As the world’s largest professional services firm operating in around 150 countries, Deloitte’s global board, executive leadership and member firm CEOs must anticipate, understand and respond to geopolitical trends, tensions and conflicts. Today, these challenges include armed conflicts; growing economic, regulatory and political competition between the west and China; the emergence of AI and other potentially paradigm-shifting technologies; the growing leadership role of Global South nations and their various groupings; growing authoritarianism and extremism; and the impacts of climate change. Each of these trends has the potential to significantly impact Deloitte’s people, clients, market, brand, operations and purpose.As Geopolitics Lead for Deloitte’s global entity Deloitte Touche Tohmatsu, I oversee our global geopolitical strategy program. In doing this, I draw on an academic grounding in economics and finance, life experience as a citizen of three countries who has lived in five nations, and roles working in more than 30 countries across multiple economic sectors. Our program is structured in three pillars: (1) Sensing, which employs a range of human and AI-based sensing and synthesis approaches to produce a structured suite of reports; (2) Interpretation, which uses a range of strategic analysis, scenario exercises and stakeholder engagement to anticipate potential impacts of events and trends to brief leadership and support strategy development; and (3) Strategy, in which we develop responses and assist with communications and implementation.

As the world’s largest professional services firm operating in around 150 countries, Deloitte’s global board, executive leadership and member firm CEOs must anticipate, understand and respond to geopolitical trends, tensions and conflicts. Today, these challenges include armed conflicts; growing economic, regulatory and political competition between the west and China; the emergence of AI and other potentially paradigm-shifting technologies; the growing leadership role of Global South nations and their various groupings; growing authoritarianism and extremism; and the impacts of climate change. Each of these trends has the potential to significantly impact Deloitte’s people, clients, market, brand, operations and purpose.I spend 50% of my time seconded to Deloitte’s global entity Deloitte Touche Tohmatsu, helping to establish and lead our new global geopolitical strategy program. In doing this, I draw on an academic grounding in economics and finance, life experience as a citizen of three countries who has lived in five nations, and roles working in more than 30 countries across multiple economic sectors. Our program is structured in three pillars: (1) Sensing, which employs a range of human and AI-based sensing and synthesis approaches to produce a structured suite of reports; (2) Interpretation, which uses a range of strategic analysis, scenario exercises and stakeholder engagement to anticipate potential impacts of events and trends to brief leadership and support strategy development; and (3) Strategy, in which we develop responses and assist with communications and implementation.

I advise the leadership and partners of this remarkable social enterprise incubator.

I joined the founding leadership of Deloitte Consulting’s environmental and social sustainability strategy practice, helping clients to create value by integrating environmental and social sustainability into their strategies and operations. I serve the semiconductor, technology, finance, food and economic development sectors. In addition to client service, I help guide practice strategy and market growth.Examples of client support include:Advancing climate smart agriculture• Strategy and coalition building for major US food brand to drive adoption of climate-smart practices across its supplier base. Helped secure USDA grant to fund piloting, facilitated commercial financing partners for scaling.• Revise 5-year global market strategy of major US agricultural commodity association, incorporating measures to address environmental challenges such as water use, soil health; as well as worker health and safety. Financial inclusion and the role of financial services in advancing social good• Strategy for a lender to profitably grow by drawing on a deeper behavioral understanding of under-served women entrepreneurs to better meet their needs.• Develop and launch new sustainability-linked loan product to fund and reward measurable sustainability accomplishments of corporate borrowers.Sustainability in the Semiconductor sector• Developed Deloitte’s approaches for sustainability strategy development and implementation planning for clients in the semiconductor sector. • Sold and guided projects to address sustainability challenges across the semiconductor supply chain such as supplier practices and data; energy and chemical use in manufacturing, packaging and distribution; energy used during product lifecycle; and waste, reuse and circularity at end of product life.

Strategy Leader, Global Public Service. Helped clients develop and implement business-centric approaches to economic development, climate change, sustainability, and social equity. I focused on two pillars:Pillar 1 - The role of private sector finance in economic development, inclusion and equity: Spearheaded projects, thought leadership and market presence in leveraging private finance and for-profit approaches to advance economic development, equity and inclusion.Pillar 2 - Climate Change and Sustainability: Leveraged private sector and environmental management experience to build Deloitte’s climate change and sustainability business. Served as Chief of Staff for public sector climate change business development initiative.Example projects:• Social investment attraction strategy development, pipeline building and transaction support. Multiple projects to assess, develop, and support investments to advance financial, energy, digital, and economic inclusion.• Developed innovative finance programs to overcome market failures and establish for-profit solutions to vaccine development, health delivery, and education provision.• Led global initiative to interpret and respond to economic impacts of Covid-19, including webinar series delivered to hundreds of clients, and programs to support economies of multiple countries. • Co-led Deloitte’s behavioral insights practice, building eminence, community of practitioners, book of business.• Multiple projects to build capacity of developing nation energy sectors to move toward universal access and decarbonization.• Multi-year initiative helping a US federal agency to adapt strategy and operations to anticipated climate change impacts. • Developed climate equity tool to facilitate underserved community access to and analysis of climate-related data for adaptation planning.

