In cooperation with AATIF investee companies, identify Technical Assistance projects in the field of agriculture (outgrower development / primary production / processing). Develop and guide the implementation of the TA projects in close cooperation with the investee companies and the AATIF TA Facility Manager.

In 2015, I established Kikundi Koffee. Kikundi Koffee is African specialty coffee that is produced organically by smallholder farmers in Tanzania. The coffee is single source and 100 % Arabica, the king of the coffee beans.Smallholder farmers in Africa hardly make profit. Often they do not have access to the market and they do not know the value of their product. They regularly sell their harvest to local traders that pass by, who usually pay very low prices. This is one of the reasons why smallholder farmers are stuck in poverty. This situation can improve by providing African coffee farmers with direct access to the coffee market in The Netherlands.In cooperation with This Side Up Coffee, Kikundi Koffee buys green coffee beans directly from the coffee farmers. We pay the farmers twice the fair trade price. In return, the farmers produce excellent coffee.Do you like tasty, fair and sustainable coffee? Would you like to drink excellent coffee at home or at your office? Then have a look at the Kikundi Koffee website (www.kikundikoffee.com).

The project consisted of an evaluative and baseline research study to assess the extent to which Fairtrade certification of sugar producer organizations is delivering positive change for those organizations, their members, and their communities. The project is implemented in five countries where Fairtrade certified producer organisations are operating (Swaziland, Belize, India, Fiji, Mauritius) and which are impacted by the EU policy changes for ACP countries.The key objectives of the project are as follows:1. To assess the impact of certification on producer organisations certified for more than three years, their members and sugar workers;2. To establish a baseline for producers who have been certified more recently, focusing on key indicators that reflect the theory of change devised by Fairtrade; 3. To assess how well Fairtrade helps improve economic, social and environmental sustainability of sugar production and to recommend any changes to make such support more effective. The likely future impact of climate change is a further concern to be addressed; and,4. To consider how Fairtrade can best support certified sugar producer organisations in response to the EU policy changes for ACP countries.Responsible for: Client liaison, design of research tools, describing the context of the sugar industry in each of the project countries based on interviews with key players in the industry and background literature, ensuring implementation of qualitative research through focus group discussions and key informants interviews as well as quantitative research through household questionnaires in each country. Data analysis and report writing.

EcoEnergy is developing a greenfield sugar factory and estate of 8,000 ha near Bagamoyo in Tanzania. In addition to the estate, EcoEnergy is committed to developing 3,000 ha of outgrowers. RMI Outgrower Development has been contracted to develop and implement the outgrower and community development programme. As the Project Manager I was responsible for:• Successfully developing and raising finance for a USD 125M Public Private Producers Partnership (PPPP) project for implementing bulk infrastructure, capacity building and rural development programmes for the Bagamoyo EcoEnergy Outgrower Project• Engaging with African Development Bank (AfDB) for financing of the bulk infrastructure component• Engaging with IFAD for financing the capacity building and rural development component• Engaging with commercial and development banks with regards to loan financing for the outgrower companies for their in-farm development• Engaging with the Government of Tanzania (various ministries and government agencies) in order to mobilise Development Partner support.• Ensuring complience with the IFC performance standards and AfDB and IFAD safeguards.• Cooperating with IFAD and AfDB on developing the Project Design Document and Budgets• Developing institutional structure for the implementation organisation• Developing the business model for a standard 100ha outgrower farm• Developing the food-security strategy as part of the sustainability requirements of the programme• Developing the Integrated Water Resources Management plan• Initiating and guiding the implementation of the the Environmental and Social Impact Assessment for the outgrower programme• Supervising the implementation of a hydraulic study into the flooding patters of the adjacent river and the flood protection requirements• Supervising the preliminary bulk infrastructure design and costing for the outgrower areas.

Sierra Leone Opportunities for Business Action (SOBA) is a market systems development programme funded by UKAid/DFiD and implemented by Adam Smith International Ltd. UK. Following the Making Markets Work for the Poor (M4P) approach, SOBA seeks to improve the underlying pro-poor performance of a range of market systems in the agriculture, light-manufacturing, and waste/energy sectors, leading to opportunities for better access and improved growth for poor and disadvantaged people in Sierra Leone. To do this, SOBA provides targeted technical and financial investment in business practice innovations that grow businesses and improve farmer and small-scale entrepreneur performance and market position concurrently. SOBA identified agri-businesses which are using outgrowers to source raw materials as an opportunity to have positive impact on the livelihoods of rural communities. Through the project SOBA is supporting a number of agri-businesses in improving or establishing their outgrower programmes. Key crops that have been identief are oil palm, cocoa, maize, sorghum, lemongrass and riceResponsible for: • Development of innovative outgrower models for oil palm, cocoa, maize, rice and sorghum. • Engagement with palm oil companies on initiating a pilot outgrower project, raising finance for the in-farm development of the outgrower oil palm companies, preparing capacity building programme for the outgrower department. • Engagement with maize company, reviewing their sustainability and giving recommendations on improving their operations, agricultural practices and outgrower engagement. • Developing gross margins for maize, and rice production, identification of key constraints in the production of maize and rice

