E. Brooke Whitaker

The USAID Responsible Investment and Trade Activity (the Activity) is a five-year (July 2020–June 2025) USD 18.7 million activity that will help promote civilian ownership of the Myanmar economy by increasing the share held by responsible, accountable, and transparent private sector firms. The Activity supports private sector firms operating in or entering the market in Myanmar to improve corporate governance, business transparency, and competitiveness. The Activity also helps Myanmar’s private… Show more

The USAID Responsible Investment and Trade Activity (the Activity) is a five-year (July 2020–June 2025) USD 18.7 million activity that will help promote civilian ownership of the Myanmar economy by increasing the share held by responsible, accountable, and transparent private sector firms. The Activity supports private sector firms operating in or entering the market in Myanmar to improve corporate governance, business transparency, and competitiveness. The Activity also helps Myanmar’s private sector overcome challenges such as COVID-19. It promotes inclusive economic growth and economic integration, responsible investment, and trade for the benefit of Myanmar citizens in non-urban areas, and empowers women to participate in the economy more fully.
The Activity will achieve its objectives by:
• Identifying and supporting transactions that bring new responsible investment into Myanmar.
• Increasing gender lens investing in Myanmar.
• De-risking investments through catalytic capital.
• Building the capacity of businesses to improve corporate governance.
• Increasing private sector capacity to comply with international regulations.
• Strengthening corporate accountability.
• Building the capacity of business support organizations such as the Myanmar Private Equity and Venture Capital Association, Myanmar Business Coalition for Gender Equality, and the Myanmar Environmental Assessment Association, to promote trade and investment.
• Supporting female leaders in business through the development of a Women Directors Program.
The Activity prioritizes sectors with the strongest opportunities to increase fair and responsible trade, inclusive of marginalized groups and women. Agriculture is a priority sector based on its strong potential for responsible investment and trade. Show less

USAID Mekong Safeguards is an USD8.6 million five-year program (2019-2023) that supports policy makers, government regulators, major financiers, developers, and contractors with information and tools to foster consistent application of environmental, social, and governance standards, particularly for power generation and transportation. USAID Mekong Safeguards helps operationalize the vision of sustainable infrastructure development that Lower Mekong countries have put forward in their… Show more

USAID Mekong Safeguards is an USD8.6 million five-year program (2019-2023) that supports policy makers, government regulators, major financiers, developers, and contractors with information and tools to foster consistent application of environmental, social, and governance standards, particularly for power generation and transportation. USAID Mekong Safeguards helps operationalize the vision of sustainable infrastructure development that Lower Mekong countries have put forward in their respective national green-growth strategies and regional platforms. USAID Mekong Safeguards has two objectives: 1) minimize negative environmental impacts of infrastructure projects by fostering more robust and consistent application of environmental, social, and governance standards; and 2) encourage decision-makers to avoid unnecessary, harmful infrastructure through smart technologies, system-scale infrastructure planning, and innovations. USAID Mekong Safeguards is an activity of USAID’s Regional Development Mission for Asia and implemented by The Asia Foundation in partnership with the Global Environmental Institute, and The Stimson Center. Managing all aspects of the activity including developing the AMELP, Communications Plan, updating the Branding and Marking Report, and gender inclusion analysis. Providing oversight of objective 1 and implementation of objective 2. Led all competitive procurement of additional staff and consultants, and oversight. Managing two program officers and one back office finance manager. Show less

Engaged by a private client to conduct due diligence for an upcoming USD70 million USAID activity focused on the energy sector that would involve restructuring the national utility, increasing both on and off-grid access to electricity, improving regulation and energy planning, and catalysing private investment in the energy sector.

Resident transaction advisor to facilitate an additional 1,000MW of generation capacity and one million connections, and improve the enabling environment for access to finance. Led all transaction advisory assistance to over 35 generation power project developers/IPPs with a team of project engineers. Advised on all aspects of the generation project development process and reaching financial close/commissioning, which includes coordinating with private investors, financial institutions… Show more