As a leader in Deloitte’s Federal and Social Impact practice, I help clients in the government and social sectors to identify smart, viable answers to some of the most challenging social, commercial and government challenges of our times….and I get to help those solutions be implemented. I am responsible for envisioning strategies, creating partnerships, building business and leading client service teams in a wide range of fields. These have included, for example:With the Non-Profit sector: • Developed strategies with several health sector non-profit organizations to harness emerging technology capabilities, and an “ecosystem” approach to partnerships to create new revenue streams and alternate ways of achieving mission impact;• Developed strategy and funding plan for deploying commercial supply chain approaches to combat illegal wildlife trade.With the government sector: • Developed strategy, toolkit and test projects for applying behavioral science to improve effectiveness of government agencies – in fields such as emergency preparedness communication, overseas aid program uptake, tax filings accuracy;• Developed cross-sector partnership to help a federal agency to use auction incentives for reallocating resources in light of a changing economy.Within Deloitte:• Co-lead Behavioral Insights community of practice. Restructured practice to better develop eminence, new business and professional capacity;• Helped to design an XPRIZE, and coordinated Deloitte’s activities in support of the US Vice President’s National Cancer Moonshot;• Lead delivery of a variety of staff training programs.

Provide strategic advice, networking services, fundraising expertise, and program development leadership to Chemonics'​ Asia, Natural Resources and Business Development teams, to support expansion of Chemonics' work in Asia.

Tell a story, change the world! PCI-Media Impact is a leading non-profit social marketing organization helping communities around the developing world to successfully address environment, health and other challenges they face. I provide strategic support for PCI-MI's expansion in Asia, including strategy development, fundraising and representation in Washington DC.

Senior Vice President, Asia PacificLed programs in Asia and Pacific. Co-led growth from 50 staff, $9m; to 160 staff, $24m. Promoted from Director through Vice President.Institution building: o Led growth of region from 7 staff, $1.2m budget to 50+ staff, $6m; achieving among lowest staff turnover and highest staff morale in organization; o Co-led organizational Leadership Team meetings; developed Asia Pacific Leadership Team;o Established offices in Indonesia, Philippines, Palau and Micronesia; restructured hiring and on-boarding processes; streamlined internal reporting systems; hosted board meeting in the Philippines.Program development: o Streamlined projects in Asia, Africa & the Caribbean into fewer, focused national programs, increasing impact;o Partnered with government, businesses and communities to envision, design, and implement over 45 sustainability-oriented behavior change campaigns;o Established Philippines and Pacific programs. Developed Philippines into flagship program with 30+ staff, 37 municipal, national and academic partners. Introduced measures of impact in partnership with academia, demonstrating clear program results;o Wrote Rare’s first Country Strategies; piloted new institutional strategy through partnerships at sites across Asia. Refocused Indonesia program as pilot for national policy engagement.Fundraising and financial development: o Performed as Rare’s second most successful fundraiser, e.g. raising $7.5m in FY ’14. Implemented excellent in-region financial management, regularly achieving 100% budget compliance;o Introduced cross-departmental fundraising approach, enabling 4-country BMU grant ($5.5m), first Global Development Alliance with USAID (~$8m prospective), and first ($15m) grant with the Bloomberg Foundation;o Initiated and developed Rare’s public funding capacity. Hired and built a network of fundraisers in the US and Asia. Closed Rare’s first grants as ‘prime’ with BMU, GIZ, USAID, AusAID and others.

