Engineering New Horizons

Description
The Gatsby Charitable Foundation, which was established by Lord Sainsbury of Turville, has sponsored the Sainsbury Management Fellows awards for the past 27 years.

SAI NSBURY MA NAGEMENT FELLOWS
ENGINEERING NEW HORIZONS
SAI NSBURY MA NAGEMENT FELLOWS
CONTENTS
Imoni Akpofure
Finance & Investment Professional
Sustainable investment, sustainability in business,
community development, building infrastructure in
developing countries.
Mike Astell
Director, Centrica Energy Upstream
Ofshore energy installations and infrastructure,
business strategy.
Tom Delay
Chief Executive, Carbon Trust
Sustainability, sustainable investment, renewable
power, low carbon economy.
Andrew Doe
Serial Entrepreneur, Digital Transformation
Consultant, Non-Executive Director
Telecommunication services for media sector,
eBusiness internet portal, online retail.
David Falzani
CEO, Polaris Associates, President Sainsbury
Management Fellows, Visiting Professor at the
Institute of Enterprise and Innovation, Nottingham
University Business School
Improving production yield in new electronics
factory, Firesafe non metallic valve, FMCG marketing,
population simulation forecasting , charity registration.
Adrian Gibb
Partner, EY
Life sciences and healthcare, consulting, recruitment,
training and development.
Jo Hallas
Business Group Director, Spectris plc, Non Executive
Director, Norcros plc
Business restructuring, business process outsourcing,
business turnaround, business growth strategy.
Karim El Hamel
General Manager and Board Mentor,
Ficosa Turkey, Co-founder of PocketCultures
Aero-engine design, lean manufacturing education,
change management, building global connections.
Graham Hastie
Managing Director, Bell?eld Consulting
Global and national recruiting strategies, business
school consulting and strategy, business school
fundraising consulting.
Michael Hill
Vice Chairman, Barclays Bank PLC,
Non-Executive Director, First Care
Investment banking for healthcare sector,
business development and growth strategies,
community investment programmes.
Mark Johnson
Leader of Marine Innovation, Raymarine
Navigation device inventions for sailing.
Grant Leaity
Regional Chief of Emergency, UNICEF in West
and Central Africa
Human resources management in war torn areas,
humanitarian programmes (medico-psycho-social) in
con?ict zones, complex logistics.
Chris Martin
VP, Astra Zeneca MedImmune,
Non-Executive Director at RCM Technology Trust
PLC, ADC Therapeutics Sarl, The Rainbow Seed
Fund, Xenva Ltd
Environmental consulting in the energy sector,
genetic testing, medical research.
Andy Phillipps
Serial Entrepreneur, Chairman and/or Non-Executive
Director of Yplan, i2o Water, Greentraveller, teaches
entrepreneurship at LBS and INSEAD, Member of
Ashoka, works with Cando Cofee
Business development in online hotel and hospitality
sector.
Ernie Poku
Asset Manager, Ophir Energy
Medical devices, medical diagnostics, oil production.
Graeme Purdy
Chief Executive, Ilika plc, Non-Executive Director,
Southampton Asset Management
Anne Richards
Chief Investment Ofcer, Aberdeen Asset
Management, Non-Executive Director of esure,
Member of Court of Edinburgh University,
Member of the UK Digital Skills Task Force
Business integration and restructuring, business
turnaround, IPO, women on boards.
Richard Robinson
Managing Director, Europe Transportation, AECOM
Manufacturing excellence programmes, marketing
strategy and re-branding, customer satisfaction,
business growth strategy.
Chirag Shah
Chartered Director, Corporate Executive,
Serial Entrepreneur
Innovation and development of online technology
businesses, global procurement, lifestyle club.
Chris Shelley
Founder of multiple companies including
New Zealand First Nutrition Ltd, Dymag Performance
Racing Wheels, Fortis Process and Pump Room
Microbrewery and Bistro, Non-Executive Director
of Private Equity Portfolio Companies in Europe and
the Far East
Global strategic marketing and communications,
business strategy, business restructuring and
turnaround, e-commerce innovation.
Mark Spence
Serial Entrepreneur, Founder of multiple businesses
including Rheolab, Cosmetic Rheologies and Mass
Measuring
Innovation and business development, cosmetics
ingredients, international patents , business
turnaround.
Nigel Wallbridge
Founder and Executive Chairman, Nomad Digital,
Founder and Chairman, Vivent sarl, Founder and
Chairman, ArchivedLives
Innovation and business development, digital and
online services for public rail networks, bioelectric
medicine research.
Richard Wazacz
Strategy, Sourcing and Insurances Director,
UK & Europe, Prudential plc
Airport logistics, ?nancial services business
integration, business launch in emerging market.
Phil Westcott
Public Sector Marketing Leader, IBM Watson
Technology driven social enterprise, intrapreneurship
in major corporation, establishing new regional
businesses.
David Weston
Non-Executive Director, Lafarge/Tarmac,
Non-Executive Director, International Power plc
Leadership during a crisis, business performance
improvement strategy, business growth strategy.
This book is navigable – place your cursor on the name of the Sainsbury Management Fellow
or topic of interest and click to go directly to the relevant page.
SAI NSBURY MA NAGEMENT FELLOWS
CONTENTS
Imoni Akpofure
Finance & Investment Professional
Sustainable investment, sustainability in business,
community development, building infrastructure in
developing countries.
