Managing Director

• Jun 2011 - Present

Main roles • Strategy formulation and execution • Profitability, revenue and value growth • Building and leading teams to drive the business objectives • Member of the Board of Directors • Director of the Uganda subsidiary • Stakeholder management Key achievements • Turned around the business from loss making to profitability within one year of appointment as Managing Director. Recorded a Ksh 68m income from operations from a loss of Ksh 44m. • Grown revenues year on year other than FY 2014 when there was a decline due to strategic changes to our export business • Developed and executed a 1 year strategy by Q1 of year that positioned the business on the path back to profitability and in year 2 developed a 5 year strategy that has positioned the business on a path to growth • Registered and made operational a wholly owned subsidiary in Uganda in 2013 leading to 50% volume growth through improved route to market programs, better customer service and consistency in supply. This also positioned the Company well to • Re-aligned processes and functions leading to a reduction in overheads costs by about ksh 2m a month .Restructured the sales department leading to increased market coverage while maintaining the cost of distribution • Moved the Head office from CBD to Mombasa road thus adding on warehousing facilities to the office space while maintaining the rental cost • Introduced 4 different SKUS within a period of 1 year in two product categories leading to a 10% and 30% volume growth respectively • Introduced two new products in line with the strategy – one under existing brand name, and the second a new brand. The two have already been placed in all relevant channels. This is expected to account for 10% revenue growth in year 1 • Strategically positioned the Company as a commercially oriented business as opposed to manufacturing and successfully executed the closure of the plant in Kenya and outsourcing of supply to Egypt Show less

Head of Finance

• Jul 2007 - May 2011

Main roles •Financial reporting and control •Cost control and management •Working capital management •Business decision support •Budgeting and strategy • •Key achievements •Managed to reduce the level of borrowing from a high of Ksh 500m to a low of 250m in one and half years. This was achieved through proper management of working capital items ,stabilizing of revenues and cost management •Managed down overheads by amending the articles of association to save on shareholder related expenses and outsourced non core functions leading to more than Ksh 30m in savings per year •Integrated various independent data bases creating one platform leading efficiency and effectiveness and improved customer service Show less

Finance and Administration Manager

• Mar 2002 - Jul 2007

Main roles •Financial reporting and control •Cost control and management •Working capital management •Business decision support •Management of HR, Legal and Admin functions •Board secretary and member by invitation Karirana is a Tea farming and processing and value addition Company also involved in tree (blue gum) farming •Key achievements •Led a value addition project that created a local brand which and established a commercial function within the organization. This cushioned the business against fluctuations in the tea auction with the brand offering a profitable outlet for over 30% of the manufactured tea. Also won the branding competition thereby originating the brand name for the value added tea •Led in the justification and acquisition of a 80m land for fuel wood development a project whose value has reached 1billion mark •Promoted from the position of Deputy Chief Accountant to Finance and administration Manager within 12 months on basis of performance •Led in the development of a Business Continuity Plan and a 5 year strategic plan that helped in securing the long term sustainability of green leaf supply and fuel wood. This was achieved through the formation of tea management subsidiary Company that contracted big farms for management creating a new revenue stream while guaranteeing Greenleaf supply to the factory. This ensured a 30% supply was guaranteed. •Sustained the Business profitably through stringent cost control measures between 2005 to 2007 when tea prices were at their lowest in the global market while the local currency had strengthened significantly Show less

Management Accountant

• Aug 1998 - Feb 2002

Globally acquired by Unilever in 2002; Main roles •Brand profitability analysis and reporting •Marketing decision support •Inventory control and management •Product costing and process control •Key Achievement •Played a leading role in the development of a pricing strategy when introducing the export business to Uganda which led to a 20 % growth in revenues Globally acquired by Unilever in 2002; Main roles •Brand profitability analysis and reporting •Marketing decision support •Inventory control and management •Product costing and process control •Key Achievement •Played a leading role in the development of a pricing strategy when introducing the export business to Uganda which led to a 20 % growth in revenues

Accountant

• Jul 1996 - Dec 1996