Tim Piper, Ed.D. Email & Phone Number

Tucson, Az, Us

Erbil, Iraq

Returnees, IDPs and Vulnerable Iraqis Attain Livelihoods (RIVAL): Funded by the US State Department's Bureau of Population, Refugees and Migration, in its initial year RIVAL reached 1,800 minority group IDPs returning to their homes after they fled ISIS in 2014. Components include cash for work, income generation and small business grants, but most especially agricultural training and grants to re-establish the viability of agriculture in Dahuk and Ninewa governorates.

Afghanistan

Managed a team of 90 staff in delivering on-farm productivity and private sector interventions in the wheat value chain, and in providing nutrition education to 10,000 rural women.• Implemented a series of six agricultural production interventions to increase wheat yield by 25% for 60,000 farmers: Seed varietal selection, weed control, conservation agriculture, contract harvesting, laser land leveling and mechanized seeding. Because nationally there was no process for it, implemented a… Show more Managed a team of 90 staff in delivering on-farm productivity and private sector interventions in the wheat value chain, and in providing nutrition education to 10,000 rural women.• Implemented a series of six agricultural production interventions to increase wheat yield by 25% for 60,000 farmers: Seed varietal selection, weed control, conservation agriculture, contract harvesting, laser land leveling and mechanized seeding. Because nationally there was no process for it, implemented a yield assessment methodology to precisely measure annual changes in yield. In first two years reached 36,400 farmers with new technologies, achieved average wheat yield increases of 36%, and generated incremental sales of $11MM.• Reached 13,000 women with education in hygiene, nutrition and post-harvest storage. Designed and implemented a ten-lesson hygiene and nutrition curriculum appropriate for village women in four northern Afghan provinces. Structured a $1.5 million grant to follow-on nutrition training with household fruit and vegetable production.• Managed a series of facilitation meetings with seed production companies, flour mills and specialty food manufacturers and bakeries to create market linkages along the value chain, increase access to technologies to farmers, and increase farm income. The process began by linking durum wheat producers to pasta manufacturers. After one year the facilitation resulted in 25 contracts for 2,000 tons with a value more than $600,000.• Authored a five-year wheat intervention strategy and subsequent work plans. The strategy balances better agronomic practices and increased mechanization with private sector facilitation, with particular focus on inputs and service provision to the farm, and market linkages to flour mills and niche markets.• Designed and rolled out mobile data collection for M&E using the open source tool ODK. Developed tracking tools and monitoring processes to capture full range of performance. Show less

Lilongwe, Malawi

Consulting to USAID's Integrating Nutrition in Value Chains project, managed by DAI: 1) Digital payments systems: Installed and field tested three mobile money payments systems at the Agricultural Commodity Exchange (ACE) in Lilongwe, Malawi. Brought ACE up on three different platforms -- the two mobile network operators and one bank -- to settle farmer and trader contracts digitally. 2) Private sector demand assessment in soy and groundnuts: Interviewed twenty private sector… Show more Consulting to USAID's Integrating Nutrition in Value Chains project, managed by DAI: 1) Digital payments systems: Installed and field tested three mobile money payments systems at the Agricultural Commodity Exchange (ACE) in Lilongwe, Malawi. Brought ACE up on three different platforms -- the two mobile network operators and one bank -- to settle farmer and trader contracts digitally. 2) Private sector demand assessment in soy and groundnuts: Interviewed twenty private sector companies in oilseed and poultry feed processing to determine 2014 demand for two key smallholder commodities. Show less

Addis Ababa, Ethiopia

PEPE was DfID’s largest economic growth project, and was designed to address market failures in three agricultural sectors: cotton, textile and apparel; horticulture; and, livestock and leather, together with a World Bank-funded access to finance project. Led a professional staff of 30 and three subcontractors through the design phase for a seven-year, £43 million project. The project targeted 45,000 jobs (3/4 women), 65,000 households with increased income of 20%.

