The ECH Group is a small but diversified Caribbean financial services Group. At the end of 2020, the Group made a decision to consolidate its FinTech assets and centralise decision-making through its core entity of Global Processing Centre (GPC). GPC is currently undergoing an ambitious but critical organisational transformation as it effectively positions itself for growth and global expansion. As MD, I am directly responsible for spear-heading this transformative expedition and mapping the company’s journey into its next evolution. • Cash Management and Finance: Stringently manage the working capital of the company to ensure intelligent spend and cost reduction.• Strategy & Planning: Instill a culture and process for annual strategic planning and combine these insights into a 5-year Strategic Long-Term Plan.• Build, test and optimise the relevant financial models for each business/product line and test the various strategic scenarios to inform and optimise the respective strategies• Performance Management: Ensure Performance Management tools and processes are embedded into the company and aligned with the respective strategy.• New Business Development: Perform the relevant market and regulatory research, competitive landscaping and financial and budgetary modelling to ensure a mature stage-gate process for the granular evaluation of new opportunities. • Maintain an opportunity hopper and host regular capital sanction roundtables to consider various projects and priorities.• M&A & Capital Investment: Develop a M&A and Divestiture strategy in order to meet the set long-term goals.• Evaluate the potential transactions in order to discern the possible value and test the strategy. • HR Support: Provide critical support to the HR function by using the company strategy to inform human capital headcount and resourcing, roles and responsibilities delineation, organisational structural design, and M&A HR due diligence and post-transaction HR strategy.

As the inaugural executive leader for this division of the ECH Group of Companies, I was directly responsible for the growth and market development for the SugaPay product and brand. • Constructed and continuously refreshed the SugaPay strategic long-term plan and build the underpinning financial model to quantify the strategy. • For each territory and potential target market, evaluated the competitive landscape and developed and crafted the SugaPay competitive advantage and value proposition. • Understood the local Central Bank and financial sector regulations and the effect on the EFT space and lobbied for change when necessary.• Liaised effectively with the Group’s technology hub to ensure product development alignment and go-to-market readiness.• Developed, initiated and supported the organisation’s performance management framework to robustly measure performance and provide the tools and coaching for value maximisation. • Provided vigorous, energetic and effective team leadership to the various elements of the organisation, including finance, sales, human resources, operations, administration and strategy. • Acted as the SPA for the SugaPay PnL and the value creation mandate.• Owned and constantly developed and improved the C-suite relationships with the various SugaPay stakeholders.

SugaPay is one of the region’s premiere electronic financial transaction (EFT) solutions and it enables modern mobile payments and transactions within a seamless ecosystem. I assumed the role of project coordinator for the market-entry pilot project. • Created the base implementation plan for the pilot project’s execution and developed the respective milestones and KPIs.• Formed a cross-functional team between operations and technology in order to align and optimise goals and build a strong pillar of consensus and unity throughout the different elements of the project. • Produced and curated the processes and implemented the tools to drastically improve communication and transparency• Continuously met with all the stakeholders to align expectations and maximise the possibility of a successful outcome.

The TAS group specialises in corporate finance and strategic consultancy and joining this division has enabled me to round off my executive management skill set while gaining knowledge of the culture of an emerging market. In my tenure, I achieved the following:• Advised early stage start-ups and SME’s on business growth strategy, company valuation and seed round pitching.• Performed feasibility studies for both greenfield and brownfield investments and advise clients on differing value options.• Identified, evaluated and proposed possible synergistic acquisition targets and value pools for clients. • Conducted valuations and commercial and operational due diligence for buy-side and sell-side clients.

StubHub is the world's largest ticket marketplace, enabling fans to buy and sell tickets to live entertainment events. StubHub was originally founded in 2000 when it effectively reinvented the U.S. ticket resale market. After its success in the U.S. and its acquisition by eBay Inc. in 2007, the company then began expanding the business into the European market, beginning with its U.K. launch in late 2011. I joined the StubHub U.K. team in mid-2013 as the Fulfillment Manager for the region. I then led and developed a young but growing operations team, which enabled the provision of our Last Minute Sales (LMS) service for event tickets. In my tenure, I achieved the following:• Built a performance management and measurement framework to improve the identification of and focus upon our most valuable KPI’s in order to make higher quality strategic decisions in controlling the operation and retail business. • Increased our paper tickets sales by 20% YOY by performing in-depth analyses of the transactional data for the larger, revenue-critical events in order to better discern customer (seller & buyer) trends, identify robust opportunities and inform the recommended actions and subsequent business cases to adequately quantify and commercialise these opportunities.• Drove performance within our various LMS fulfillment methodologies and with various third party logistics providers. • Pursued initiatives to reduce costs and deliver flexible distribution solutions for our customers and plan, initiate and evaluate fulfillment for events in new geographical locations, increasing event LMS access by 80+% YOY. • Led and influenced across several functions to help streamline and coordinate our business execution. • Built strong relationships and credibility with our Tier 1 merchants and increased their use of our service by 15%.• Embedded a deep sense of customer service within the operation and improved customer satisfaction by 20% YOY.

