Director of Business Administration

• Aug 2022 - Present

Managing Director and Independent Consultant

• Dec 2011 - Sep 2022

Project Management Consultant Kiron Global Strategies Project managed partnership proposal project to develop technical and vocational education in Papua, Indonesia. 2017-2018 Project Manager INSPIRITAS (Asia) Managed US company start-up in Asia. 2012-2015 (2.5 years) Project Manager Brighton Global Education, (Kuala Lumpur) Project managed integration of Chinese and Singaporean ventures into Malaysian holding company. Workstreams included development of Asia strategy, financial system consolidation, product design and organizational restructuring. The project optimized efficiency and enhanced market penetration. 2011-2012 (11 months) Show less

Director of Special Projects and Financial Analysis

• Dec 2015 - Dec 2016

Managed a program of projects to accelerate and enhance the integration of partnerships between 20 US and Indonesian organizations and companies. Initiated projects in strategy, HR, marketing, finance, and operations. Set out clear project performance objectives with CEOs. Appointed local project managers, developed comprehensive plans and successfully implemented program. Set up and monitored risk and quality logs. Program significantly improved operational performance, financial efficiency and communications Responsible for development of 5 year strategic business plan for university, boarding school and K-12 schools. Managed creation of financial models for each school. Conducted analysis of different potential education ventures in Indonesia and Vietnam. Show less

Managing Director

• Mar 2007 - Jan 2012

Independent Research (Kuala Lumpur) Project managed comprehensive study on online education implementation business plans and projects for potential clients in Malaysia. 2011 (5 months). Cairo University (Egypt) Project Managed consulting engagement on the technical, legal, and investment structures required to initiate $500 million PPP investment project. Inclusive of developing a PPP project management toolkit. 2009-2010 (6 months, contracted as independent to Deloittes). Government of Kazakhstan (Astana) Project managed extensive due diligence and developed detailed recommendations on the appropriate approaches and forms for PPP in the transport, health and education sectors 2010 (6 months, contracted as independent to Deloittes). Egyptian Ministry of Transport Project managed completion of business operations plan for Egyptian Ministry of Transport’s PPP Unit. The Unit was responsible for raising $15 billion for private infrastructure investment. 2008 (contracted as individual to BearingPoint). Scottish Borders Council Project Director Project managed the development of a comprehensive plan to integrate a $140 million PFI project into the operations of a small rural UK organization. Project was successfully handed off to internal team. 2007 (4 months). Show less

Co-Founder

• Aug 2009 - Dec 2009

Project Director

• Jan 2009 - Jul 2009

Responsible for managing and completing the $21 million acquisition of Kings Group Beijing by Nord Anglia Plc. Work included technical, financial and legal sell side due diligence. Managed advisory team of lawyers and administration staff Advised the Nord Anglia on post-merger project plan.. Prior to the acquisition, managed the development of two new school campuses. Directed land assembly, design and finance work streams for the project. Responsible for managing and completing the $21 million acquisition of Kings Group Beijing by Nord Anglia Plc. Work included technical, financial and legal sell side due diligence. Managed advisory team of lawyers and administration staff Advised the Nord Anglia on post-merger project plan.. Prior to the acquisition, managed the development of two new school campuses. Directed land assembly, design and finance work streams for the project.

Program Manager, Special Capital Projects Group

• Jul 2004 - Feb 2007

Project Director for £70 million PPP project. The project resulted in a 30-year private finance initiative (PFI) contract to finance, build and operate 3 High Schools. This work included: Completing outline business case inclusive of comprehensive financial model. Calculating, presenting and revising public sector comparator, shadow bid model and risk transfer matrix; Designing and managing the legal, financial and technical sell side teams (15 people); Managing the competition and evaluation process; Negotiating final 30 year £70 million PFI contract; And working with government regulators and officials at local and national level to ensure project complied with financial and technical regulations. Project Executive for a £20 million school investment project which resulted in 4 new primary schools. Specifically, the work included: Recruiting and training the project manager; Ensuring the project was set up with appropriate risk and quality logs; and Designing the project plan. Project Senior Supplier for a £10 million property rationalization project. This work involved: Designing project scope; and Selecting an appropriate property rationalization approach (JV, PFI, etc) and project manager. Show less

Managing Director

• Aug 2002 - Jul 2004

Managed business reengineering project for AMIDEAST; Conducted a comprehensive feasibility study on e-commerce in Egypt; Managed market study for AWB Limited; Conducted a comprehensive feasibility study on e-commerce in Egypt; and Managed market study for AWB Limited Managed business reengineering project for AMIDEAST; Conducted a comprehensive feasibility study on e-commerce in Egypt; Managed market study for AWB Limited; Conducted a comprehensive feasibility study on e-commerce in Egypt; and Managed market study for AWB Limited

Director - Privatization Coordination Support Unit

• Oct 1999 - Jul 2002

Responsible for assisting the Government of Egypt (GOE) with attracting investment into state owned companies. Managed valuation and due diligence projects for government ministries and holding companies charged with attracting investment into utilities, transport, the financial sector and state owned industrial enterprises (Law 203). Work involved managing teams of between 3 and 10 staff depending on assignments. Specific projects included: Strategies to improve the performance and attractiveness of the companies for sale; Creation of systematic approach for the production of investment memorandum and valuations; A multiyear financial database of public sector companies; and Recommendations on management contracts, anchor investors and joint ventures; . Studies Director - Privatization Coordination Support Unit October 1999- June 2000 Responsible for designing, staffing, managing and producing feasibility and due diligence studies for GOE's privatization program. Specific studies and workshops included: Airport PPP Feasibility Study – Designed the scope of work, hired the consultants, managed the assignment and delivered presentations on the findings. After the completion of the assignment the Airport Authority began to implement the recommended tendering process An analysis of management training needs in the state sector; and A detailed study on the performance of companies sold to the private sector. The study reviewed the initial transaction, changes in investment, profitability, return on investment and operations efficiency in 40 companies across several industry sectors. Show less

Project Management and Investment Consultant

• Aug 1997 - Aug 1999

Client: Development Alternatives Inc June-September 1999 Managed due diligence projects on joint venture companies in the food processing industry which recommended strategies to attract investment into the companies. Client: CARANA Corporation 1998/99 Managed a 4 person team to conduct valuation and due diligence projects on two public sector Egyptian companies in the textile and chemical sectors. Client: ELS-Language Center/Cairo (owned by Alhamed Enterprises, UAE) 1998 Center Director Responsible for managing the redirection of a $500,000 investment in a language and training center. Set the monthly, quarterly and yearly financial and operational objectives.. Transferred center to permanent management team. Show less

Executive Consultant

• Aug 1995 - Aug 1997

Moscow Based (August 1996-August 1997) Specific project management and financial consulting experience: Financial Advisor to newly appointed RAO-UES (Russian National Electricity Company) CEO’s change management team. Managed the activities of foreign consultants. Managed the construction of a business model required to evaluate 72 Russian regional electricity supply and distribution companies. Moscow Based (August 1996-August 1997) Specific project management and financial consulting experience: Financial Advisor to newly appointed RAO-UES (Russian National Electricity Company) CEO’s change management team. Managed the activities of foreign consultants. Managed the construction of a business model required to evaluate 72 Russian regional electricity supply and distribution companies.

Acting Director/Special Projects Manager

• Sep 1992 - Jun 1994