Mike Astell
Director, Centrica Energy Upstream
Ofshore energy installations and infrastructure,
business strategy.
Tom Delay
Chief Executive, Carbon Trust
Sustainability, sustainable investment, renewable
power, low carbon economy.
Andrew Doe
Serial Entrepreneur, Digital Transformation
Consultant, Non-Executive Director
Telecommunication services for media sector,
eBusiness internet portal, online retail.
David Falzani
CEO, Polaris Associates, President Sainsbury
Management Fellows, Visiting Professor at the
Institute of Enterprise and Innovation, Nottingham
University Business School
Improving production yield in new electronics
factory, Firesafe non metallic valve, FMCG marketing,
population simulation forecasting , charity registration.
Adrian Gibb
Partner, EY
Life sciences and healthcare, consulting, recruitment,
training and development.
Jo Hallas
Business Group Director, Spectris plc, Non Executive
Director, Norcros plc
Business restructuring, business process outsourcing,
business turnaround, business growth strategy.
Karim El Hamel
General Manager and Board Mentor,
Ficosa Turkey, Co-founder of PocketCultures
Aero-engine design, lean manufacturing education,
change management, building global connections.
Graham Hastie
Managing Director, Bell?eld Consulting
Global and national recruiting strategies, business
school consulting and strategy, business school
fundraising consulting.
Michael Hill
Vice Chairman, Barclays Bank PLC,
Non-Executive Director, First Care
Investment banking for healthcare sector,
business development and growth strategies,
community investment programmes.
Mark Johnson
Leader of Marine Innovation, Raymarine
Navigation device inventions for sailing.
Grant Leaity
Regional Chief of Emergency, UNICEF in West
and Central Africa
Human resources management in war torn areas,
humanitarian programmes (medico-psycho-social) in
con?ict zones, complex logistics.
Chris Martin
VP, Astra Zeneca MedImmune,
Non-Executive Director at RCM Technology Trust
PLC, ADC Therapeutics Sarl, The Rainbow Seed
Fund, Xenva Ltd
Environmental consulting in the energy sector,
genetic testing, medical research.
Andy Phillipps
Serial Entrepreneur, Chairman and/or Non-Executive
Director of Yplan, i2o Water, Greentraveller, teaches
entrepreneurship at LBS and INSEAD, Member of
Ashoka, works with Cando Cofee
Business development in online hotel and hospitality
sector.
Ernie Poku
Asset Manager, Ophir Energy
Medical devices, medical diagnostics, oil production.
Graeme Purdy
Chief Executive, Ilika plc, Non-Executive Director,
Southampton Asset Management
Anne Richards
Chief Investment Ofcer, Aberdeen Asset
Management, Non-Executive Director of esure,
Member of Court of Edinburgh University,
Member of the UK Digital Skills Task Force
Business integration and restructuring, business
turnaround, IPO, women on boards.
Richard Robinson
Managing Director, Europe Transportation, AECOM
Manufacturing excellence programmes, marketing
strategy and re-branding, customer satisfaction,
business growth strategy.
Chirag Shah
Chartered Director, Corporate Executive,
Serial Entrepreneur
Innovation and development of online technology
businesses, global procurement, lifestyle club.
Chris Shelley
Founder of multiple companies including
New Zealand First Nutrition Ltd, Dymag Performance
Racing Wheels, Fortis Process and Pump Room
Microbrewery and Bistro, Non-Executive Director
of Private Equity Portfolio Companies in Europe and
the Far East
Global strategic marketing and communications,
business strategy, business restructuring and
turnaround, e-commerce innovation.
Mark Spence
Serial Entrepreneur, Founder of multiple businesses
including Rheolab, Cosmetic Rheologies and Mass
Measuring
Innovation and business development, cosmetics
ingredients, international patents , business
turnaround.
Nigel Wallbridge
Founder and Executive Chairman, Nomad Digital,
Founder and Chairman, Vivent sarl, Founder and
Chairman, ArchivedLives
Innovation and business development, digital and
online services for public rail networks, bioelectric
medicine research.
Richard Wazacz
Strategy, Sourcing and Insurances Director,
UK & Europe, Prudential plc
Airport logistics, ?nancial services business
integration, business launch in emerging market.
Phil Westcott
Public Sector Marketing Leader, IBM Watson
Technology driven social enterprise, intrapreneurship
in major corporation, establishing new regional
businesses.
David Weston
Non-Executive Director, Lafarge/Tarmac,
Non-Executive Director, International Power plc
Leadership during a crisis, business performance
improvement strategy, business growth strategy.
This book is navigable – place your cursor on the name of the Sainsbury Management Fellow
or topic of interest and click to go directly to the relevant page.
Inspiring Engineers
The Gatsby Charitable Foundation, which was established by Lord Sainsbury of Turville, has sponsored
the Sainsbury Management Fellows’ awards for the past 27 years. This scheme allows ?rst-class young
engineers to take MBA courses at top international business schools, to help prepare them to become
business leaders.
Since 1987, more than 300 Sainsbury Management Fellows have graduated from international
business schools. I am privileged to be one of the Sainsbury Management Fellows and on behalf of all
the Fellows, I would like to thank Lord Sainsbury for his generosity and for giving us the opportunity to
ful?l our career aspirations and potential.
