With the expansion of our business, we decided to divide responsibilities broadly along the line of projects, operations and training. This allows us to expand our portfolio and to offer more tailored services.

I worked with over 300 clients in all sectors across 41 different countries (from Albania and Antigua to the USA and Zambia), conducting consultancies at board level about strategy and training needs analyses, facilitating seminars and workshops on topics such as HR and business strategy, project management, conflict resolution and coaching at senior management levels, and providing training for staff on a wide range of issues from presentation skills to appraisal. My experience as a consultant showed me that, for individual clients, it is key to find the underlying problem that really concerns them. For organisations, problems presented often require a focus more on organisational culture and behaviour, than on easy to blame (and seemingly easier to fix) structure and procedure issues. As an experienced trainer, I was asked by the CIPD to write distance learning materials for their courses on training: I also wrote a major article on ethics in training for Training Journal.

I sought to revive the training function, making it more strategic and able to act as an internal consultancy arm. Included in my remit was the shifting of a previous preference for 'pass/fail' assessment centres to much more appropriate development centre and coaching approaches to raising management skills, greater emphasis on practical management and leadership training, and also continuing to assist central banks in Eastern Europe and the Former Soviet Bloc to modernise.

This role included the terms, pay, travel and support arrangements for over 60 staff seconded all over the world, and managing an outplacement function for over 200 staff. In parallel, I provided support for central banks and central payment organisations in Eastern Europe and the FSU to modernise.

I was responsible for day-to-day management of Swaziland's foreign exchange reserves, the setting of local interest rates, and the development of local management skills and staff capacity to manage their markets. I worked closely with Government and the local banks, advised the Governor of the Central Bank on a wide range of issues from the national budget to restructuring of utility companies' debt, and chaired the working party to set up Swaziland's first stock exchange.

Responsible for developing a more modern approach to senior management training, which included largely self-managed learning sets, project-based development, and job shadowing and swaps (internally and with other organisations).

Responsible for hour-to-hour assessment of liquidity in the London money markets, and for practical arrangements for any interventions. I also managed an office of 22 support staff.