Resident transaction advisor to facilitate an additional 1,000MW of generation capacity and one million connections, and improve the enabling environment for access to finance. Led all transaction advisory assistance to over 35 generation power project developers/IPPs with a team of project engineers. Advised on all aspects of the generation project development process and reaching financial close/commissioning, which includes coordinating with private investors, financial institutions, government (Ministry of Energy, regulator, OPIC, etc.) and other donor agencies (e.g. African Trade Insurance, African Development Bank, Trade and Development Bank, etc.). Developed an internal policies and procedures manual for the provision of assistances to IPPs. Assisted in the development of policies and procedures for a USD600,000 grant fund, and its administration and award oversight. Assisted local financial institution’s utilization of a DCA facility for clean energy finance risk mitigation. Involved with all project start-up activities: organisational design; CRM system design and operation; human resource and external consulting recruitment and management; drafting terms of reference for external consultants; development and implementation of back and front office project systems and processes; project finances and bank signatory; developing annual and quarterly workplans; and reporting to USAID (e.g. presentations and coordination with COR; writing weekly, quarterly and annual reports; review of the Activity Monitoring and Evaluation Learning Plan (AMELP); and communication and outreach with external partners (e.g. monthly newsletter). Served as acting COP during a COP transition period. Show less

Advise on the design and operations of the entrepreneurial business incubator that incorporates a business plan competition and resident business incubation programme with mentoring.

Led the quality assurance for the mid-term review to assess the effectiveness of DFID’s Impact Programme, whether the programme had been adaptive, and whether it had achieved its
existing log-frame targets. Provided recommendations on the direction of the programme’s market building, monitoring and evaluation, and technical assistance.

Engaged by a private client to conduct due diligence in preparation for the firm’s proposal to USAID for the Nguriza Nshore project and was its designated COP. Travelled across the country and conducted over 40 interviews with key informants mostly in the agribusiness and horticulture sectors.

Reviewed the mining sector and value chain in Rwanda, and its position within global markets. Identified the activities and capabilities of artisanal miners and the issues that hindered their ability to scale their operations. Identified the access to finance gap for artisanal minders based on a survey of currently available sources of debt and equity finance available in Rwanda. Provided recommendations for focused in-depth analysis geared toward identifying finance solutions for artisanal… Show more

Reviewed the mining sector and value chain in Rwanda, and its position within global markets. Identified the activities and capabilities of artisanal miners and the issues that hindered their ability to scale their operations. Identified the access to finance gap for artisanal minders based on a survey of currently available sources of debt and equity finance available in Rwanda. Provided recommendations for focused in-depth analysis geared toward identifying finance solutions for artisanal minerts. Show less

Evaluated DFID’s Ethiopia Investment Advisory Facility that is led by McKinsey & Co.
Evaluated McKinsey’s work deliverables in the following within the context of the Government of Ethiopia’s “demand-driven” requests for assistance:
• Horn of Africa Pipeline Project (HOAPP) Phase I and II
• Support on accelerated electricity grid rollout and best-in-class grid management
• Ethiopian Shipping Logistics and Supply Enterprise (ESLSE) Phase I: Joint venture design and business… Show more

Evaluated DFID’s Ethiopia Investment Advisory Facility that is led by McKinsey & Co.
Evaluated McKinsey’s work deliverables in the following within the context of the Government of Ethiopia’s “demand-driven” requests for assistance:
• Horn of Africa Pipeline Project (HOAPP) Phase I and II
• Support on accelerated electricity grid rollout and best-in-class grid management
• Ethiopian Shipping Logistics and Supply Enterprise (ESLSE) Phase I: Joint venture design and business plan
• Support to accelerated delivery of revenue mobilisation (Tax Phase I and II)
• Public Investment Management (PIM) diagnostic
Identified and documented the Government of Ethiopia’s reception of McKinsey’s work and quality of deliverables through meetings with the Ministry of Finance and Economic Cooperation (H.E. Minister Admasu Nebebe), and other senior officials within the Ministry of Public Enterprises and National Planning Commission. Evaluated the effectiveness of the Facility to achieve the intended objectives, its investment and risk management processes and procedures, and value for money. Provided detailed recommendations on mitigating key risks and improving service delivery. Show less

Senior Advisor to the founding partner of InvCap, a private equity/venture capital investment manager focused on investing in start-ups, early, growth and expansion-stage SMEs in Nigeria. Provide strategic advice on capital raising and investor due diligence.

Identified Pakistani diaspora high-net worth individuals and conducted in-depth interviews regarding their investment objectives, strategies, preferences, and perceptions of risk both for commercial and social impact investments in Pakistan. Interview results are being used to guide future USAID programming in Pakistan.