To commemorate the 25
th
anniversary of the scheme, we decided to share 25 case studies of Sainsbury
Management Fellows, each of whom has followed a diferent career path after receiving their MBA.
The stories are as inspiring as they are diferent. Many Fellows have gone on to senior positions in large
?rms, some have created employment and value by building new and exciting companies, whilst others
have made signi?cant contributions to important global issues related to education, sustainability and
human welfare.
The common thread to these case studies is that all the Sainsbury Management Fellows are engineers
with management skills and a global outlook obtained from an international MBA. The Fellows credit
their analytical and problem solving abilities to their study of engineering and consider it as the
foundation for their success.
Today’s information revolution is transforming every aspect of life and business. All companies
are technology companies in some respect, and information is often instantly out of date. What
increasingly counts for business success is not who you know, nor even what you know, but how
quickly you can learn. The ability to harness this ?ux of technology and information is key in order
to generate economic value. Within this interface of technology and capital, no one can be more
at home than the engineer with a deep business understanding. This idea lies at the heart of the
Sainsbury Management Fellows’ scheme.
I hope that when you read these stories you will be inspired by them. I particularly invite young people
considering their future education to look to the exciting breadth of possibilities that an engineering
career has to ofer. If you are an up-and-coming engineer, perhaps you will consider management
business training as a potential “career catalyst” for converting your talents to future leadership
potential. Perhaps you would like to discuss the possibilities of where a career in engineering and
business might lead – in which case, please do get in touch with us at the address below.
The Sainsbury Management Fellowship has recently become a registered charity, incorporated under
the name Engineers in Business Fellowship. We want to ensure that this scheme is sustainable in
the future and we have received expressions of support from the current Sainsbury Management
Fellows. I hope that senior managers in British industry and educational organisations will also share
Lord Sainsbury’s vision and enthusiasm for the scheme by wholeheartedly supporting the Engineers
in Business Fellowship.
David Falzani BEng MTech FIMechE CEng MBA
President
The Sainsbury Management Fellowship
[email protected]
Inspiring Engineers
The Gatsby Charitable Foundation, which was established by Lord Sainsbury of Turville, has sponsored
the Sainsbury Management Fellows’ awards for the past 27 years. This scheme allows ?rst-class young
engineers to take MBA courses at top international business schools, to help prepare them to become
business leaders.
Since 1987, more than 300 Sainsbury Management Fellows have graduated from international
business schools. I am privileged to be one of the Sainsbury Management Fellows and on behalf of all
the Fellows, I would like to thank Lord Sainsbury for his generosity and for giving us the opportunity to
ful?l our career aspirations and potential.
To commemorate the 25
th
anniversary of the scheme, we decided to share 25 case studies of Sainsbury
Management Fellows, each of whom has followed a diferent career path after receiving their MBA.
The stories are as inspiring as they are diferent. Many Fellows have gone on to senior positions in large
?rms, some have created employment and value by building new and exciting companies, whilst others
have made signi?cant contributions to important global issues related to education, sustainability and
human welfare.
The common thread to these case studies is that all the Sainsbury Management Fellows are engineers
with management skills and a global outlook obtained from an international MBA. The Fellows credit
their analytical and problem solving abilities to their study of engineering and consider it as the
foundation for their success.
Today’s information revolution is transforming every aspect of life and business. All companies
are technology companies in some respect, and information is often instantly out of date. What
increasingly counts for business success is not who you know, nor even what you know, but how
quickly you can learn. The ability to harness this ?ux of technology and information is key in order
to generate economic value. Within this interface of technology and capital, no one can be more
at home than the engineer with a deep business understanding. This idea lies at the heart of the
Sainsbury Management Fellows’ scheme.
I hope that when you read these stories you will be inspired by them. I particularly invite young people
considering their future education to look to the exciting breadth of possibilities that an engineering
career has to ofer. If you are an up-and-coming engineer, perhaps you will consider management
business training as a potential “career catalyst” for converting your talents to future leadership
potential. Perhaps you would like to discuss the possibilities of where a career in engineering and
business might lead – in which case, please do get in touch with us at the address below.
The Sainsbury Management Fellowship has recently become a registered charity, incorporated under
the name Engineers in Business Fellowship. We want to ensure that this scheme is sustainable in
the future and we have received expressions of support from the current Sainsbury Management
Fellows. I hope that senior managers in British industry and educational organisations will also share
Lord Sainsbury’s vision and enthusiasm for the scheme by wholeheartedly supporting the Engineers
in Business Fellowship.
David Falzani BEng MTech FIMechE CEng MBA
President
The Sainsbury Management Fellowship
[email protected]
Imoni Akpofure
Finance and Investment Professional
MBA Year: 1994
Imoni is a Finance and Investment
professional with over twenty years
of developed and developing country
experience and a strong focus on
Sub-Saharan Africa. After completing her
MBA at INSEAD, she joined the International
Finance Corporation (IFC), the private
sector arm of the World Bank Group, and
the largest multi-lateral source of funding to
the private sector in emerging markets. She
acquired substantial experience in project
?nance, strategy, business development,
and environmental and social sustainability
across Africa, Asia, Latin America and the
Middle East. She worked across a range
of sectors including Infrastructure, Global
Manufacturing & Services, and Environment
& Social Development.
