Association is the voice of the global bunker industry and represents all stakeholders across the industry value chain. IBIA's membership includes ship owners/operators, bunker suppliers, traders, brokers, barging companies, storage companies, surveyors, port authorities, credit reporting companies, lawyers, P&I clubs, equipment manufacturers, shipping journalists and marine consultants. Formed in 1992, today IBIA has members in more than 68 countries.🔹As an Asian Regional Board member, we contribute to the promotion of improved standards, knowledge and understanding the industry. We do this through a variety of events and courses, engaging in working groups, by disseminating reliable and accurate information and offering practical advice where we can. 🔹We advocate for effective, pragmatic and workable regulations. One of the important arenas for that is at the International Maritime Organisation (IMO) where IBIA has consultative status as a non-governmental organisation. IBIA attends all meetings of the IMO's Marine Environment Protection Committee (MEPC), the Maritime Safety Committee (MSC) and a number of Sub-Committees.

As Director of Lapersa Enterprises Ltd from 2008 to August 2024, I led strategic advisory and asset management initiatives for multinational organizations, bi-lateral lending institutions and sovereign wealth funds, delivering significant returns on invested capital. I managed private equity investments across the energy and renewables sectors, overseeing a diverse portfolio in the EU, China, and ASEAN markets. A few highlights during this period with my direct oversight include: * Providing strategic advisory services for Group DF International, integrating investments across oil & gas, chemical, and real estate sectors. 🔹Secured both Seed and 'A' rounds totalling C$40M capital raise for Iskander Energy, directing project management and business development for tight gas plays in Eastern Europe🔹Executed an operational turnaround for Contour Global’s UK-based, biomass-fired CHP project (Drax) 🔹As Deal Captain, led the IPO preparation for Milkiland, raising over $100M on the Warsaw Stock Exchange🔹Turned around a €200M bio-energy asset portfolio for Gruppo Falck, optimizing asset restructuring and culminating in a successful exit in the US, Southeast Asia and Ukraine. Throughout my tenure, I developed numerous cross-border partnerships and multiple, complex exit strategies in agriculture, chemicals, gas and bio-energy sectors, maximizing stakeholder returns.

As Chief Operating Officer of The Methanol Institute from February 2015 to May 2024, I led the global strategy to position methanol as a sustainable fuel across the marine, automotive, and industrial sectors. 🔹I was instrumental in securing regulatory approvals, including the International Maritime Organization's (IMO) approval for methanol as a marine fuel, opening significant opportunities in the $150 billion marine bunkering market. 🔹My role involved engaging with governments in China, the Middle East, CIS, and Southeast Asia, driving policy discussions that facilitated methanol's market expansion. I also spearheaded digital transformation initiatives, optimizing board governance, financial management, and performance tracking. 🔹I built strategic partnerships with producers of methanol (conventional, low carbon and carbon neutral), ethanol (1st and 2nd Generation), as well as regulators, OEMs, and technology providers, positioning methanol and ethanol as a low-carbon solutions across various industries and applications, including marine vessels, as a strategic feed for SAF production (AtJ pathway), fuel cells, buses, industrial boilers and even cooking stoves. 🔹Through these efforts, I fostered industry collaboration in addition to both methanol and ethanol’s recognition as key players in the global energy transition.

As CEO & Co-Founder of Landkom International PLC from 2007 to 2008, I led many of the pioneering efforts in large-scale agriculture:🔹I secured $13M in pre-IPO funding and led the company’s successful public listing on the London Stock Exchange AIM, raising $111M and an additional $22M in secondary funding. Under my leadership, the company achieved a peak market capitalization of $400M. 🔹I managed all aspects of business planning, strategy, and investor relations, while overseeing land acquisitions, capital investments, and infrastructure development to drive operational scalability. 🔹I led extensive strategic M&A initiatives, ramping our land bank to over 200k hectares and to include post-acquisition restructuring and integration efforts to ensure operational efficiency and a smooth transition to public markets. 🔹I played a key role in the company’s pre- and post-IPO marketing and PR, positioning it as a leader in agricultural commodities, and developed strategies to scale production of key crops. 🔹Through building strategic relationships with global grain traders, I expanded the company’s market reach in both food and bio-fuel sectors, while also establishing a high-performance management team to support rapid growth and international expansion.

As CEO of South East Asia for D1 Oils plc from 2005 to 2007, I led the regional business strategy across China and the Asia-Pacific region, managing a team of 12 executives, 50 indirect reports, and over 1,000 contractors. 🔹I secured two financial offerings totaling $52M and forged a key joint venture with BP, strengthening the company's financial and market position. My role involved driving business development, establishing critical partnerships with industry leaders like BP and Cargill, and developing sustainable energy crop strategies tailored to the region. 🔹During the post-IPO growth phase, I ensured operational scalability and market penetration while navigating complex regulatory environments through close engagement with government bodies. I successfully exited after leading the company through a high-growth phase and establishing a strong market presence in Southeast Asia.

As Vice President at Yukos Oil Company (now the main production unit of Rosneft) from 2001 to 2004, as the largest Russian producer, I led the company’s gas business as well as the strategic entry into the Russian "gas-to-power" market with an initial investment exceeding $400M. 🔹Post-privatisation, I directed the restructuring and development of six utility companies across three regions, overseeing a workforce of over 10,000 employees. Through this initiative, we achieved a 38% internal rate of return (unlevered) within five years, surpassing expectations. 🔹As the main shareholder was a Family Office, I took on additional roles and led a comprehensive M&A program managing assets worth over $600M, including supermarket chains, machine building, and oilfield services. 🔹I delivered significant savings through a ‘flared gas-to-electricity’ initiative, generating over $550M in incremental revenues from the Russian wholesale power market and maintaining lifting costs below $2/bbl. 🔹My leadership extended to major infrastructure projects, including a $200M gas compressor station and a 2M bpd pumping station. 🔹I played a crucial role in preparing Yukos for its IPO by securing first-level ADRs and guiding strategic restructuring efforts. 🔹While at Yukos, I pioneered several innovations and renewable energy initiatives, including a $40M investment in Intelligent Energy's Fuel Cell platform and a $20M commitment into a Carbon Credit Trading platform based on "insetting", while serving on the boards of the Russian Carbon Fund and the Russian Union of Entrepreneurs.

