Gatsby Africa, part of a £1bn UK Charitable Foundation, with objectives including a focus on driving sustainable growth in East Africa as a route to economic development and poverty reduction.Responsible for the start up, leadership and direction of the Textile Sector Development Programme in Tanzania, co-funded by DFID, and delivered as a unit embedded in the Ministry of Industry, with the goal of developing a sustainable, added value and vertically integrated cotton to clothing industry which significantly increases its contribution to wider economic activity, through large scale employment opportunities, and new and inward investment, facilitated by stronger investment agencies, strategic communications, provision of land and targeted industrial zones, supporting infrastructure, a receptive incentive and regulatory regime and the wider trade environment. Completed a new sector strategy and implementation plan for the delivery of the programme, strategic inputs to the Government of Tanzania’s Five Year Development Plan and Sector Strategy, and facilitating the implementing Round Table as a route to dialogue between the public and private sectors.Evidence based interaction with ministers and officials on trade policy, with donors and financial institutions, private sector, capacity building Government investment agencies, as well as hosting potential international investors. Progression of the development of a dedicated Special Economic Zone to overcome a critical constraint to inward investment in the sector, including development of a business case, identification of a government champion, relationship building within government, Cabinet approval, planning and approvals, and fundraising.Built and developed a Tanzanian team with the capacity and capability to take the programme of work forward, and a collaborative and consultative operating environment to ensure that strategy and operations are measured and routinely challenged and tested.

Crown Agents, an international development organisation wholly owned by a non-profit Foundation, focussed on training, capacity building, institutional strengthening, consulting and project delivery, in public health, humanitarian and emergency response, revenue reform and IT solutions, across the world in developed, developing and fragile states, with over 1,000 staff and contractors in a matrix network of projects and offices, turnover of £100m, and funds under management of £1bn.Responsibilities included strategic direction, team leadership, management and oversight of international offices and programmes, budgetary control, risk management, compliance with legal and ethical standards, direct involvement in major bids, negotiations and project delivery, and client, government and partner relationships at a senior level:-completed a five year plan, defining a geographic and service focus, centred on target operations, in-country presence, enhanced customer engagement, and the development of specific business propositions-implemented a related programme of organisational change, including managerial reorganisation, realignment of revenue and expenditure, significant reductions in operating costs, and optimisation of delivery teams and resource, backed by internal comms and underlying culture change-drove a detailed analysis of cost and profitability across a complex matrix and geographic structure to further focus operational performance and growth potential and to establish clear accountabilities for financial and operational delivery-represented the organisation internationally, building partner and stakeholder relationships and business opportunities, and interfacing regularly with a network of Government ministers and other senior government officials around the worldAs an executive director, wider board level engagement and responsibility for risk management and for the forward planning, direction, development and management of the organisation.

WRc, a research based technical and business advisory consultancy, formerly a government research establishment, providing services to the water, wastewater and environment sector, with 200 staff and turnover of £20m.Responsible for the establishment, development and management of a financially sustainable consulting and business operation, building on core technical capabilities:-established an effective structure for business development and delivery, thereby achieving year on year improvement in turnover and profitability-overall responsibility for multi-project performance and delivery.-co-ordinated business planning, budgeting and regular operational and cost review-delivered a programme of investment in staff, staff policy and practiceWon, managed and delivered projects to private companies, donors and governments, focussed on strategy and performance optimisation:-delivered for a large investor an entry strategy for investment in the international water sector and a systematic review of opportunities for private sector participation, based on assessments of legal, regulatory and tariff frameworks, and financial analysis and appraisal and due diligence of target acquisitions to identify performance and efficiency upside potential-project managed a KPI benchmarking evaluation of the performance and credit-worthiness of potential sector borrowers for EBRD-building on work delivered to World Bank, delivered a major year-long programme of KPI benchmarking performance measurement and capacity building throughout Africa, with a focus on the exchange of knowledge and expertise within Africa, funded by DFID-managed and delivered a six month performance optimisation and efficiency programme for a UK utility plc, reporting to client board and identifying cost and capital efficiencies, respectively £10m p.a. and £40m in the year-as a staff consultant delivered thematic evaluation, performance optimisation projects and post project review for ADB

CDC, a UK statutory corporation charged with assisting countries in the development of their economies through sustainable commercial investment, job creation and capacity building, with a £2bn portfolio of development equity and loans, and £800m in managed businesses.Senior Manager, CDC, UK A Head Office role covering financial and business analysis and structuring of developmental investment opportunities, financial and operational oversight of portfolio and programme delivery, and development of a high level benchmarking and strategy review, to Board, to optimise developmental and financial performance.Senior Manager, CDC, Indonesia Managed and developed a £140m portfolio of development equity and loan investments in business sectors including agribusiness, shipping, textiles and manufacturing, and covering origination, financial and business analysis and appraisal, investment cases, debt restructuring, refinancing and exit, and financial and business engagement with the private sector, co-financing IFIs, donors and government, to achieve economic and developmental objectives.Took a proactive management and business advisory role in portfolio investments, including participation as representative director and non executive director, working on strategic direction and planning, financial accountability, and operational and financial performance optimisation.Finance Director, Milne Bay Estates, Papua New GuineaAs Finance Director and Company Secretary, with a team of 20, managed the financial and legal operation and board services of a CDC subsidiary agri-business company, employing 1,500 people, a similar number of smallholders, and operating the housing, schooling, medical and social facilities infrastructure for a total of 15,000 people. Delivered a long term corporate plan, operational budgets and major operating efficiencies.Financial Accountant, Higaturu Estates, Papua New GuineaOperations Executive, CDC, UK