The Global Technical Advisor - Biodigester Market Development is part of SNV’s Global Energy Team. As a seasoned technical expert in biodigester market development, I provide high level technical advisory services and backstopping to 12 biodigester or other decentralised energy projects in 9 countries (Rwanda, Uganda, Ethiopia, Kenya, Zambia, Burkina Faso, Mali, Niger and Vietnam). Among other responsibilities, I am also responsible for the development of new projects and seeking… Show more The Global Technical Advisor - Biodigester Market Development is part of SNV’s Global Energy Team. As a seasoned technical expert in biodigester market development, I provide high level technical advisory services and backstopping to 12 biodigester or other decentralised energy projects in 9 countries (Rwanda, Uganda, Ethiopia, Kenya, Zambia, Burkina Faso, Mali, Niger and Vietnam). Among other responsibilities, I am also responsible for the development of new projects and seeking funding.My major result areas are strategy development, backstopping of ongoing projects including with advisory service and for quality assurance, business development, knowledge & learning and positioning & profiling. Guided primarily by SNV Strategy 2030 and SNV’s Sustainable Energy Markets (SEM) product, SNV projects and hence my tasks are basically about strengthening demand and supply sides, the enabling environment, financing, while working on gender equality and social inclusion. Additionally, our work has to do with addressing climate change and strengthening institutions and good governance while working on systems transformation with eventual goal of impact at scale, contributing to SDGs and the Paris Agreement. I am part of SNV Global Energy Team in the Netherlands. However, I am based in Kigali, Rwanda. Besides the project colleagues in different countries, I also work closely with other SNV colleagues from the Global Energy Team and colleagues from the business development team and the 2 other sectors, namely Agri-Food Sector (particularly for application of bio-slurry as organic fertiliser) and Water Sector (particularly for sanitation improvements), also for improving the integration and nexus across the 3 sectors. Show less

My role in SNV Rwanda had two parts. 1. Project Manager for EnDev/ReCIC Project: managing an innovative project, titled ‘Reducing Climate Impact of Cooking in Rwanda through Improved Cooking Energy Systems (ReCIC) Project, under the Energising Development (EnDev) Programme, managed by GIZ and RVO and implemented by SNV and other partners, in 21 countries. ReCIC is co-funded by EU and German government for 5-year starting from Nov 2020 and supports products and market development of Improved… Show more My role in SNV Rwanda had two parts. 1. Project Manager for EnDev/ReCIC Project: managing an innovative project, titled ‘Reducing Climate Impact of Cooking in Rwanda through Improved Cooking Energy Systems (ReCIC) Project, under the Energising Development (EnDev) Programme, managed by GIZ and RVO and implemented by SNV and other partners, in 21 countries. ReCIC is co-funded by EU and German government for 5-year starting from Nov 2020 and supports products and market development of Improved Cookstoves (ICS) and other cooking energy solution. SNV came in to support GIZ for the implementation, including for a business change fund. Despite some challenges causing delays, a significant progress has been made from 2nd half of 2021. 2. Energy Sector Leader: leading Energy Sector in SNV Rwanda, including for business development (BD) and sector steering, through knowledge management, learning/sharing and coordination with the SNV Global Energy Sector team. Two promising BD pipeline developed. Key results: Successfully launched and managed the ReCIC project despite many partnership and conceptual challenges of the project. Built the team and led the selection of 6 ICS companies/coops in coordination with GIZ and developed their capacity with technical assistance and grant funding. Led the development of Cooking Energy Business Growth Fund (CEBGF) and completed selection of 14 companies in partnership with GIZ and others. Started signing grant agreement with and provision of support to few CEBGF companies. Developed and got approval for the proposal of a new phase of ReCIC project for another 18 months. Explored new business development opportunities, particularly for biodigester. Show less