Identified potential multinational corporates (e.g. textiles, shoe assembly, electronics assembly) investment opportunities in Nigeria, Uganda, Tanzania, Rwanda, Ethiopia, and Kenya that had not yet been executed. Identified investment constraints and recommended potential programmatic solutions.

Engaged by a private client to conduct due diligence for USAID’s Kenya Investment Mechanism project, which was a USD50 million project.

Assess the Feasibility of an Impact Investment Private Equity/Venture Capital Fund of Funds Investing in South East Asia (including Sri Lanka) for an Asian institutional investor. Identified impact investment managers and impact investment consultants operating in South East Asia. Provide private equity/venture capital industry lessons learned, best practices and key principles for establishing an impact fund. Provided recommendations how technical assistance should be coupled (structured) with… Show more

Assess the Feasibility of an Impact Investment Private Equity/Venture Capital Fund of Funds Investing in South East Asia (including Sri Lanka) for an Asian institutional investor. Identified impact investment managers and impact investment consultants operating in South East Asia. Provide private equity/venture capital industry lessons learned, best practices and key principles for establishing an impact fund. Provided recommendations how technical assistance should be coupled (structured) with investments, and an overview of impact measurement frameworks. Provided recommendations on how best transparency and potential/perceived conflict of interest could be mitigated for investment decisions. Highlighted issues related to performance benchmarks for impact investments, and investment manager recruitment and remuneration. Provided a list of key institutional investment terminology and definitions and common constraints to investing in SMEs in the region. Show less

Lead advisor to a privately-held family office in Hong Kong whose investment strategy is to invest up to USD 3.5 million in two companies operating in the agribusiness and renewable-energy sectors. Identified and conducted initial due diligence on agribusinesses and companies operating in the renewable energy sector in Cambodia.

Lead advisor to the Public Sector Investment Committee and Department of Project Cycle Management within the Ministry of Development Planning to develop a unified public investment process through a public-investment policies-and-procedures manual that the Department of Project Cycle Management, members of the Public Sector Investment Committee and related line ministries would use as a guide to implement government policy. Conducted bi-weekly group training sessions to senior investment… Show more

Lead advisor to the Public Sector Investment Committee and Department of Project Cycle Management within the Ministry of Development Planning to develop a unified public investment process through a public-investment policies-and-procedures manual that the Department of Project Cycle Management, members of the Public Sector Investment Committee and related line ministries would use as a guide to implement government policy. Conducted bi-weekly group training sessions to senior investment officers (economic planners) within the Department of Project Cycle Management on the investment process and related analytical tools (e.g., cash-flow analysis, NPV, IRR, cost benefit analysis incorporating social benefits and costs, financial modelling best practices), frameworks and reports. Show less

Team leader and reporting to DFID’s Development Capital platform lead for Asia, provided recommendations to inform DFID’s direct investment strategy in expansion/growth-stage inclusive agribusinesses in Afghanistan, Bangladesh, Kyrgyz Republic, Myanmar, Nepal, Pakistan, Tajikistan, Indonesia, and Vietnam for the purpose of solving many of the country-level value-chain constraints (e.g., limited access to markets and required inputs, etc.) and providing a demonstration effect to third parties… Show more

Team leader and reporting to DFID’s Development Capital platform lead for Asia, provided recommendations to inform DFID’s direct investment strategy in expansion/growth-stage inclusive agribusinesses in Afghanistan, Bangladesh, Kyrgyz Republic, Myanmar, Nepal, Pakistan, Tajikistan, Indonesia, and Vietnam for the purpose of solving many of the country-level value-chain constraints (e.g., limited access to markets and required inputs, etc.) and providing a demonstration effect to third parties that inclusive agribusinesses are optimal business models in many instances and are structured in ways that also would motivate private investors to invest/co-invest. Analysed the investment landscape of the target countries and identifying investment stage gaps in the private-investment landscape that inclusive agribusinesses might access. Provided guidance on the investment size range that is most critical for achieving the development objectives with inclusive agribusinesses in the target countries, return of principal capital, and motivation for private investment to co-invest. Show less