Gaborone, Botswana

Led project interventions in cotton, textile and apparel and in key Southern African agricultural commodities of maize, soy and groundnuts. Focused particularly on provision of finance at key points in the value chains, from pre-production farm credit to post-harvest inventory financing. We acted as a coordinator of investment, product and business development across the southern Africa region: Malawi, Mozambique, Zambia, Lesotho, Swaziland and South Africa.• Led strategy to facilitate… Show more Led project interventions in cotton, textile and apparel and in key Southern African agricultural commodities of maize, soy and groundnuts. Focused particularly on provision of finance at key points in the value chains, from pre-production farm credit to post-harvest inventory financing. We acted as a coordinator of investment, product and business development across the southern Africa region: Malawi, Mozambique, Zambia, Lesotho, Swaziland and South Africa.• Led strategy to facilitate regional and export trade by promoting South Africa private sector expansion into neighboring SADC markets with marketing, distribution and technology.• Utilized key marketing and trade show events to introduce emerging commercial farmers to advances in automation and technology.• Increased farmer access to finance for agricultural inputs and capital equipment finance from the US and South Africa through existing African banks expanding into SADC countries. Show less

Manila, Philippines

Performed financial analysis and loan preparation for two $100 million loans to fund a series of energy projects in two provinces of the People’s Republic of China.

Manila, Philippines

Led strategy, business development and operations in developing the new practice area of health for the company in health care supply chains – moving goods “the last mile” – and incentive schemes to provide health services and commodities to the rural poor• Designed a reimbursement mechanism for a district health insurance system for poor rural women in Tanzania to be implemented by the National Health Insurance Fund• Led the development of mobile phone applications in monitoring… Show more Led strategy, business development and operations in developing the new practice area of health for the company in health care supply chains – moving goods “the last mile” – and incentive schemes to provide health services and commodities to the rural poor• Designed a reimbursement mechanism for a district health insurance system for poor rural women in Tanzania to be implemented by the National Health Insurance Fund• Led the development of mobile phone applications in monitoring performance of both the public and private sectors in health care supply chains Show less

Dar Es Salaam, Tanzania

Funded by USAID’s President’s Malaria Initiative, the Global Fund and World Bank, the Tanzania National Voucher Scheme was a $25MM per year insecticide-treated net (LLIN) malaria control program of Tanzania’s Ministry of Health. TNVS used mass net distributions as a “catch up” campaign, and a public-private partnership voucher incentive system as a “keep up” program, working through 4,500 medical clinics and 7,000 retailers. Managed a nationwide staff of 85. Disseminated 1.2 million… Show more Funded by USAID’s President’s Malaria Initiative, the Global Fund and World Bank, the Tanzania National Voucher Scheme was a $25MM per year insecticide-treated net (LLIN) malaria control program of Tanzania’s Ministry of Health. TNVS used mass net distributions as a “catch up” campaign, and a public-private partnership voucher incentive system as a “keep up” program, working through 4,500 medical clinics and 7,000 retailers. Managed a nationwide staff of 85. Disseminated 1.2 million insecticide-treated nets per year via the public health system and the private sector and another 23 million nets in two mass distributions.• Scaling up. Working through the government of Tanzania’s Ministry of Health and Social Welfare and USAID, managed project expansion from $9 million to $25 million in annual funding and expanded the scope of work to distribute 32 million nets over seven years.• Communications, monitoring and evaluation, and learning. Improved internal communications and accountability by designating eight key managers and instituting weekly operations and process reporting. Restructured roles around functional specialties -- business development, M&E, IT, communications, product management (vouchers, nets), procurement and human resource -- to bring those functions closer to the needs of the field operations and to develop high potential managers. Mentored my deputy, a Tanzanian woman who was the Program Manager, to assume my role when I left.• Restructured Finance, Systems, and Security. Annual funding growth put strain on the financial system. Increased finance staff from two to four, including a seasoned finance executive to manage the group. Installed new accounting software & online banking system, moving payment mode from cash and check to nearly 100% online payments. Restructured the redemption and payment process (1.2 million vouchers annually) to increase transaction security, payment accuracy and timeliness of voucher redemption payments. Show less

