(1) Establishing supply solutions, warehousing, and logistics support for partners in Sub-Saharan Africa. (2) Investment identification and management.

UHF brings non-state health sector stakeholders under one body to evolve policy and promote the private sector in the interest of people's health.Upon joining the board in 2014, UHF existed as a grant funded organization. The board worked to move the young organization to a sustainable model. In fiscal year 2015/2016, UHF generated $260,000 in revenue through contract management and as an implementation partner for health development organizations. By 2016, the secretariat staff increased from one to six while growing organizational membership to over 50.As part of the East Africa Healthcare Federation (EAHF), UHF hosted the annual regional conference that countries of EAHF host on a rotating basis. Held in 2016, the conference focused on the role of the private sector in attaining the UN's Sustainable Development Goals in health. The three-day event attracted sponsorship valued at $120,000. It was attended by over 490 delegates from 26 countries to hear 40 speakers.

Chairman 2014-2016. Board Member 2012-2016.Our members provide sustainable accessibility of quality and affordable pharmaceutical products through local manufacturing in Uganda.UPMA steered policy support for local pharmaceutical manufacturing in Uganda. With the cooperation from the Ministry of Health, National Drug Authority, National Medical Stores, and other stakeholders, UPMA initiated and guided the adoption of several new policies to support manufacturers of pharmaceuticals in Uganda. Measures are now in place to support sales of locally manufactured, quality pharmaceutical products.We contributed to the National Medicines Policy and National Pharmaceutical Sector Strategic Plan, both adopted by the Ministry of Health. In both documents, we crafted the sections regarding local manufacturing.We also integrated ourselves into the Federation of East African Pharmaceutical Manufacturers. With the help of UNIDO and the German government, UPMA advanced the East African Community Regional Pharmaceutical Manufacturing Plan of Action, as adopted by the East African Community.

I delevoped the role to incorporate two main facets: external and internal.Externally, I established stakeholder relationships to improve the scope of assistance in the health sector. This included working with suppliers/clients to lower mutual costs and limitations, structuring policy support through regional and global advocacy, and boosting brand equity to access international markets in sales.Internally, I focused on process enhancement. Measurement via KPIs identified the company's limitations and opportunities. After setting tactical goals, our teams transformed company operations through clear communication and employee ownership. Ultimately, efficient operations enhanced our internal scalability while rewarding the business and its employees.In five years, the business emerged from an annual $23M single-client business to a multi-platform business with close to $60M in annual sales, while becoming a more efficient company. A large portion was due to advocacy work at the national, regional, and global level. Due to that effort, a paradign shift occured globally with donor procurement organizations, where contract award models assessed value, not only price.

Directed Funds Valuation Department

Managed JPMAM Middle Office Valuation Operations