I had two hats: 1. Team Leader: leading SNV’s largest programme single country programme (in all its programme countries) - Biogas Dissemination Scale-Up Programme (NBPE+) with overall leadership responsibility in programme management and quality assurance, as well as technical assistance and implementation support to the government and other partners at national and sub-national levels. NBPE+ is co-funded by European Union (EUR 20.85 million) and Government of Ethiopia (EUR 2 M). It is a… Show more I had two hats: 1. Team Leader: leading SNV’s largest programme single country programme (in all its programme countries) - Biogas Dissemination Scale-Up Programme (NBPE+) with overall leadership responsibility in programme management and quality assurance, as well as technical assistance and implementation support to the government and other partners at national and sub-national levels. NBPE+ is co-funded by European Union (EUR 20.85 million) and Government of Ethiopia (EUR 2 M). It is a scale-up phase of the National Biogas Programme of Ethiopia (NBPE) Phase I and Phase II. NBPE+ had many new components, including on larger size bio-digesters for commercial/institutional uses and access to credit for demand and supply sides. Key results as Team Leader, Biogas Programme: Successfully managed this complex programme (NBPE+); including with integration and alignment between the two biogas projects (NBPE II and NBPE+) that ran parallel for 2 years; managed many teething problems around partners’ expectations and role clarities; results in first 3 years of NBPE+ are mostly on track, but badly affected in year 4 due to COVID-19 pandemic and the security situation in the country. Piloted larger size bio-digesters for businesses and institutions. Other key achievements included completion of NBPE+ Mid Term Review (MTR) and 2) active support in monitoring, reporting and verification (MRV) of carbon finance under the UNFCCC mechanism. 2. Energy Sector Leader: marketing and business development for new energy projects; supervising other project managers in energy sector, Country Management Team member, etc. Key results as Energy Sector Leader: 1) Initiated/mobilised fund for a strategic project on enabling environment called ‘SEECCS’. 2) supported for strategic entry into Energising Development (EnDev) programme, and 3) supported design of a multi-country project named “SEFFA” on productive uses of energy with IKEA Foundation funding, Show less

I was Energy Sector Leader and Project Manager for SNV Technical Assistance to the National Biogas Programme of Ethiopia (NBPE), which is implemented by the federal and regional governments. NBPE is part of the Africa Biogas Partnership Programme (ABPP) currently in Phase II and running in 5 countries, namely Ethiopia, Kenya, Tanzania, Uganda and Burkina Faso. The Technical Assistance to NBPE involves overall project management and change management support, support for private sector… Show more I was Energy Sector Leader and Project Manager for SNV Technical Assistance to the National Biogas Programme of Ethiopia (NBPE), which is implemented by the federal and regional governments. NBPE is part of the Africa Biogas Partnership Programme (ABPP) currently in Phase II and running in 5 countries, namely Ethiopia, Kenya, Tanzania, Uganda and Burkina Faso. The Technical Assistance to NBPE involves overall project management and change management support, support for private sector development, slurry promotion, including through identification of crops that have high potential bio-slurry linkages in the value chain development, linkage with micro finance. Other areas of support include introduction of Result Based Financing, carbon finance, knowledge development and networking.As Energy Sector Leader. I was responsible for leading the Energy Sector team and projects of SNV Ethiopia as well as leading concepts and efforts in resource mobilisation. I am a member of the Country Management Team, SNV in Ethiopia.I led the design of the Biogas Dissemination Scale-Up Programme (NBPE+) with overall responsibility of the Prospect Coordinator and Technical Lead, with successful implementation mentioned under the next tenure of mine above. Show less

I played a pivotal role in re-positioning SNV in Nepal’s relatively matured and complex RE sector in a short period, creating a new niche in ICS, including at the national policy and programme levels. Other major areas of my work include larger size or productive biogas, creating market mechanism for local Capacity Development Services and lately, Technical Assistance to AEPC/NRREP in 5 specific areas, namely programme management, organisational development, sector coordination and… Show more I played a pivotal role in re-positioning SNV in Nepal’s relatively matured and complex RE sector in a short period, creating a new niche in ICS, including at the national policy and programme levels. Other major areas of my work include larger size or productive biogas, creating market mechanism for local Capacity Development Services and lately, Technical Assistance to AEPC/NRREP in 5 specific areas, namely programme management, organisational development, sector coordination and resource mobilisation. Show less