Hull Support Services Limited (HSSL) is a regional provider of sub-sea services. They provide commercial diving and Remote Operated Vehicle (ROV) services to the upstream and downstream businesses of the energy sector. HSSL maintains its base of operation in the country of Trinidad and Tobago but has also performed work regionally in Suriname, Venezuela, Barbados and St. Eustatius, and internationally in Nigeria. In mid-2011, I was asked to advise on the strategic direction of the company and its governance. In my tenure, I achieved the following:• Evaluated the business plan for the company and offered recommendations for growth in tactical areas of opportunity.• Sourced and managed a financial services firm to perform the necessary due diligence to value the company.• Contracted and worked closely with an external legal team to draft a detailed, robust and industry bench-marked Shareholders' Agreement (SHA).• Designed the approach to present the SHA to the board and developed options around its governance.

While conducting part-time strategy development work for my family’s local real estate firm, I realised that the Caribbean Luxury Real Estate market (US$500M asset base) sorely lacked a fully integrated and indigenous Property Consultancy Firm and one that focused on returns based investment rather than simply lifesytle. Sterling Mason Caribbean Estates was designed to fulfill this need. In my tenure, I achieved the following:• Sourced our start-up capital (US$60K) and then developed the strategy for the company’s initial launch and exposition and the accompanying international core brand attributes. • Designed the organisational structure of the firm as well as the regional and international relational network (15+ partners).• Performed substantial analysis of the competitive landscape both within the region and on a global basis and used the results to formulate and craft a well-defined competitive advantage.• Established the fundamental company philosophy/vision and embedded this into the organisation’s capability.• Created the firm’s marketing and sales strategy, while simultaneously acting as the main liaison with our clients (50+ active).• Accurately performed extensive property searches for individual clients, both private and investment based, as well as the subsequent economic analysis of various options and sensitivities. • Implemented and sustained several global business best practices into the operations of the company.

As Internet penetration grew in Trinidad and Tobago over the last decade so too did the demand for related e-services. A natural development was the advent of ticketing on-line. CBO was created to take advantage of this increased service demand. During my tenure I achieved the following:• Identified an unfulfilled market need while recognising the concept as a localised 1st mover and performed extensive market and competitive analysis in order to ascertain the commercial viability of the on-line event ticketing concept.• Developed a full-fledged, robust and well articulated business plan for the launch of the company in the local entertainment event ticketing space (annual revenue of more than US$50M) and raised the appropriate seed capital for the venture.• Created the name, symbol and brand attributes that represented the business.• Negotiated with and managed a 3rd party provider for a national delivery service for purchased tickets. • Assiduously formed relationships and successfully negotiated full Service Agreements with the local network of event promoters for the provision of Caribbean BoxOffice ticketing services.• Strengthened the company into year 3 with a 35% increase in year-on-year sales volume.• Extended the core brand in years 2-3 with the introduction of several original CBO services and initiatives.

IBM had purposefully modified its competitive strategy to focus on professional consultancy and evolve from a solely technologically-driven enterprise. I was recruited from BP to lead this effort in the energy sector for the region. During my tenure, I achieved the following:• Pioneered the IBM Global Business Services (GBS) group within the US$10BN Caribbean energy industry.• Guided IBM’s energy growth strategy for Trinidad and Tobago and the Caribbean along with senior IBM energy Partners. • Marketed the GBS segment capability to the most prominent energy players operating within the local arena.• Worked diligently to forge relationships with the key decision makers in each of the most prominent energy companies in order to proactively understand their challenges and business gaps.• Thoroughly analysed the collected data and juxtaposed this with the global capabilities of the GBS group in order to find suitable, aligned and value-adding solutions.• Established and led specific working forums of GBS subject matter experts from the international IBM human resource bank to further develop critical solutions for the identified challenges.• Formulated and produced working papers and proposals on the determined solutions and presented these findings to the various key decision makers in the respective organisations.

BP Trinidad and Tobago represented a business with an annual gross turnover of US$4B, and a production capacity of 500mboe/d. While at BP I completed the intensive three year Global Graduate Challenge Program and spent a further year helping plan the forward business outlook. During my tenure, I achieved the following:• Assisted in the development of the 5-year Long Term Plan for the Trinidad business. • Using the Trinidad Planning Model, performed sensitivity analysis on various development options and quantified their effect on the company’s financial measures and outputs. • Conducted internal Quarterly Performance Reviews and presented results to Executive Leadership Team.• Created and developed innovative economic model that effectively captured the holistic commercial framework and value of the Trinidad LNG value chain, providing vital input into strategic decision making and negotiation. • Performed economic sensitivity analysis on various development and major project options (>US$100M) and quantified their economic viability for possible sanction. • Founding member of bpTT’s cross-functional Production Optimisation Team and assisted in the formulation, implementation, performance management and realisation of the bpTT 2005 Gas Sales Plan.• Worked alongside BP’s strategic business partners (BG Group, NGC, Repsol, ALNG) to narrowly forecast and control operational and marketing activity sets, strive for operational excellence and maximise gas sales and revenue generation.• Acted as day-to-day commercial liaison with Atlantic LNG middle management in order to coordinate and optimise activity, improve contract execution and enhance partner relations. • Conducted strategic option analysis and negotiation preparation for European sales contract re-opening and re-negotiation.• Acted as Commercial Controller, managing Commercial annual budget (US$1M) and worked with assurance, compliance and performance management contracts in order to meet target.