Zanzibar Sugar Factory Ltd was established in 2005 in order to take over the assets of the Mahonda Sugar and Perfume Company, which was owned by the Zanzibar Government. Mahonda Sugar and Perfume Company was established by a bilateral project between the Chinese and Zanzibar Government in 1972. The company was run by the Chinese and later by the Zanzibar Government, until the factory was closed in 1996. In 2005, Zanzibar Sugar Factory Ltd took over the assets from the Zanzibar Government. The factory had not operated for 10 years, and was in a state of disrepair. In the sugarcane farm, no sugarcane was left and all farms were invaded by local farmers growing rice and other crops. Between 2005 and 2010 the owner of Zanizbar Sugar invested in refurbishing the factory and re-establishing the sugar estate. However the factory never operated successfully. In 2010 I was hired by Zanzibar Sugar to re-start the factory and estate. After 6 months it became apparent that the refurbishments to the factory were not done properly and substantial investments were required in order to operationalise the factory and estate. As insufficient funds were available, I developed an investment plan and engaged potential investors.Responsiblilities:• Improving the cane husbandry in the sugarcane estate• Expanding the area under cane in the estate• Re-starting the factory• Developing a maintenance plan for the factory• Developing a re-development plan for the factory and estate• Engaging with potential investors in Zanzibar Sugar

The Bioenergy and Food Security Project (BEFS) is designed to mainstream food security concerns into national and sub-national assessments of bioenergy potential through three main activity pillars: • Develop a conceptual and analytical framework of the bioenergy and food security nexus• Estimate bioenergy potential and analyze food security implications • Strengthen institutional capacities, transfer knowledge and exchange information between public and private sectors.Responsible for:• Liaison with the country team and the project team at FAO Headquarters• Liaison with government counterparts, private sector and the donor community• Developing Terms of Reference for and hiring of consultants for specialist inputs• Selecting and appointing team members and overviewing their activities• Implementation of the project according to schedule and budget

The United Nations Agencies in Tanzania took part in the “One UN pilot” where all UN agencies are collaborating in order to achieve synergies and a higher level of efficiency between the different agencies. In Tanzania, FAO is collaborating with 6 other UN agencies in the area of wealth and employment creation in Mtwara and Lindi regions. Value Chain Development, preparing programs to assist smallholder farmers in agricultural production, business management and marketing.Responsible for:• Program development in cooperation with other UN agencies and Tanzanian government• Contributing in the areas of irrigation, water management, smallholder agriculture and bioenergy• Detailing of activities• Budgeting • Development of ToRs • Hiring of staff and consultants• Implementation of the activities according to time schedule and budget.

The Smallholder Irrigation Project promoted the efficient use of small-scale irrigation technology in the northern Lake Victoria Basin. The project provided equipment and training to small-scale farmers.Responsible for, in cooperation with the National Project Officer:• Planning• Implementation• Coordination of the procurement of the equipment• Supervising field verification missions for farmer group identification• Ensuring the timely distribution of equipment• Organizing Training of Trainers courses (Farmer Field School methodology)• Training of trainers on the installation of drip kits• Budget control.

Study into the institutional requirements for IWRM | TanzaniaResponsible for:• Development of the project document• Development of the Terms of References• Recruitment of team members• Organising field visit• Design and organisation of workshops• Report writing• Coordinating inputs of the specialist team members• Coordination between FAO offices, the Ministry of Natural Resources and Tourism and the Ministry of Water.

The Lower Usuthu Smallholder Irrigation Project (LUSIP) involves the development of 11.500 hectares of irrigated land, making this one of the largest smallholder irrigation projects in Southern Africa. I was working in the team responsible for the establishment of commercial irrigated smallholder farms and for the development of an institutional framework for Water User Groups, Water User Associations, the Irrigation District and the Usuthu River Basin Authority. I was also involved in the development of the logical framework for the LUSIP.Responsible for:• The development of annual workplans and budgets• Preparation of quarterly, monthly and bi-weekly reports• Supervising financial administration• Giving guidance to local staff working on community sensitization, group formation and training.

Coordinating and writing of technical and financial proposals for the Department of Water Management of DHV Agriculture & Natural Resources BV.

Integrated Water Management Project for the Kafue Flats: Integrated environmental water management project aiming at the regeneration of the ecological function of the Kafue wetlands by identifying operational and organizational interventions for water use, water storage and release.Responsible for:• Setting up office• Project planning• Local logistics• Financial administration• Workshop design and organization• Organizing training on mathematic model (KAFRIBA) use• Organizing steering committee and stakeholders meetings• Liaison with client, stakeholders and the Ministry of Energy and Water Development• Giving guidance to professional inputs from the expert team• Coordinating reporting• Contributing to the Integrated Water Management Strategy for the Kafue Flats • The modeling of the hydraulic behavior of the Kafue Flats• Project identification• Development of project proposals.

Java Irrigation and Water Resource Management Project: Rehabilitation and improvement of a 7,000 ha irrigation scheme, including a participative development program for the formation of Water Users Association Federations.Responsible for:• Field survey in the Cihea irrigation project• Interviewing O&M personnel• Guiding the local consultant in participatory design process for the new design of the Cihea irrigation project• Making an alternative design for the flow control for the institutional situation after the Irrigation Management Transfer

Water for Wildlife Project: Developing small dams for drinking water purposes for the endangered black rhinos in the Tsavo East National Park.Responsible for:• Field survey in the project area into suitable dam locations• Study on the hydrology of the project area• Evaluation of the existing dams• Design of new dams