Imoni has a BEng in Civil Engineering and
an MSc in Environmental Engineering.
Prior to her MBA, she worked as a civil and
environmental engineer with Scott Wilson
Kirkpatrick (now part of URS Corporation)
in the UK, becoming a Chartered Engineer
in 1993. Imoni has been a trustee of
several foundations and served as a Non-
Executive Director on two Africa-based
private equity funds.
She is a member of the Engineers
in Business Fellowship Fundraising
Committee, a Member of the Admissions
Committee of INSEAD, and a Faculty
Member of the Business and Sustainability
and Climate Leadership Programs under
the University of Cambridge’s Programme
for Sustainability Leadership. Imoni recently
decided on a portfolio approach to her
career and is currently building her Non-
Executive Director and Advisory portfolio.
Building Infrastructure in
Challenging Environments
1995: After INSEAD Imoni joined IFC’s Infrastructure Department
in Washington, DC. She focused on the ports and utilities sectors
?nancing projects including the largest privatised water company
in Latin America, a small BOT (Build Operate and Transfer) water
treatment facility in Vietnam, and the largest gas transportation
and distribution company in Colombia.
In an industry with very tight margins, Imoni supported two projects of about
$50 million for the biggest soya meal exporting terminal in Argentina which
also ships grains (maize, wheat, sorghum) and vegetable oils. Complejo T6
is a joint venture between Argentine oilseed companies Aceitera Generale
Deheza and Bunge-Ceval. Located on the banks of the Paraná River in Puerto
General San Martín in Argentina, Complejo T6 has since become the most
important export agro-industrial complex in Latin America.
Engaging Stakeholders for
Sustainable Investment in
Sub-Saharan Africa
2005: Imoni re-opened IFC’s sub-regional ofce in Accra, Ghana
and took on responsibility for nine countries namely Benin,
Burkina Faso, Côte d’Ivoire, Ghana, Republic of Guinea, Liberia,
Niger, Sierra Leone and Togo.
She increased annual commitment volumes from $30 million in 2004
to $400 million by 2009 and developed a total of ten Advisory Services
programmes in ?ve countries.
Improving the Business
Environment in Burkina Faso
2006: Using her local team in Ouagadougou,
the capital of Burkina Faso, Imoni maintained
the relationship with Government and facilitated
the dialogue between the Government and the
private sector.
The Doing Business Better programme resulted in Burkina
Faso being recognised as a Top Reformer in the World Bank
Group’s Doing Business Report for 2008 and 2009, and
improved the country’s ranking to 147 out of 183 countries.
In addition, in a small land-locked country, the team
managed to grow IFC’s investment portfolio across a range
of sectors including the ?nancial, hospitality, retail, telecoms
and mining sectors. This highlighted that the creation of an
open dialogue between a government and the private sector
can de?nitely improve the business environment.
Collaborative Community
Development in Ghana
2008: The need to ensure good relations with host
communities is a critical aspect of guaranteeing
the success of extractive industry investments.
In addition to IFC providing a loan to Newmont Ghana Gold
Limited (NGGL) for its $500 million green?eld Ahafo mine,
in her personal capacity, Imoni was one of the founding
Trustees and Chair of the Finance and Administration
Committee of the Newmont Ahafo Development Foundation
(NADeF), a sustainable community development
foundation established between NGGL and the Ahafo Social
Responsibility Forum.
Through this unique vehicle, a ?rst in Africa, NGGL provided
an annual contribution to NADeF to support community
development in the ten communities within the Ahafo mine
catchment area. By the end of 2013 NGGL had paid over
$17 million to the NADeF which has enabled infrastructure
projects and education scholarships to be provided to the
communities. The Foundation has received numerous
local and global accolades for being a model of community
empowerment and participation.
Mainstreaming Sustainability
into the Business
2002: Going back to her roots as an
Environmental Engineer, when IFC’s then-CEO
decided to use IFC’s environmental and social
capability as a competitive advantage, Imoni
was asked to head an initiative to mainstream
the concept of sustainability into IFC’s
operations, given her unique perspective of the
investment and environment.
Based in South Africa at that time, Imoni coordinated
IFC’s input to the 2002 World Summit on Sustainable
Development. She moved back to Washington to head
a new team focused on business development support
to IFC’s Investment Departments, demonstration of the
business case for sustainability, dissemination of best
practice, marketing and communication. Recognising
the need to be within the business to efect change,
she moved to the Global Manufacturing and Services
Department to head the change process. Key outcomes
included the development of the ?rst internal IFC
Sustainability Learning Programme. Also, as a key
member of the IFC team implementing the Equator
Principles, she was able to see the impact on global
project ?nance of establishing standards; as of 2014
seventy-nine ?nancial institutions have adopted the
Equator Principles ensuring that more than 90% of global
project ?nance follows them.
Even after returning to the investment stream, Imoni
has maintained her links to the sustainability and
climate agendas. External to IFC she continues to be
on the Faculty of the Sustainability Leadership and
Climate Leadership programmes under the University
of Cambridge Programme for Sustainability Leadership.
She is currently working on research on how best to
integrate these into business in Africa, beyond corporate
social responsibility.
Engaging in Con?ict
Afected Situations
2008: The ten minute helicopter ride from
Freetown-Lungi Airport to downtown Freetown
can be quite a challenge.