Advised the founding partner of Islemount Capital regarding the formation of a private equity/venture capital investment manager focused on investing in early, growth, and expansion-stage SMEs in the Philippines. Designed back office and corporate governance systems; conducted financial analysis of the investment manager and built a financial model to project revenues/expenses. Evaluated the Philippines’ investment opportunity. Advised on capital raising/access to finance, investment processes… Show more

Advised the founding partner of Islemount Capital regarding the formation of a private equity/venture capital investment manager focused on investing in early, growth, and expansion-stage SMEs in the Philippines. Designed back office and corporate governance systems; conducted financial analysis of the investment manager and built a financial model to project revenues/expenses. Evaluated the Philippines�� investment opportunity. Advised on capital raising/access to finance, investment processes and procedures, investor due diligence, and investment team staffing.
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Team leader and reporting to DFID’s Food and Agriculture and Private Sector Development divisions, developed a five-year GBP 500 million impact investment strategy in inclusive agribusiness in Africa, South Asia and South East Asia. Provided recommendations in the design, investment strategy, target countries, and initial investment portfolio that over time would have a significant and positive transformational impact on the agribusiness and financial markets in Africa (Malawi, Cameroon, DR… Show more

Team leader and reporting to DFID’s Food and Agriculture and Private Sector Development divisions, developed a five-year GBP 500 million impact investment strategy in inclusive agribusiness in Africa, South Asia and South East Asia. Provided recommendations in the design, investment strategy, target countries, and initial investment portfolio that over time would have a significant and positive transformational impact on the agribusiness and financial markets in Africa (Malawi, Cameroon, DR Congo, Ethiopia, Ghana, Ivory Coast, Kenya, Mozambique, Nigeria, Rwanda, Sudan, Tanzania, Uganda, Zambia, Zimbabwe, Liberia, Somalia, Sierra Leone, South Sudan), South East Asia (Cambodia, Indonesia, Laos, Myanmar, Nepal, Philippines, Vietnam), and South Asia (Bangladesh, Pakistan, Nepal) in terms of solving many of the country-level value-chain constraints (e.g., limited access to markets and required inputs, etc.) and structured in ways that also would motivate private investors to invest. Analysed the investment landscape of Africa, South East Asia, and South Asia and identified investment size and stage gaps in the private-investment landscape that agribusinesses might access sources of capital whereby DFID could invest Development Capital (invested capital that achieves a significant development objectives and at a minimum returns principal invested sum) in third-party managed-investment vehicles (i.e., private equity, venture capital, and impact investment managers) that would achieve the desired level of development impact and return principal invested sum or also provide a financial return.
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Senior privatisation advisor to the Government of Pakistan and provided corporate-finance advisory services to the Privatisation Commission, particularly related to transactions in the power sector. Documented Pakistan’s transaction modes in detailed check-list format, and developed best-practice transaction management systems, including transaction work plans, digital file systems, transaction team organisation structures, and transaction and privatisation programme status reports. Developed… Show more

Senior privatisation advisor to the Government of Pakistan and provided corporate-finance advisory services to the Privatisation Commission, particularly related to transactions in the power sector. Documented Pakistan’s transaction modes in detailed check-list format, and developed best-practice transaction management systems, including transaction work plans, digital file systems, transaction team organisation structures, and transaction and privatisation programme status reports. Developed three detailed strategies to market power-sector companies in Pakistan to international strategic investors, and developed a draft design of a database for international power-sector strategic investors. Advised on the following power-sector transactions:
• Central Power Generation Company Ltd
• Heavy Electrical Complex
• Jamshoro Power Company Ltd.
• Kot Addu Power Company Ltd.
• Lakhra Power Generation Company
• Faisalabad Electric Supply Company Limited Show less

Team leader to the Swiss Agency for Development & Cooperation Office in Vietnam, reviewed the red algae seaweed industry and value chain in Vietnam, identified key bottlenecks and problems within Vietnam’s value chain that hindered growth and investment. Provided and ranked recommendations: develop R & D capacity for seedling production, and new and expanded seaweed applications; develop community seaweed associations & community-level assistance; provide comprehensive training; provide expert… Show more

Team leader to the Swiss Agency for Development & Cooperation Office in Vietnam, reviewed the red algae seaweed industry and value chain in Vietnam, identified key bottlenecks and problems within Vietnam’s value chain that hindered growth and investment. Provided and ranked recommendations: develop R & D capacity for seedling production, and new and expanded seaweed applications; develop community seaweed associations & community-level assistance; provide comprehensive training; provide expert environmental monitoring and site-selection confirmation for specific crops; improve access to finance; improve the legal and regulatory framework; and continue improvement of the value chain. Show less