As CEO of East Kazakhstan Electrical Distribution Company (AES) from 1997 to 2001, I oversaw the acquisition and integration of four utility companies, including one of the largest power plants in the world (4GW installed capacity), coal mines, district heating and large electrical distribution networks, serving nearly 1 million customers. 🔹I led the post-privatisation restructuring of hydro, coal and gas-fired power plants, driving significant operational improvements and cost efficiencies, while simultaneously directing the disposal programs of non-core assets, delivering strong returns for shareholders in the process.🔹I managed key government relations working closely with the national transportation grid, KEGOC, considerable debt restructuring, and power sales optimization, achieving profitability within two years. 🔹During my tenure, I secured over $400M in strategic investments, enabling technical upgrades and performance enhancements. 🔹I played a pivotal role in AES's global expansion strategy by acquiring, restructuring and operating additional assets in Eastern Europe and South America. 🔹My leadership in operational transformation, including workforce optimization and infrastructure upgrades, improved service reliability and customer satisfaction.

As Deputy Managing Director and CFO for Volvo Central Asia from 1996 to 1997, I developed and managed a fully integrated Volvo Car & Truck center, overseeing all aspects of vehicle importation, customs clearing, service and financial operations for the joint venture. 🔹I was responsible for setting financial and accounting strategies in compliance with local and international regulations. 🔹My leadership included designing and executing a marketing and service strategy tailored to key fleet accounts, including embassies, Fortune 100 companies, and large logistics firms. 🔹I introduced high-quality service models in a market with limited focus on customer service, while collaborating with the local joint venture partner to streamline operations and improve supply chain management. 🔹I played a key role in expanding the Volvo brand across Central Asia and Russia, growing market share through targeted marketing and service excellence, and negotiating strategic partnerships with multinational organisations to secure long-term growth. All this while effectively managing cross-functional teams to ensure seamless operations across import, service, and customer relations.

As Business Development Director at Sea-Land Logistics (Maersk subsidiary) from 1995 to 1996, I led large-scale logistics and project management operations in the upstream and downstream oil & gas mining sectors across mainly Russia (Eastern/Western Siberia, Kazakhstan, Uzbekistan). My role involved overseeing logistics for major projects, with hazardous, out-of-gauge and oversize cargo, examples to include:🔹Large-scale gold mining operations in Uzbekistan (hazardous chemicals transportation on Antonov An-225 charters)🔹Integrated supply chain management for General Motors’ newly built factory in Tatarstan (Brazil knockdowns)🔹Multi-modal transport into Eastern Siberia with very little infrastructure support, for reefers for delivery across former Soviet Union, but mainly for delivery of World Bank funded gas compressors, distillation columns and turbines, on behalf of the oil & gas sector, using existing rail, truck, frozen river skidding and even barges with excavators in the Laptev Sea and Yankskiy Bay🔹I managed complex warehousing and logistics operations for FMCG clients in Ukraine and Kazakhstan, ensuring efficiency in challenging and remote environments. 🔹I successfully navigated logistical, customs, and regulatory hurdles in infrastructure-poor regions of the former Soviet Union, while building relationships with key stakeholders in the oil and gas, mining, and FMCG sectors. 🔹My efforts contributed to Sea-Land’s regional expansion by securing new contracts and partnerships with multinational corporations. 🔹Additionally, I developed and implemented strategic plans to enhance the efficiency and cost-effectiveness of supply chain operations, ensuring the success of several high-profile projects despite significant operational challenges.

As a Business Development Volunteer with the Peace Corps in Kazakhstan from 1992 to 1994, I established and managed a business incubator that supported the creation of 40 successful SMEs in agriculture, light industry, and trade. 🔹I played a key role in Kazakhstan’s early privatisation efforts by conducting financial audits and due diligence projects in collaboration with Ernst & Young, facilitating the transition of major industries such as fertiliser production, mining, textiles, zinc, power generation and agriculture from state ownership to private hands. 🔹I worked closely with new business owners in the Post-Soviet landscape to develop strategic plans, raise financing, and implement operational improvements. 🔹I provided training and mentorship to local entrepreneurs, helping them navigate the shift from state-owned enterprises to private businesses. 🔹Through collaboration with international organizations and local governments, I contributed to the development of long-term economic strategies, promoting sustainable growth in Kazakhstan's SME sector and enhancing regional economic stability.

As Director, I held progressively responsible financial roles from 1989 to 1992, gaining firsthand experience in investment banking, financial analysis, and corporate accounting across financial management, steel/aluminum industries. 🔹I provided financial advisory services with a focus on investment strategies, financial structuring, and risk management, working closely with clients to identify opportunities and make informed decisions. My responsibilities included analyzing financial statements, market trends, and structuring complex financial deals such as mergers, acquisitions, and private equity investments. 🔹I developed in-depth expertise in capital markets, advising clients on market conditions and opportunities, and worked with senior management to optimize corporate financial strategies. 🔹I managed financial modeling and analysis projects to support executive decision-making and played a pivotal role in preparing companies for public offerings, ensuring regulatory compliance and maximizing market potential.