At the end of 2001, after several years of decline, ownership of the Michelin franchise was transferred to the French group, GBH. I became Country Manager and led the team’s effort to revitalise and re-build the Michelin tyre franchise business and brand locally. During my tenure, I achieved the following:• Completely revamped and reconfigured the organisational structure and business strategy of the company.• Successfully simplified the business model and re-trained staff producing a streamlined, results-orientated, well controlled and deeply purposeful business. • Using modern marketing initiatives and detailed competitor analysis, re-energised and re-focused the sales and marketing team to a focused and motivated unit and succeeded in increasing the client base by 100% and improving monthly sales by 400% within 1 year. • Worked diligently to build very strong relationships with our partners and to learn and understand the dynamics and drivers of their individual and diverse markets.• Formed and supported conjoined marketing and merchandising strategies with our partners in order to maximise sales revenue and profit. • Oversaw all aspects of the turnaround including: premises construction, ordering and installation of machinery, stock control, human resources recruitment and training, accounting standard implementation and marketing and sales.

The Crews Inn Boatyard existed as the largest vessel haul out facility in the southern Caribbean. Work was performed on a number of mega yachts as well as several commercial vessels. I was invited by the then MD to join the team in order to improve the boatyard's professional project management skill set. During my tenure, I achieved the following:• Oversaw the coordination and performance management of projects within the boatyard.• Planned, scheduled and controlled individual projects (US$M) from their inception, starting with scope definition, through criteria evaluation, design, risk management, resource and temporal analysis, plan implementation and execution, performance management and ending in post-project evaluation.• Performed a 2 month in-depth critical review of the boatyard management structure, its processes and their effectiveness, culminating in formal recommendations to the CEO and governing board.• Directly responsible for streamlining of the procurement process, cutting costs and reducing lead times.• Worked with 3 managers and responsible for approximately 35 skilled and semi-skilled yard employees.

The Angostura Yachting World Regatta was a world renowned sailing festival held in the island of Tobago. The Regatta lasted for an entire week and attracted some of the fiercest and finest sailors and vessels from the region. In 2001, the Regatta was undergoing a metamorphosis where it hoped to attract an entirely new generation of sailor to the sport and the festival. I was asked to spearhead this effort and infuse a unprecedented level of enthusiasm in the general organisation of the event. During my tenure, I achieved the following:• Assisted in the organisation of all aspects of the Regatta including international marketing, sponsorship, logistics, resource allocation and human resources.• Single-handedly acquired all new major sponsorship for the races.• Attracted a historic number of regatta entrants with 100 partaking yachts.• Managed daily post-race social events for approximately 400 attending crew members.

In 2000, the Latin American offshoot of the American brand, Costco, entered the Trinidad and Tobago market for the 1st time and sourced qualified and highly motivated individuals to join the management team and direct the company to its first successful local opening. I was hand-selected to be the main Merchandising Manager for the company. During my tenure, I achieved the following:• Trained and developed skills in Costa Rica under PriceSmart’s Executive Management Team.• Managed the internal building, stocking and merchandising of the store in order to meet the opening deadline and thereafter to control warehouse inventory conditions.• Responsible for the creation and constant evolution of all retail in-store merchandising and marketing presentations in order to excite customers and drive sales. • Worked intimately with the Supply Chain and Purchasing departments to ensure alignment with market demand and to minimise inventory holding costs. • Responsible for the training, organisation and motivation of 5 supervisors and 50 floor employees.

The Trinidad and Tobago Sailing Association exists as the focal point for sailing in the country of Trinidad and Tobago and by extension, its Sailing Academy represents one of the Southern Caribbean's few locations for formal sailing education. The main source of enrollment for its year round program was its highly popular 2-month summer camp. After spending several summers as an instructor, I was then invited to be the Camp Coordinator for the Summer Camps of 1997 and 1998. During my tenure, I achieved the following:• Selected as the 1st local and youngest (20 years old) coordinator in the history of the Association and the Academy.• Created the first-ever business and operational plan for the annual summer camp and was primarily responsible for its execution and the complete restructuring of the organization and its central vision.• Conducted pre-camp orientation and training for all employees and instructors each year.• Organized and oversaw the refurbishment of the training boat fleet (20-30 Optimist dinghies) prior to the commencement of the camp each year.• Designed the first safety protocols for the camp and embedded a culture of safety into our practices.• Continued to teach a full Beginner class each day.• Led 7 senior instructors, 15 assistant instructors and 150 students (aged 6-17 years old) on a daily basis, over the course of a summer.