AIF is a public-private partnership involving DSM, Government of Rwanda, IFC, CDC Group and FMO. AIF provides a scalable and sustainable solution to malnutrition via local production of highly nutritious foods. $65m has been invested in Rwanda already in best-in-class technology.Appointed by FMO of the Netherlands as an independent Non- Executive Director of the AIF Board.

Group CFO, Board Member and Head of Family Office for DAL Group working across North Africa and the Middle East. Business Partner to the Chairman and the Engineering Division Managing Director (who are also owners of the family business) and accountable for all the Group Finance/Accounting activities. As Business Partner, the role includes supporting the Chairman and MD in strategy development and implementation and in managing the operations of the Group.In October 2013 appointed member of DAL Group Board and the leader for a special project for setting up the Family Office.Key Achievements - As a member of the Board made a significant positive contribution to the Group operations in a challenging environment which included a poor economy and USA sanctions. - Led the negotiations with Africa Development Bank and obtained approval for a $75mil loan. - Within a short period, brought all units accounting activities up to IFRS standards.- Developed and in the process of implementing a Finance Strategy to meet the growth needs of the business. - Created a plan to significantly upgrade the Governance Structures within the Group, which was approved by the Chairman and implemented. - Led the family office and contributed to managing the issues.

Accountable for all Corporate Audit activity including risk management, auditing and special reviews in Asia, Africa, Middle East, Turkey and Central & Eastern Europe (AACEE) with a turnover of over €15 billion, being Unilever’s biggest and fastest growing region. Led a diversified, multi-site, multi-functional team of 4 Audit Directors and 20 Audit Managers (14 nationalities) within a global team of 85 managers. Key Achievements - Integrated the fragmented Asia team based in Singapore and Bangalore into a leaner and more efficient unit based in Singapore and subsequently integrated the Africa Middle East and Turkey (AMET) team based in London into a unified AACEE team. Used the functional and national diversity of the team to significantly raise the quality of the work. - Accountable in 2006 for the Global Review of the newly implemented Operating Framework. The recommendations of the Review were fully implemented in the business making the Operating Framework more effective particularly in the Category and Operating Company interfaces. - Led the change in the Region from a finance-orientated team to one that represented all functions in line with the change in Audit strategy.

Selected for this role by the Regional President who was also the Joint Venture Partner in Egypt. Business partner to the CEO. As Board member, was accountable for business results and functionally for all financial activities.

Accountable for providing comprehensive finance and commercial support to the Regional Leadership team – region had a turnover of €2.5 billion. Initially worked only in Africa Business Group (ABG), and subsequently Middle East and Turkey were added. Responsible for finance strategy, reporting including forecasts, working capital management, cash flow, tax planning and challenging control standards in the operating units.