Working in con?ict-afected countries presents a huge
human capacity and infrastructure challenge but is also
one of the most rewarding experiences. Restarting IFC’s
programmes in Guinea,
Liberia and Sierra Leone,
the latter two after civil
wars, showed how critical
it is to have private sector
input at the same time
as humanitarian aid, to
guarantee economic
growth.
Imoni Akpofure
Finance and Investment Professional
MBA Year: 1994
Imoni is a Finance and Investment
professional with over twenty years
of developed and developing country
experience and a strong focus on
Sub-Saharan Africa. After completing her
MBA at INSEAD, she joined the International
Finance Corporation (IFC), the private
sector arm of the World Bank Group, and
the largest multi-lateral source of funding to
the private sector in emerging markets. She
acquired substantial experience in project
?nance, strategy, business development,
and environmental and social sustainability
across Africa, Asia, Latin America and the
Middle East. She worked across a range
of sectors including Infrastructure, Global
Manufacturing & Services, and Environment
& Social Development.
Imoni has a BEng in Civil Engineering and
an MSc in Environmental Engineering.
Prior to her MBA, she worked as a civil and
environmental engineer with Scott Wilson
Kirkpatrick (now part of URS Corporation)
in the UK, becoming a Chartered Engineer
in 1993. Imoni has been a trustee of
several foundations and served as a Non-
Executive Director on two Africa-based
private equity funds.
She is a member of the Engineers
in Business Fellowship Fundraising
Committee, a Member of the Admissions
Committee of INSEAD, and a Faculty
Member of the Business and Sustainability
and Climate Leadership Programs under
the University of Cambridge’s Programme
for Sustainability Leadership. Imoni recently
decided on a portfolio approach to her
career and is currently building her Non-
Executive Director and Advisory portfolio.
Building Infrastructure in
Challenging Environments
1995: After INSEAD Imoni joined IFC’s Infrastructure Department
in Washington, DC. She focused on the ports and utilities sectors
?nancing projects including the largest privatised water company
in Latin America, a small BOT (Build Operate and Transfer) water
treatment facility in Vietnam, and the largest gas transportation
and distribution company in Colombia.
In an industry with very tight margins, Imoni supported two projects of about
$50 million for the biggest soya meal exporting terminal in Argentina which
also ships grains (maize, wheat, sorghum) and vegetable oils. Complejo T6
is a joint venture between Argentine oilseed companies Aceitera Generale
Deheza and Bunge-Ceval. Located on the banks of the Paraná River in Puerto
General San Martín in Argentina, Complejo T6 has since become the most
important export agro-industrial complex in Latin America.
Engaging Stakeholders for
Sustainable Investment in
Sub-Saharan Africa
2005: Imoni re-opened IFC’s sub-regional ofce in Accra, Ghana
and took on responsibility for nine countries namely Benin,
Burkina Faso, Côte d’Ivoire, Ghana, Republic of Guinea, Liberia,
Niger, Sierra Leone and Togo.
She increased annual commitment volumes from $30 million in 2004
to $400 million by 2009 and developed a total of ten Advisory Services
programmes in ?ve countries.
Improving the Business
Environment in Burkina Faso
2006: Using her local team in Ouagadougou,
the capital of Burkina Faso, Imoni maintained
the relationship with Government and facilitated
the dialogue between the Government and the
private sector.
The Doing Business Better programme resulted in Burkina
Faso being recognised as a Top Reformer in the World Bank
Group’s Doing Business Report for 2008 and 2009, and
improved the country’s ranking to 147 out of 183 countries.
In addition, in a small land-locked country, the team
managed to grow IFC’s investment portfolio across a range
of sectors including the ?nancial, hospitality, retail, telecoms
and mining sectors. This highlighted that the creation of an
open dialogue between a government and the private sector
can de?nitely improve the business environment.
Collaborative Community
Development in Ghana
2008: The need to ensure good relations with host
communities is a critical aspect of guaranteeing
the success of extractive industry investments.
In addition to IFC providing a loan to Newmont Ghana Gold
Limited (NGGL) for its $500 million green?eld Ahafo mine,
in her personal capacity, Imoni was one of the founding
Trustees and Chair of the Finance and Administration
Committee of the Newmont Ahafo Development Foundation
(NADeF), a sustainable community development
foundation established between NGGL and the Ahafo Social
Responsibility Forum.
Through this unique vehicle, a ?rst in Africa, NGGL provided
an annual contribution to NADeF to support community
development in the ten communities within the Ahafo mine
catchment area. By the end of 2013 NGGL had paid over
$17 million to the NADeF which has enabled infrastructure
projects and education scholarships to be provided to the
communities. The Foundation has received numerous
local and global accolades for being a model of community
empowerment and participation.
Mainstreaming Sustainability
into the Business
2002: Going back to her roots as an
Environmental Engineer, when IFC’s then-CEO
decided to use IFC’s environmental and social
capability as a competitive advantage, Imoni
was asked to head an initiative to mainstream
the concept of sustainability into IFC’s
operations, given her unique perspective of the
investment and environment.