LCCI Global Qualifications works for quality education and training in partnership with a number of national and international education institutes. LCCI GQ is an Approved Centre for Scottish Qualifications Authority (SQA), Scotland, the UK, for Nepal. I established a company called LCCI Nepal Pvt Ltd, as my pet project between 2007 and 2009 with a friend and my elder brother. This company steadily grew and we established 2 new sister companies called 1) LCCI Global Qualifications Pvt… Show more LCCI Global Qualifications works for quality education and training in partnership with a number of national and international education institutes. LCCI GQ is an Approved Centre for Scottish Qualifications Authority (SQA), Scotland, the UK, for Nepal. I established a company called LCCI Nepal Pvt Ltd, as my pet project between 2007 and 2009 with a friend and my elder brother. This company steadily grew and we established 2 new sister companies called 1) LCCI Global Qualifications Pvt Ltd (LCCI GQ) to handle another business focussing on hospitality management and 2) LCCI Books Pvt Ltd to handle Pearson books distribution and in-house publications. LCCI Global Qualifications was established adding a 4th member in the team of the founding members. LCCI GQ has about 25 licensees in Nepal and two in Bangladesh.I am a partner initiator and a shareholder of the company. I am in the Board of Directors of all the 3 companies. Eventually, LCCI Global Qualifications became our main company, as we decided to go abroad for business expansion. With these partners, we also established another company called Skills to Earn (S2E) Pvt Ltd. to cater to mass with lower priced products. Website: http://www.lccinepal.com Show less

Sagarmatha Finance Ltd was a finance company head quartered in Manbhawan, Lalitpur (Kathmandu) with 10 branch offices in different parts of Nepal.I was a founding promoter shareholder and served in the Board of Directors, as a member from the beginning (2005) and took over the chairmanship from August 30, 2012 to October 22, 2014 in a difficult time, when the financial sector in Nepal was going through a very tough period, due to national and international economic turmoils and… Show more Sagarmatha Finance Ltd was a finance company head quartered in Manbhawan, Lalitpur (Kathmandu) with 10 branch offices in different parts of Nepal.I was a founding promoter shareholder and served in the Board of Directors, as a member from the beginning (2005) and took over the chairmanship from August 30, 2012 to October 22, 2014 in a difficult time, when the financial sector in Nepal was going through a very tough period, due to national and international economic turmoils and subsequent regulation of Nepal's Central Bank. In 2 years time, the company was making a healthy profit, when I resigned from the Board Chair in October 2014, as I had to move to Ethiopia. At that time, the company had a paid up capital of Rs. 263.70 million. The loan and deposit portfolios were of Rs. 2.04 billion and 1.77 billion, respectively. *Note: This company got acquired in July 2017 by Century Commercial Bank Ltd (CCBL), which in turn also got acquired by Prabhu Bank Ltd. in January 2023. This way, currently I am a shareholder of Prabhu Bank. At the time of this acquisition, Prabhu Bank has a total paid up capital of about Rs 22 billion, total asset of Rs 340 billion, total deposit of Rs 284 billion, and total lending of Rs 253 billion; while it has over 3 million customers, 365 braches and 309 ATMs. Show less

I was responsible for the overall management of BSP-Nepal. BSP-Nepal is the Implementing Agency of Biogas Support Programme (BSP), a national programme established in 1992 with funding from the Dutch government and from 1997 BSP got funding from governments of Nepal and Germany as well. World Bank also started funding it from 2008. BSP supports the private sector and other players in promotion and dissemination of biogas with market mechanism. It is an integrated programme with strong linkages… Show more I was responsible for the overall management of BSP-Nepal. BSP-Nepal is the Implementing Agency of Biogas Support Programme (BSP), a national programme established in 1992 with funding from the Dutch government and from 1997 BSP got funding from governments of Nepal and Germany as well. World Bank also started funding it from 2008. BSP supports the private sector and other players in promotion and dissemination of biogas with market mechanism. It is an integrated programme with strong linkages with micro-credit and other rural development initiatives of different development agencies.BSP has made quite a name in developing a unique modality for development and promotion of biogas as an appropriate technology for rural households and the technology and the modality are being replicated in other parts of the world as well. In recognition the programme's positive impact on the global climate change, it became the first successful Clean Development Mechanism (CDM) project in Nepal. My role was key in this success. I worked with people from UNFCCC and the World Bank, including through participation in the COP 13, in December 2007 in Bali, Indonesia. As the Executive Director, it revamped BSP-Nepal giving it a new strategic direction expanding its portfolio to rainwater harvesting and larger size biogas plants for community and institutional uses. In over 5 year tenure, around 50% of total revenue of BSP-Nepal, came from new projects, starting from zero.I conceptualised and led the sector to streamline BSP, the national programme with a number of new elements like pro-poor orientation, high altitude biogas plants, support to private sector for self-regulation and improved programme governance, strengthening the quality assurance system and improved government ownership.I continued my association with BSP-Nepal as a General Member, once I left the Executive Director position in 2011. Website: http://www.bspnepal.org.np Show less