Team leader to advise USAID on future, strategic, operational options for PFAN-Asia after USAID's financial subsidy is removed. PFAN-Asia provides strategic mentorship to clean-energy start-up projects and companies in South East Asia and South Asia, and facilitates project promoters’/entrepreneurs’ ability to access finance, both debt and equity, in an effort to reduce the region’s greenhouse gas emissions. Advised on PFAN-Asia’s future strategic and sustainable options after the removal of… Show more

Team leader to advise USAID on future, strategic, operational options for PFAN-Asia after USAID's financial subsidy is removed. PFAN-Asia provides strategic mentorship to clean-energy start-up projects and companies in South East Asia and South Asia, and facilitates project promoters’/entrepreneurs’ ability to access finance, both debt and equity, in an effort to reduce the region’s greenhouse gas emissions. Advised on PFAN-Asia’s future strategic and sustainable options after the removal of USAID’s financial subsidy, which included identifying multiple revenue-generating activities/service offerings and projecting potential revenues/costs in three scenarios. Conducted competitive, market and clean-energy value-chain analysis that included the identification and assessment of similar companies operating worldwide, and provided an assessment of required skills and firm attributes needed to implement the different service offerings. Identified and evaluated PFAN’s current business model and identified issues likely to impact sustainability.
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Team leader to advise a client interested in understanding the impact investment landscape in Africa, and in Zambia in particular. Conducted a private-investment landscape analysis of Zambia and Africa; identified access to finance investment size and stage gaps in Zambia, and provided recommendations on an impact investment strategy to provide investment capital in an under-served market segment.

Lead Advisor to the deputy minister of finance and board of directors of Afghan Textile Company. Advised and implemented Ministry of Finance policy as majority shareholder of the Company. Led the restructuring and corporate governance improvements, and developed a future strategy. Resolved numerous corporate-governance deficiencies and managed the process of having the corporate charter revised through an extraordinary general assembly (“EGA”) in a manner that protected minority shareholder… Show more

Lead Advisor to the deputy minister of finance and board of directors of Afghan Textile Company. Advised and implemented Ministry of Finance policy as majority shareholder of the Company. Led the restructuring and corporate governance improvements, and developed a future strategy. Resolved numerous corporate-governance deficiencies and managed the process of having the corporate charter revised through an extraordinary general assembly (“EGA”) in a manner that protected minority shareholder rights. Assisted in mitigating numerous environmental, social and governance risks. Conducted extensive market, value chain, and competitive analysis of the textile industry. Conducted financial valuation on the company’s assets and evaluated employee retrenching options and costs, and the company’s dissolution. Due to the destruction of the company’s shareholder register, coordinated a six-month process and managed a team of ten professionals to identify, inspect, certify and register over 1 million equity shares located throughout Afghanistan. Assessed private sector’s options for access to finance to purchase the company’s assets.

Senior Advisor and Transaction Team Leader to the Ministry of Finance’s state-owned enterprise/SOE privatisation head on privatising numerous SOEs. Managed a team of analysts and conducted operational, industry, value-chain, financial, legal and organisational due diligence, and valuation, and structured the sale of the following companies:
• Medical Technical Supply — Agribusiness
• Wool Weaving Enterprises — Agribusiness
• Hotel Enterprises — Hospitality
• New Renewable Energy — (Manufactured photovoltaic-powered lights, radios, water heaters, and mobile phone chargers for distribution and sale to low-income families. Company also manufactured low-cost housing insulation to reduce demand for wood.)
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Conducted direct investment analysis on a luxury planned unit development in Phuket, Thailand for a private equity investor.