Based in South Africa at that time, Imoni coordinated
IFC’s input to the 2002 World Summit on Sustainable
Development. She moved back to Washington to head
a new team focused on business development support
to IFC’s Investment Departments, demonstration of the
business case for sustainability, dissemination of best
practice, marketing and communication. Recognising
the need to be within the business to efect change,
she moved to the Global Manufacturing and Services
Department to head the change process. Key outcomes
included the development of the ?rst internal IFC
Sustainability Learning Programme. Also, as a key
member of the IFC team implementing the Equator
Principles, she was able to see the impact on global
project ?nance of establishing standards; as of 2014
seventy-nine ?nancial institutions have adopted the
Equator Principles ensuring that more than 90% of global
project ?nance follows them.
Even after returning to the investment stream, Imoni
has maintained her links to the sustainability and
climate agendas. External to IFC she continues to be
on the Faculty of the Sustainability Leadership and
Climate Leadership programmes under the University
of Cambridge Programme for Sustainability Leadership.
She is currently working on research on how best to
integrate these into business in Africa, beyond corporate
social responsibility.
Engaging in Con?ict
Afected Situations
2008: The ten minute helicopter ride from
Freetown-Lungi Airport to downtown Freetown
can be quite a challenge.
Working in con?ict-afected countries presents a huge
human capacity and infrastructure challenge but is also
one of the most rewarding experiences. Restarting IFC’s
programmes in Guinea,
Liberia and Sierra Leone,
the latter two after civil
wars, showed how critical
it is to have private sector
input at the same time
as humanitarian aid, to
guarantee economic
growth.
Mike Astell
Director, Centrica Energy Upstream
MBA Year: 1999
A Chartered Engineer and Fellow of the
Institution of Mechanical Engineers,
Mike gained his MBA at Erasmus in the
Netherlands.
Prior to taking his MBA, Mike was
involved in setting up the services
division of Alstom in the UK, and
subsequently, project managed the
implementation of the £1 billion
Northern Line upgrade for London
Underground as well as developing
proposals for new trains for Virgin.
Since gaining his MBA, Mike has built
his career in the oil and gas industry,
starting in corporate strategy at Royal
Dutch Shell and later becoming
an Operations Manager in Shell’s
European E&P business, responsible
for an area of the North Sea, managing
an operating budget of £120 million.
After Shell, Mike was appointed as
a Director at Centrica Energy where
he mobilised and motivated talented
personnel to develop the UK gas
production capability, pushing the
boundaries for a UK plc.
Mike has been a mentor for the
Sainsbury Management Fellows’
mentoring scheme, mentoring winners
of the Engineering Leadership Awards
Scheme run by the Royal Academy of
Engineering.

Strategic Leadership of a Major Business
2010-2014: As regional director at Centrica Energy’s Irish Sea upstream gas business, Mike was
responsible for managing and developing this business; re-aligning the long-established commercial
entity from decline into a growth trajectory and creating the foundations to potentially double the value
of the business.
This involved:
• Rebuilding capability, systems and processes to
secure robust performance across this £500 million
turnover business.
• Identifying commercial opportunities to enhance
pro?tability in the short-term and reduce risk.
• Major cultural change programme and breakthroughs
in terms of productivity.
• Simplifying infrastructure to reduce operating costs
and secure the business for the longer-term.
• Appraising the development potential of the business
and building an extensive investment programme to
support this growth agenda.
This work has resulted in new gas production for the UK
with more potential to come in the near-term; extended
?eld life by ten years, securing high value jobs and gas
supplies; provided major investment opportunities and
UK revenues; as well as driving innovation and skills in a
critical industry.
Mike commented, “The SMF MBA scholarship provides
the opportunity for engineers with leadership potential
to acquire business and management knowledge and
skills. We use our new skills to develop businesses
across many disciplines and industries. One of the
most important and rewarding aspects of moving into
a senior managerial role is helping staf to build their
own careers. In this way, we give back to society the
investment made in us through the SMF scheme.”
Natalie Robinson, one of Centrica’s
star apprentices, with Mike at an
Apprentice Week event in 2013.
Impacting
Performance
of Shell’s North
Sea Operation
2007-2009: Taking over a struggling business critical
programme to update Shell’s environmental systems and
compliance procedures across the extensive, complex
European upstream business, Mike structured the project
teams and approach to deliver the programme within
an ambitious timeframe, impacting over 9,000 staf and
contractors in twenty-?ve locations across three countries.
2003-2009: Mike held two business critical
posts at Shell. As an Operations Manager, he was
responsible for four ofshore installations and
infrastructure in the Central North Sea as part of
the Shell/Exxon joint venture, which were producing
some 40,000 barrels of oil per day. At the time, new
to the industry, he revitalised the performance of
older installations, reversing declining performance;
addressing underlying weaknesses across the
operation, and winning a number of international
safety awards.
Helping Med Tech
Company Secure
Funding for Clinical Trials
2003-2007: Mike was Non-Executive Director at award winning medical
technology company, Acrobot. Working with the chairman and other directors,
Mike challenged business strategy and mentored leaders within the business,
driving more efective technology development processes and, through this,
built the credibility to raise additional capital to further develop the business.
LinkedIn:
uk.linkedin.com/pub/mike-astell/0/394/99a/
Mike Astell
Director, Centrica Energy Upstream
MBA Year: 1999
A Chartered Engineer and Fellow of the
Institution of Mechanical Engineers,
Mike gained his MBA at Erasmus in the
Netherlands.
