As the lead Partner in the Transformation Management practice Daniel: • Lead national sales and is personally focused in the Financial Services / Insurance sectors• Managed the 40+ practitioners within the group with associated growth and P&L responsibilities. Over his tenure, Daniel sold and lead engagements including: - Providing the program and PMO support for the North American separation of a merchant acquiring business - Providing the program and PMO support for the separation of the upstream and downstream businesses of an Oil and Gas company - Supporting PMO and Reporting activities for a large Insurance company undertaking the integration of a significant acquisition - Providing Program Management, PMO and Change Management expertise to advise and support a significant operating model transformation within a global Fine Art Auction House. - Providing Project and Program management as a Service (PMaaS) within the significant IT delivery portfolio of a Life and Annuities company. The total value of this engagement exceed $25 million over 3 years.

Solagri is a Canterbury, NZ based energy company utilizing the latest renewable energy technology to provide farmers with innovative energy solutions

Brand DevelopmentWine ImportWine Distribution

Acquired by Cognizant Technology Solutions in May 2010

For a start up venture within a broader real estate development and property management group:· Participate in and often lead promotional meetings, sales calls, and attend trade association conferences to build brand awareness and identify sales leads.· Business concept development and structuring of strategic growth plan for the company.· Lead company efforts to raise $10 million in seed capital in a severely constrained market, leading meetings with high net worth individuals, executives and asset managers of Private Equity and Institutional Funds.· Set expectations and focused on building a high performing result oriented team with clearly defined roles and actionable, measurable goals.

Global Banking and Markets 01/2008 ­ 12/2008As a senior member of the North American team managing the integration of ABN Amro Bank:· Responsible for the day to day coordination of over 20 program workstreams focusing on developing and executing plans to move over $80 billion USD of assets and accompanying businesses across to RBS business lines.· Oversaw the structure and operation within the GBM Project Management Office (PMO) and orchestrated coordination efforts with other integration PMOs across RBS Group.· Structured and led various weekly stakeholder communications including meetings to brief senior executives on integration efforts, ensuring all functions were aware and prepared for upcoming migration activity.

As a manager within the North American business strategy practice of the management consulting group:· Prepared sales materials and participated in sales efforts to build existing and develop new accounts. · Managed teams of 3-10 people, under intense time pressures, to diagnose issues, develop recommendations and implement solutions.A selection of relevant project experiences:Market entry and growth strategy for a significant Financial Services company.· Developed strategic and tactical recommendations for entry and growth within new and existing markets. Assessed customer and channel partner needs, market and competitor dynamics and product suitability at the market and sub-market level.· Tailored the client's value proposition to meet the differing needs of geographies resulting in increased market penetration.Cross-selling strategy for a Leading Finance and Insurance company.· Managed an engagement team and diverse client team to develop a cross-selling strategy, understand existing cross-selling capabilities, determine critical development needs and identify immediate revenue generating cross- sell opportunities.· Identified and managed assessment of cross-selling opportunities with a potential revenue benefit in excess of $250 million.Corporate growth strategy Agribusiness and Petroleum retail business.· Managed and motivated project team to identify four industry growth platforms based on the assessment of current and desired internal capabilities, market attractiveness and competitive dynamics and developed a growth strategy unanimously approved by the Board of Directors.Working capital optimization for a division of a Global Oil and Gas company.· Conducted the analysis, developed the solutions and led the global roll out of working capital policies and procedures achieving an $80 million USD, year-on-year reduction in working capital requirements.

Managed the establishment phase of a large AUD $30 million, 10,000 acre forestry plantation project, including dayto day operations, managing government environmental approval process, and liaison with Japanese clients.

Held operational responsibility for the establishment and management of over 2,500 acres of investment forests.Managed large contract teams, prepared investment materials, attended promotional and trade shows and managedbudgets and reporting.