Provided senior-level support to the minister and staff on restructuring and privatisation of state-owned enterprises in South Africa. Advised on the Mineral and Petroleum Resources Royalty Bill; conducted an independent assessment of two engineering company's capabilities to build and operate nuclear power plants in South Africa; South African Forestry Company Ltd. supply and hedging contracts, Advised on social risks regarding Alexkor Diamond Mine's final settlement with the Richtersveld… Show more

Provided senior-level support to the minister and staff on restructuring and privatisation of state-owned enterprises in South Africa. Advised on the Mineral and Petroleum Resources Royalty Bill; conducted an independent assessment of two engineering company's capabilities to build and operate nuclear power plants in South Africa; South African Forestry Company Ltd. supply and hedging contracts, Advised on social risks regarding Alexkor Diamond Mine's final settlement with the Richtersveld Community regarding its land claim; and public sector corporate governance and asset management.
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Lead Advisor to the developer of a social enterprise in Chang Mai, Thailand, whereby a distressed traditional house was converted to use as a luxury boutique hotel using local materials and labour to retain traditional architecture buildings in Chang Mai’s old town. Incubated business and assisted in developing a business plan and operational systems. Led the financial analysis and valuation, and developed all operational (front and back office) systems. Designed the organizational systems and… Show more

Lead Advisor to the developer of a social enterprise in Chang Mai, Thailand, whereby a distressed traditional house was converted to use as a luxury boutique hotel using local materials and labour to retain traditional architecture buildings in Chang Mai’s old town. Incubated business and assisted in developing a business plan and operational systems. Led the financial analysis and valuation, and developed all operational (front and back office) systems. Designed the organizational systems and process, and identified required skill sets and drafted job descriptions. Directed the industry/market analysis and value-chain analysis of the hotel industry in Thailand. Show less

Reviewed Vietnam’s financial sector and its attractiveness for private equity investment. Provided recommendations on investment strategy.

Advised the minister and staff on restructuring and privatisation of state-owned enterprises in South Africa. Role was directed at implementation and skills development/capacity building within the ministry. Also advised on non-core SMEs; the exit from a 4% stake in MTN; business plans; corporate governance, and a future strategic options for Transnet.

Due diligence team leader and conducted operational, financial and legal due diligence and assessed private equity investor interest in a number of companies.
• Leopard Match Co. — Located in Blantyre and the only manufacturer and wholesaler of safety matches in Malawi.
• Central Medical Stores — Procures, stores, and distributes pharmaceuticals to Government hospitals and missions, and other recommended health institutions in Malawi. The Enterprise has three distributions centres:… Show more

Due diligence team leader and conducted operational, financial and legal due diligence and assessed private equity investor interest in a number of companies.
• Leopard Match Co. — Located in Blantyre and the only manufacturer and wholesaler of safety matches in Malawi.
• Central Medical Stores — Procures, stores, and distributes pharmaceuticals to Government hospitals and missions, and other recommended health institutions in Malawi. The Enterprise has three distributions centres: Mzuzu, Lilongwe and Blantyre.
• Govt. Printing Services — Official printer to the Government of Malawi for confidential and security documents, gazettes, and parliamentary bills. It also manufactures and sells envelopes and sells printed stationery, and prints books, forms, receipts, etc.
• Govt. Central Stores — Provides procurement and storage services to government ministries and departments for various hardware, electrical, plumbing, soap and office stationery items, and vehicles, uniforms and coffins in six locations.
• New Capital Dairy (Private) Limited — Formed to take over part of the business, assets, liabilities, rights, obligations and operations of the Malawi Dairy Industries Corporation (MDI), which owned three dairies and three farms.
• Malawi Housing Corp. — Provides four principal services: 1) building and leasing houses, apartments; 2) building and selling low-income housing units; 3) purchasing and upgrading (the installation of water, electricity and sewer systems, and providing public road access) private land and selling it to other real estate developers; and 4) providing landscaping and real estate development consulting services.
• Public Land Dev. — Manages the allocation of public land in Malawi for private and commercial purposes.
• UNDP Housing — Owns, maintains and manages 18 rental flats and 36 rental houses (“housing units”) for use by UNDP personnel who are on assignment in Malawi. Show less

Lead transaction advisor on the sale of Performing/Non-Performing Assets of the Indonesian Bank Restructuring Agency. Led all due diligence, investor market sounding, investment promotion, deal structure/sales strategy development, data-room management, auction implementation, bid evaluation, negotiation, and after-sale service with the winning bidders of SME debt assets. Each transaction required the management of over 100 client personnel throughout Indonesia. Created a competitive bidding… Show more