Prior to taking his MBA, Mike was
involved in setting up the services
division of Alstom in the UK, and
subsequently, project managed the
implementation of the £1 billion
Northern Line upgrade for London
Underground as well as developing
proposals for new trains for Virgin.
Since gaining his MBA, Mike has built
his career in the oil and gas industry,
starting in corporate strategy at Royal
Dutch Shell and later becoming
an Operations Manager in Shell’s
European E&P business, responsible
for an area of the North Sea, managing
an operating budget of £120 million.
After Shell, Mike was appointed as
a Director at Centrica Energy where
he mobilised and motivated talented
personnel to develop the UK gas
production capability, pushing the
boundaries for a UK plc.
Mike has been a mentor for the
Sainsbury Management Fellows’
mentoring scheme, mentoring winners
of the Engineering Leadership Awards
Scheme run by the Royal Academy of
Engineering.

Strategic Leadership of a Major Business
2010-2014: As regional director at Centrica Energy’s Irish Sea upstream gas business, Mike was
responsible for managing and developing this business; re-aligning the long-established commercial
entity from decline into a growth trajectory and creating the foundations to potentially double the value
of the business.
This involved:
• Rebuilding capability, systems and processes to
secure robust performance across this £500 million
turnover business.
• Identifying commercial opportunities to enhance
pro?tability in the short-term and reduce risk.
• Major cultural change programme and breakthroughs
in terms of productivity.
• Simplifying infrastructure to reduce operating costs
and secure the business for the longer-term.
• Appraising the development potential of the business
and building an extensive investment programme to
support this growth agenda.
This work has resulted in new gas production for the UK
with more potential to come in the near-term; extended
?eld life by ten years, securing high value jobs and gas
supplies; provided major investment opportunities and
UK revenues; as well as driving innovation and skills in a
critical industry.
Mike commented, “The SMF MBA scholarship provides
the opportunity for engineers with leadership potential
to acquire business and management knowledge and
skills. We use our new skills to develop businesses
across many disciplines and industries. One of the
most important and rewarding aspects of moving into
a senior managerial role is helping staf to build their
own careers. In this way, we give back to society the
investment made in us through the SMF scheme.”
Natalie Robinson, one of Centrica’s
star apprentices, with Mike at an
Apprentice Week event in 2013.
Impacting
Performance
of Shell’s North
Sea Operation
2007-2009: Taking over a struggling business critical
programme to update Shell’s environmental systems and
compliance procedures across the extensive, complex
European upstream business, Mike structured the project
teams and approach to deliver the programme within
an ambitious timeframe, impacting over 9,000 staf and
contractors in twenty-?ve locations across three countries.
2003-2009: Mike held two business critical
posts at Shell. As an Operations Manager, he was
responsible for four ofshore installations and
infrastructure in the Central North Sea as part of
the Shell/Exxon joint venture, which were producing
some 40,000 barrels of oil per day. At the time, new
to the industry, he revitalised the performance of
older installations, reversing declining performance;
addressing underlying weaknesses across the
operation, and winning a number of international
safety awards.
Helping Med Tech
Company Secure
Funding for Clinical Trials
2003-2007: Mike was Non-Executive Director at award winning medical
technology company, Acrobot. Working with the chairman and other directors,
Mike challenged business strategy and mentored leaders within the business,
driving more efective technology development processes and, through this,
built the credibility to raise additional capital to further develop the business.
LinkedIn:
uk.linkedin.com/pub/mike-astell/0/394/99a/
Tom Delay
Chief Executive, The Carbon Trust
MBA Year: 1988
Tom was one of the ?rst to receive
an SMF Award and completed his
MBA at INSEAD. Before and after his
MBA Tom was employed by Shell and
worked in various positions in the UK
and Africa, ?nishing up as General
Manager of Pizo Shell in Gabon, Africa.
After working in management
consultancy for a few years, Tom
became the Chief Executive of
the Carbon Trust, a world-leading
organisation helping businesses,
governments and the public sector to
accelerate the move to a sustainable,
low carbon economy through carbon
reduction, energy-saving strategies
and commercialising low carbon
technologies.
The ?rst President of the Sainsbury
Management Fellows, Tom is an
SMF mentor to undergraduates
studying engineering and ofers work
experience and internships at The
Carbon Trust to many young people.
Investing in New
Technologies to Reduce
the Cost of Ofshore Wind
2008: The Ofshore Wind Accelerator (OWA) is at
the forefront of developing new technologies for
ofshore wind in the North Sea, an area of great
potential for wind farms.
This is currently a very expensive technology and the Carbon
Trust is aiming to reduce the cost by forming this consortium
of wind power development companies and working with
them. OWA is part funded by the UK government and for
every £2 invested by industry; the government puts in £1.
It is going well with £50 million investment in the ?rst four
years. Deep water foundations are a big problem, being both
expensive and technically challenging. Now there are three
novel foundations being demonstrated which, along with
other innovations, could reduce the overall cost for ofshore
wind by 10%.
Tom chairs the investment committee
at the Carbon Trust and feels his
background in engineering helps in
deciding which technologies have
merit and which may be a less sound
investment. Overall, Tom relies on his
engineering background for about two-
thirds of his work at the Carbon Trust.
Fuelling Live Aid
1985: Tom graduated from Southampton
University with a degree in Mechanical
Engineering and joined Shell in 1981.