Ace is a premier graduate business school in Nepal. I taught Strategic Management and New Product Development & Management at Ace from 2004 to 2009 to the Executive MBA and regular MBA classes. I introduced the New Product Development & Management course as an elective subject to the E-MBA class passing out in 2004 and substantially revised the course content of the Strategic Management course to the regular MBA class and taught till 2009, before I had to give it up due to another important… Show more Ace is a premier graduate business school in Nepal. I taught Strategic Management and New Product Development & Management at Ace from 2004 to 2009 to the Executive MBA and regular MBA classes. I introduced the New Product Development & Management course as an elective subject to the E-MBA class passing out in 2004 and substantially revised the course content of the Strategic Management course to the regular MBA class and taught till 2009, before I had to give it up due to another important call in my career to focus on establishing an interesting business in partnership with friends and relatives. At Ace, I brought in a new way of adult learning by stressing in interactive case analysis and project work. I challenged students to think and find possible solutions by themselves rather than expecting the faculty to find for them. Show less

Energy Sector Assistance Programme (ESAP) was a national rural renewable energy programme funded by DANIDA and others and implemented under Nepal government's Alternative Energy Promotion Centre (AEPC).I, as the Solar Energy Component Coordinator, was responsible for the design and implementation of the solar photovoltaic component of ESAP, under the ESAP's Chief Advisor (Danish) and AEPC's Executive Director.Website: http://www.aepc.gov.np

Nepal GoodWeave Foundation (formerly Nepal RUGMARK Foundation) is the Nepal chapter of GoodWeave International, an international body based in the USA with Foundations or network offices in some 7 countries in Asia, Europe and USA.GoodWeave is a trademark for child labour free carpets, certifying the carpets with GoodWeave tags that are woven under a child labour free environment. The system has been evolved over years to include other social and environmental conditions. The proceeds… Show more Nepal GoodWeave Foundation (formerly Nepal RUGMARK Foundation) is the Nepal chapter of GoodWeave International, an international body based in the USA with Foundations or network offices in some 7 countries in Asia, Europe and USA.GoodWeave is a trademark for child labour free carpets, certifying the carpets with GoodWeave tags that are woven under a child labour free environment. The system has been evolved over years to include other social and environmental conditions. The proceeds from the membership and certification go for inspection monitoring, certification and education and other programmes for children, who worked in carpets factories before or children of carpet workers. The organisation focuses its efforts on creating credible system of monitoring and certification, thereby promoting carpets produced in socially and environmentally acceptable conditions; and raises funds for its programmes. Lately, it is expanding its scope to other industries like bricks for the same cause and with a similar market based approach.I took over the leadership as Executive Director in May 1998 for over 3 and half years, for organisational development and institutional strengthening of this nascent organisation with little or no credible system that was so important for its credibility in the whole international RUGMARK (now GoodWeave) network. Within 2 years, Nepal became an example for other carpet producing countries to learn from. Nepal Website: http://www.goodweavenepal.orgInternational Website: http://www.goodweave.net Show less

Tested my newly acquired management knowledge and skills in various projects in a short time and got a good higher level overview of the real world. Explored opportunities in business and development sectors.

Got 3 weeks training from Sulzar UK Ltd and worked as a Service Engineer for commissioning and maintenance of liquid nitrogen plants in Nepal and India.

I was actively involved in selection of process equipment, installation and commissioning, working with the consultant (Onoda Engineering Ltd) and contractor (Kawasaki Heavy Engineering Ltd). I was a committee member in hiring and then training engineers and technicians. I successfully led the team for technology transfer from the Japanese consultant and contractor and eventually became the Chief of Production Dept. leading 6 engineers and around 90 technicians/workers, working in 3 shifts, 24… Show more I was actively involved in selection of process equipment, installation and commissioning, working with the consultant (Onoda Engineering Ltd) and contractor (Kawasaki Heavy Engineering Ltd). I was a committee member in hiring and then training engineers and technicians. I successfully led the team for technology transfer from the Japanese consultant and contractor and eventually became the Chief of Production Dept. leading 6 engineers and around 90 technicians/workers, working in 3 shifts, 24 hours with 4 groups Show less

It was my first job and learned a lot in terms of roles of management in business and the nexus with engineering and other disciplines.