Lead transaction advisor on the sale of Performing/Non-Performing Assets of the Indonesian Bank Restructuring Agency. Led all due diligence, investor market sounding, investment promotion, deal structure/sales strategy development, data-room management, auction implementation, bid evaluation, negotiation, and after-sale service with the winning bidders of SME debt assets. Each transaction required the management of over 100 client personnel throughout Indonesia. Created a competitive bidding process whereby investors could bid on all lots up to an available sum of capital, thereby increasing the competitive nature of the bidding process and increasing the shareholder’s returns. SME Loan Sales: USD 15.6 million; USD 48.6 million; and USD 130.7 million in three separate transactions.
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Realisation of Performing/Non-Performing Assets of the Indonesian Bank Restructuring Agency. Co-advised on the sales strategy, structure, terms and conditions, engaged an independent valuation team to value the portfolio, and conducted due diligence on the portfolio. Assisted extensively in ensuring the required documents were housed in the data room and that copies were accurately made. Provided data-room management oversight and assisted in investor identification and screening (investment… Show more

Realisation of Performing/Non-Performing Assets of the Indonesian Bank Restructuring Agency. Co-advised on the sales strategy, structure, terms and conditions, engaged an independent valuation team to value the portfolio, and conducted due diligence on the portfolio. Assisted extensively in ensuring the required documents were housed in the data room and that copies were accurately made. Provided data-room management oversight and assisted in investor identification and screening (investment promotion). Realised USD 120 million and sold to private equity fund investor. Show less

Provided advisory services to the Bank of Zambia to improve its bank accounting and management Information Systems to better supervise Zambia’s financial sector. Wrote proposal, recruited advisory team, projected financial costs, presented proposal to client, and negotiated final services.

Engagement manager to provide two 2-week project finance risk management training sessions to African financial institutions.

Conducted management review/audit of and provided improvement recommendations to the Nigeria National Petroleum Corporation. Conducted risk analysis and client service review of the advisory engagement, conducted analysis of the NNPC management structure, and reviewed the final report.

As Engagement Manager, conducted numerous marketing trips to Uganda as Africa Regional Manager to position Arthur Andersen as the transaction advisors on the unbundling and privatisation of Uganda’s state-owned electricity company, Uganda Electricity Board. Conducted client marketing and proposal presentations.

Led a team to bring the bank’s corporate governance and risk management framework to international best practices. Assisted the bank to rectify some of the problem areas identified, which led to the bank receiving an investment-grade credit rating and recommendations that, when implemented, contributed to the recoverability of millions in USD in outstanding debt. Also led a team to provide risk-management training to development bankers and Ministry of Finance professionals from southern… Show more

Led a team to bring the bank’s corporate governance and risk management framework to international best practices. Assisted the bank to rectify some of the problem areas identified, which led to the bank receiving an investment-grade credit rating and recommendations that, when implemented, contributed to the recoverability of millions in USD in outstanding debt. Also led a team to provide risk-management training to development bankers and Ministry of Finance professionals from southern Africa. Reviews included the importance of organisational design and requisite skills required for key positions. Show less

Engagement manager to design and lead a training course for Lesotho Highlands Corporation senior management team and board of directors on risk management.

Engagement manager to conduct analysis regarding the structure of the banking and finance industry, regulatory environment, industry dynamics, and future-outlook for the industry and potential for new entrants. Particularly focused on the financial sector’s market dynamics, such as local and international demand, key corporate and government relationships and customer deposit base.

Engagement manager of a team to assess the structure and size of the debt collection market in Tanzania specifically by carrying out an accurate assessment of total non-performing assets in the financial system and analysing LART’s ability to play a catalytic role over the short to medium term (two to three years) in fostering development of a competitive private-debt collection market in Tanzania. Assisted in preparing a viable business plan for LART.

Engagement manager to provide privatisation best-practice standards for the design, methodologies, and systems of the Ghana Privatisation Trust Fund. Developed the fund’s financial models for measuring performance. Benchmarked the Ghana Privatisation Trust Fund with the Malaysian Privatisation Trust Fund.

Authored/co-authored the following privatisation best practice manuals:

Corporate Governance Systems & Procedures for State-Owned Enterprises - guide the Government of Egypt’s Ministry of Public Enterprises, its Public Enterprise Office, Holding Company chairman and boards of directors of Egypt’s state-owned companies on best practices, which contributed to the enhancement of value during exit.