Pioneered TNC's new global program structure, establishing and leading a cross-cutting institutional strategy group to achieve organization-wide goals at global, national and site scales, by introducing an inter-disciplinary approach to increase the relevance of conservation to development agendas. Developed strategic vision, annual plans, budgets and funding proposals to lead 10 central staff and a network of 75 staff across 29 TNC and partner countries. Program achievements included:• Conservation outcomes: Deployed $4mm grant pool, policy & technical leadership to support designation of 35 new Protected Areas covering 55mm acres; enabled launch of large-scale “Big Idea” conservation initiatives in the Caribbean, the Dinaric Arc, and Costa Rica;• Economic benefits: Developed methodology, conducted five pilot projects to assess and communicate the economic benefits of national Protected Areas systems. Directed production of impactful case studies and raised $970,000 in support from the Global Environment Facility to launch additional studies in Latin America and the Caribbean in partnership with United Nations Development Program;• Knowledge dissemination: Developed and distributed tools to strengthen national Protected Areas systems. With the Convention on Biological Diversity and a coalition of NGOs, delivered training to 700+ protected areas staff from 123 countries to promote adoption of TNC-endorsed Protected Areas management approaches;• Influencing policy: Coordinated TNC’s Protected Areas participation at CBD CoP-9, the World Parks Congress and World Conservation Congress, engaging policy in member countries and funding objectives of key multi- and bi-lateral funding agencies;• Representation & Fundraising: Organizational spokesperson for Protected Areas, speaking at international policy forums and funding events. Oversaw public and private fundraising through all phases from cultivation to stewardship, raising $2.3m in private funding in 2008.

Supported the COO in leadership of all conservation programs globally. Oversaw organization-wide planning and budgeting processes, provided strategic support to Executive and Conservation Leadership Teams. Led diverse multi-disciplinary teams in support of organizational goals, for example:• Led re-development of TNC’s relationship strategy with its largest donor (USAID, $135m relationship), developed and implemented a new financial support and partnership strategy with TNC spin-off NatureServe;• Supported merger of Caribbean and Central America Divisions into one business unit; led development of organizational strategy and objectives for Protected Areas conservation.

Supported Regional Managing Director in leading and overseeing implementation of new organizational structure and global strategy in TNC’s Eastern US, Caribbean and Central American operating units. For example:• Project-managed development and launch of new Greater Caribbean strategy to achieve stronger alignment and synergy between Caribbean country programs; • Co-authored internal ‘Measures and Audit’ report, co-managed establishment of Conservation Measures Group to foster greater consistency in program impact measurement; • Co-managed a team to plan and transition the future of TNC’s Global Freshwater Initiative;• Served as interim Director of the Meso-American Reef Program, to clarify the unit’s purpose, restore in-country partner relationships and strengthen program funding.

Joined "boutique" business strategy consultancy Braxton Associates, later acquired by Deloitte Consulting. Led teams to assist senior executives with structuring, analysis, decision-making, project management and implementation addressing a wide range of business opportunities, processes and issues; Promoted from Associate (at Braxton Associates) to Consultant through Senior Consultant to Manager (at Deloitte); selected for corporate sponsorship through business school. Representative projects included:- Developed new market entry strategies for European corporations seeking to enter newly opening East European markets;- Assisted US corporations evaluating potential acquisitions in the United Kingdom (M&A Due Diligence);- Designed Balanced Scorecard for Business Units of Fortune 500 Corporations;- Recommended restructuring of struggling Information Technology hardware manufacturer;- Developed strategy for traditional Call Center corporation to adapt to emerging internet-based services;- Supported global Board of Deloitte Touche Tohmatsu in restructuring global partnership; addressing management structure and staffing, business unit boundaries and financial flows, functional reporting lines, geographic footprint and country/regional/global leadership roles.

Co-founded and managed a business importing men’s clothing and accessories from Italy and China; wholesaling them to retailers around the UK; and managing own retail operation in Birmingham, England .

Responsible for relationship management; financial & risk analysis and transaction formulation for Non-Bank Financial Institution clients. For example:- Restructured $2bn funding package to better reflect asset structure and cash flow of globally known Fortune 500 industrial conglomerate;- Analyzed portfolio risk of Swiss Reinsurance market to inform client finding strategy;- "Reverse engineered" understanding of globally renowned Hedge Fund manager's investment strategy to inform risk assessment of margin funding;- Qualified as stockbroker/market-maker "Series 7" certification.

New York, USA and London, EnglandFocused on corporate banking clients. Rapidly progressed from trainee in a retail bank branch to manager in central marketing department to credit risk analyst and manager in the Investment Banking division. Responsible for relationship and portfolio management; corporate financial analysis and restructuring; risk analysis and transaction formulation; project management and marketing/product management. Selected for membership of Management Development Program. Example accomplishments:- (While at corporate "Business Center") Restructured balance sheet and funding package of large regional auto dealership, thereby avoiding its bankruptcy;- (While at Central Marketing Department) Re-engineered fee structure for SMEs (Small and Medium-sized Enterprises) to increase perception of fairness while increasing bank revenue by GBP54m per annum.

- Researched and reported on developments in the media and advertising industries;- Worked to a high-paced daily deadline, with articles published every day;- Researched and authored full "2 page spread" investigative report on alleged anti-competitive practices in the European outdoor billboard industry.

Assessed realized RoI of past corporate acquisitions, in comparison to the forecast RoI presented in original business case justifying the acquisitions.

Seasonal laborer on banana plantation