▪ Worked with the deal team to structure the merger between the top 2nd and 3rd telecommunications operators in Kenya. ▪ Led a complex merger transaction from signing to completion through the development of detailed initiatives to maximize shareholder value.▪ Structured a project based approach to deliver maximum benefits to the merged entity by leveraging synergies around operating costs, cost of goods sold, and profitability. ▪ Developed and presented to the Board of Directors a strategy for delivering a Transformation Program resulting in a 33% increase in revenue year on year and a positive impact of $24m on EBITDA annually.

• Member of the Executive Committee team, reporting directly to the CEO• Successfully executed 23 Transformation programs including:• Deploying 500 new sites across Kenya including launching 600 LTE sites in 26 major towns across Kenya • Implementing an organizational culture change program in line with brand transformation • Driving the launch of flagship products resulting in an increase of 2m customers (growth of 50%)• Successfully transitioned a brand launch from Orange to Telkom Kenya within one year of change of ownership• Launched a brand new mobile money platform which was developed from scratch to complete with the leading mobile financial service providers• Played an integral part in securing a senior loan worth $50m alongside $25m short term bridge financing • Implemented organizations wide Lean Six Sigma improvement program, resulting in a $1m impact on the top line financials

• Expected revenue growth by 67% in 2016 compared to 2015 with a focus on data and acquisition. • Generated over $1m in cash annually through selling unutilized tower space to other operators.• Increased sales by 109% in 2015 with no additional capital expenditure. • Grew subscriber acquisition by 150% year on year.• Implemented an operating expense savings model which saw the organization decrease expenses of 10% in 2016• Launched 4G LTE in Dar-es-Salaam stimulating growth of data revenues by 188% within 4 months.• Closed national roaming contracts to enable sharing of active equipment to grow Smart’s GSM coverage in a cost effective way.• Built a demand for operators interested in data roaming on Smart’s 4G LTE technology by providing aggressive pricing models without limiting data usage. • Launched a low cost mini-shop distribution model for the sale of handsets and airtime which had a break-even period of one month on a per shop basis. • Managed an entire company of 150 people in a cohesive cross functional environment.

• Leveraged commercial group synergies in areas such as marketing, sales, and distribution between all three markets in which Smart is present: Tanzania, Uganda and Burundi.• Oversaw the implementation of group projects including Mobile Financial Services, growth of roaming partnerships and product development.• Created unique product offerings which increased customer loyalty through offerings such as unlimited on-net calling to one other Smart customer, yielding an increase in revenue.• Implemented quarterly cross functional operational reviews for each operation, drove and tracked actions to be delivered across the markets.• Created standards of project reporting for each operation. • Built a PMO in each country to decentralize project management.

Project Management:• Project managed and delivered three successful cross-functional projects:• Enterprise Resource Planning (ERP) – Microsoft Dynamics (procure – pay) $1m investment. • Revenue assurance Tool – WeDo Technologies (call detail record reconciliation & rating Validation) $1.8m investment. • M-paisa (Mobile Money) – Vodafone and Comviva (Pay bill, bank integration, & Western Union) revenue share model. • Selected by senior management to project manage the strategic initiatives of the organization including customer experience. Accounts payable reconciliation, operating expenditure forecasting, and business continuity • Personally led the operating expenditure re-forecasting and cost saving initiative directly with the CFO which saved the organization $13m against budget. • Managed and controlled key programs across the organization based on the project triangle (cost, schedule, and scope)• Linked the organizations strategic goals to capital expenditures to provide visibility in reporting to the Board of Directors. • Split $30m of capital expenditure into project based accounting. • Resulted in decreasing operating expenditures and increasing earnings (EBITDA). • Successfully implemented the roadmap during a re-assessment 3 years later. • Primary project manager for the Managed Service Agreement with Roshan’s shareholders from Monaco Telecom International• Created a quality manual as part of International Organization of Standardization (ISO – 9001)• Documented cross functional Business Processes using the eTom framework • Managed and reported the capital expenditures of $30m USD for the Roshan board meetings • Supported the business case for 3G expansion in the region upwards of $4m USD. • Used Project Management Institute (PMI) as a standard for project management methodologies

Project Management:• Developed and implemented an automated e-Travel and e-Leave system that is currently used to manage 1,200 staff. • Developed an e-appraisal system, which helped shape the performance management cultural shift that the company was moving towards. • Ensure customer satisfaction by maintaining the quality of projects and adhering to expected deadlines.

Worked on data collection in the oil and gas industry of mergers and acquisitions within North America. Attended a Statistics Canada conference in which I presented our research paper. Analyzed all the data collected and wrote written summaries.

Undergraduate Student Representative

Worked closely with Professor Clough to mark assignments, midterms and final examinations. I also worked with Professor Kerr in a similar capacity. Under both professors, I was required to have a profound understanding of the class material, input marks and organize lectures. Lastly, I was able to answer any questions students may have had related to course assignments and exams.

• Western Canada’s largest business competition• Recruited and organized 530 delegates that attended the top business schools in Western Canada to Prince George. • Raised over $250,000 in corporate sponsorships as well as $170,000 in delegate fees to aid in hosting an event of this caliber.• Organized the logistics for all the attending delegates, sponsors, coaches and volunteers for this event.

Tasks and Responsibilities:• Rebuilt customer satisfaction• Built an entire new team • Managed and controlled sales on a daily basis• Communicated with franchisors • Handled ordering and handling • Managed employee schedules• Completed cash count• Managed payroll on a monthly basis• Managed stock according to weekly requirements. • Complete renovation with a budget of 100K• Analyzing actual process and pin-pointing possible bottle necks• Training employees to use squirrel operating system Achievements:• Re-established lost customer base• Decreased food cost• Decreased cost of labor • Improved profitability • Placed #1 in quality audits

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