State Owned Enterprise Portfolio Company Review - guide due-diligence teams on… Show more

Authored/co-authored the following privatisation best practice manuals:

Corporate Governance Systems & Procedures for State-Owned Enterprises - guide the Government of Egypt’s Ministry of Public Enterprises, its Public Enterprise Office, Holding Company chairman and boards of directors of Egypt’s state-owned companies on best practices, which contributed to the enhancement of value during exit.

State Owned Enterprise Portfolio Company Review - guide due-diligence teams on conducting initial reviews of companies for privatisation prioritisation and strategic planning.

Anchor/Strategic Investment Manual - guide on how to sell equity stakes in companies to strategic investors.

Transaction Advisor Selection and Management – guide how to procure on a competitive basis external advisory firms (e.g. legal, sector experts, transaction advisors, accountants, etc.) on a best value for money basis, and manage the relationship.

Initial Public Offering of State Owned Enterprises – guide how to execute an IPO for a state owned enterprise in Egypt.
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As transaction manager, advisor to senior Government of Egypt officials and state-owned enterprise senior management teams and led or worked on numerous exit transactions/equity financing/privatisations/capital raising (negotiated sales, auctions, ESOPs, PPPs, and IPOs) and restructurings of state owned enterprises and SMEs in the agribusiness, transportation, beverages, real estate, retail, chemicals, metal fabrication, paper, trading, and hotel/tourism sectors to private investors and… Show more

As transaction manager, advisor to senior Government of Egypt officials and state-owned enterprise senior management teams and led or worked on numerous exit transactions/equity financing/privatisations/capital raising (negotiated sales, auctions, ESOPs, PPPs, and IPOs) and restructurings of state owned enterprises and SMEs in the agribusiness, transportation, beverages, real estate, retail, chemicals, metal fabrication, paper, trading, and hotel/tourism sectors to private investors and corporates, generating USD 1 billion through equity and asset sales. Advised on the privatisation pipeline and prioritisation of SOEs Advised on operational, corporate governance and ESG risk management improvements both at a holding and portfolio company level to maximise exit value through enhanced competitiveness of the SME and investment promotion. Conducted extensive value chain analysis of multiple sectors in the agribusiness, hospitality, food & beverage, building and construction, and real estate sectors. Authored/co-authored numerous privatisation best practice manuals; engaged and managed external specialty firms such as legal and sector advisors. Assessed Egypt’s and the Middle East’s access to finance options. Show less

Provided privatization best-practice methodologies to the Arthur Andersen engagement team in Bangkok, Thailand, during the development of a work plan to assist in the design, development, and execution of a privatization program for 66 state-owned enterprises in the energy, telecommunications, transportation, water, financial, industrial, commercial, and social sectors.

In Guinea, participated in the Africa segment of a World Bank Client Survey that was conducted worldwide. Reviewed World Bank development objectives, assessed achievement of objectives and client (implementing agency) feedback.

Coordinated the conference to promote Egypt’s state-owned companies to international private investors. Developed, implemented and analysed the results of a comprehensive questionnaire to private investors regarding their interests and concerns to investing in Egypt. Authored a report outlining investor interest and provided recommendations regarding how to position and sell state owned enterprises to private investors.

Wrote the first draft of Egypt’s Capital Market Authority’s Code of Ethics for the Chairman, Abdel Hamid Ibrahim.

Led a team of analysts and reviewed the prospectus of 20+ international investment-management firms engaged in the mutual fund market for emerging market securities and disclosure requirements; the study contributed to legislation allowing the formation of domestic mutual fund managers.

Conducted market, industry and regulatory analysis of the Egyptian cotton sector. Conducted operational, internal systems, managerial, financial and legal due diligence of three cotton ginning companies in Egypt. Assisted in drafting the formal recommendation to the shareholder regarding the cotton sector and how to maximise value. Advised on operational, corporate governance and ESG risk-management improvements at both a holding and portfolio company level to maximise equity value through… Show more

Conducted market, industry and regulatory analysis of the Egyptian cotton sector. Conducted operational, internal systems, managerial, financial and legal due diligence of three cotton ginning companies in Egypt. Assisted in drafting the formal recommendation to the shareholder regarding the cotton sector and how to maximise value. Advised on operational, corporate governance and ESG risk-management improvements at both a holding and portfolio company level to maximise equity value through enhanced competitiveness of the SME. Show less