Dar Es Salaam, Tanzania

Tanzania received the largest MCA grant to date: A five-year, $698 million compact funded by the United States for infrastructure projects: roads, water and energy. Asked by the US Embassy to join the steering committee, I stayed on through the successful proposal and implementation. Appointed by the Minister of Finance as the only non-Tanzanian Board member. Served for six years.

Dar Es Salaam, Tanzania

Managed a team of 12 agricultural specialists, the M&E team, and a youth entrepreneurship program. Value chains included cashew production and processing and tea. Managed two successive cooperative agreements, SHAMBA, and developed a three-country, three-donor, $6 million regional cashew program in Tanzania, Kenya and Mozambique.• Analysis told us that cashew processing was Tanzania’s highest potential, untapped value added export opportunity. Engaged the three largest cashew-processing… Show more Managed a team of 12 agricultural specialists, the M&E team, and a youth entrepreneurship program. Value chains included cashew production and processing and tea. Managed two successive cooperative agreements, SHAMBA, and developed a three-country, three-donor, $6 million regional cashew program in Tanzania, Kenya and Mozambique.• Analysis told us that cashew processing was Tanzania’s highest potential, untapped value added export opportunity. Engaged the three largest cashew-processing companies in a program to develop additional industry capacity through medium-sized processors (SMEs).• Engaged three large tea processors to link 14,000 tea smallholders to markets, improve agronomic practices, and increase household income in a neglected sector. Show less

The Woodlands, Texas

Chief executive of a K-12 independent school of 480 students. Led a faculty and staff of 70 in education, marketing, admissions, finance, facilities, and development. Balanced a complex constituency of Board members, parents, faculty and students, and community. Chief executive of a 480 student K-12 independent school. Led a faculty and staff of 70 through six functional direct reports: Education, marketing, admissions, finance, facilities, and development. Reported to the school’s… Show more Chief executive of a K-12 independent school of 480 students. Led a faculty and staff of 70 in education, marketing, admissions, finance, facilities, and development. Balanced a complex constituency of Board members, parents, faculty and students, and community. Chief executive of a 480 student K-12 independent school. Led a faculty and staff of 70 through six functional direct reports: Education, marketing, admissions, finance, facilities, and development. Reported to the school’s Board while balancing a complex constituency of Board members, parents, faculty and students, and the community.PROBLEM: School had just terminated its two senior administrators, had flat student enrollment two years running, teacher turnover of greater than 50%, a failed capital campaign, and was expecting to move to a 40-acre campus within weeks. ANSWER: Affirmed the mission of the school, created a vision, and implemented a strategic plan for sustained excellence. Emphasized marketing and communications strategies and set employment expectations that recruited the right teachers and students, thereby changing the culture of the school to one of excellence. Show less

Fort Smith, Arkansas

Principal in a holding company acquiring truckload motor carriers. Led integration of the acquisition and managed operations. Brought order and accountability to operation with no financial systems or controls, insufficient operating capacity, poor safety record, and antiquated pricing structure. Reported to CEO.

Wichita, Kansas

Senior Manager, Equipment Sales & Distribution: Doubled sales in 3 years from $40 to $80MM, increasing profits as a percent of sales by 41% to $5.6MMFinance and planning analyst: Financial analysis to support divisional strategic and operational plans. Performed lease versus buy and capital goods acquisition analysis.

Doctor Of Education - Edd, Multi-/Interdisciplinary Studies, General

Activities and Societies: Alpha Sigma Nu and Alpha Iota Sigma Honor Societies

Mba, General Management

Bachelor Of Science - Bs, Psychology

Activities and Societies: Phi Beta Kappa, Magna cum Laude