He chose Shell because he wanted to travel and
work toward Chartered Engineering status and
Shell was the only company he found which
ofered these opportunities in a marketing
function. His ?rst job was in the Republic of
Djibouti, a country located in the Horn of Africa.
His job was to rebuild the facilities for ?lling gas
bottles and the aviation station for refuelling
jumbo aircraft. He was there two years when
famine in neighbouring Ethiopia turned the
global spotlight on his part of the world. Live Aid
was being organised and Shell was asked to help in
any way possible with the logistics of transporting fuel
to famine areas so supply planes could be ?own in and
then ?y out again to restock. Shell ofered an old fuel
tanker but this was in Djibouti. It was difcult to take this to
Eritrea overland and Tom was faced with ?nding a solution.
He managed to bolt the tanker on to a Shell tanker ship which
sailed up the Red Sea and deposited the tanker in Eritrea. This early
experience of using his engineering skills to work for the public good
resonated with Tom and would shape his future career choices.
For Tom, doing an MBA at INSEAD “took down all the barriers in
business.” It brought understanding of the function of all disciplines
within a company, not just the technical areas. It also brought
con?dence. Tom commented, “The MBA taught me the ?rst
principles of many aspects of business. As engineers we are trained to
go back to ?rst principles when faced with a problem to solve.”
1992: After three years of running a
large sales team in the UK for Shell
Lubricants and negotiating Supply
and Distribution joint ventures,
Tom was ofered the job as General
Manager of Pizo Shell in Gabon, which
he accepted. For four years, Tom
was a key player in the development
and growth of the economy and
infrastructure of Gabon. He worked
with local people to make Shell
products available safely and reliably
to businesses and the community.
Tom’s take on this is that big business
can be good for developing countries.
A key ?rst step is to respect local staf
and earn their respect in return. Tom
did this in a big way, introducing quality
management and customer service
programmes and increasing net
income from 531 million CFA in 1992
to 1,452 million CFA in 1994.
Making a New
Market for
Renewable
Power in the UK
2007: One of the
Carbon Trust’s start-
ups which was spun out
is called Partnerships
for Renewables, which
develops renewable power
on public land.
The company grew out of the fact that only 1% of
renewable power in the UK was based on public land.
This meant that many suitable locations – for example
forest, canals and prison sites – were not being
developed. However, in order to tap into this potential
source and make it commercially viable, a minimum of
$1 billion needed to be raised. The Carbon Trust put
together a management team which raised the necessary
capital and now wind turbines are being installed on
public land taking into account the sensitivities of wildlife
and the local community. Tom commented, “Sometimes
you need to go into a market to prove that it works.”
The Carbon Trust has retained 34% of the company.
Providing Energy to Gabon
Reliably and Safely
Accelerating the
Move to a Sustainable,
Low Carbon Economy
2001: After several years in management
consulting, Tom was ofered a unique opportunity
– to tackle the global problem of climate change by
heading up the Carbon Trust.
This appealed to him on three levels, it was a start-up,
addressing a big problem that he cared about and by taking
on this job and he would be back using his technological and
management skills for the public good. And so the Carbon
Trust began, with Tom and a blank sheet of paper. He took
the view that to be the catalyst of change, it was necessary
to start by making the business case for climate change – if
you invest in sustainability it will pay of. He made business
aware of climate change and made it become an issue of
importance to them. Since starting the Carbon Trust, 53.5
million tons CO2e (equivalent carbon dioxide) have been
saved with associated cost savings of £5 billion. What was
a niche concept and vocabulary
introduced by the Carbon Trust about
carbon footprint measurement and
management has now become an
accepted worldwide standard.
Tom Delay
Chief Executive, The Carbon Trust
MBA Year: 1988
Tom was one of the ?rst to receive
an SMF Award and completed his
MBA at INSEAD. Before and after his
MBA Tom was employed by Shell and
worked in various positions in the UK
and Africa, ?nishing up as General
Manager of Pizo Shell in Gabon, Africa.
After working in management
consultancy for a few years, Tom
became the Chief Executive of
the Carbon Trust, a world-leading
organisation helping businesses,
governments and the public sector to
accelerate the move to a sustainable,
low carbon economy through carbon
reduction, energy-saving strategies
and commercialising low carbon
technologies.
The ?rst President of the Sainsbury
Management Fellows, Tom is an
SMF mentor to undergraduates
studying engineering and ofers work
experience and internships at The
Carbon Trust to many young people.
Investing in New
Technologies to Reduce
the Cost of Ofshore Wind
2008: The Ofshore Wind Accelerator (OWA) is at
the forefront of developing new technologies for
ofshore wind in the North Sea, an area of great
potential for wind farms.
This is currently a very expensive technology and the Carbon
Trust is aiming to reduce the cost by forming this consortium
of wind power development companies and working with
them. OWA is part funded by the UK government and for
every £2 invested by industry; the government puts in £1.
It is going well with £50 million investment in the ?rst four
years. Deep water foundations are a big problem, being both
expensive and technically challenging. Now there are three
novel foundations being demonstrated which, along with
other innovations, could reduce the overall cost for ofshore
wind by 10%.
Tom chairs the investment committee
at the Carbon Trust and feels his
background in engineering helps in
deciding which technologies have
merit and which may be a less sound
investment. Overall, Tom relies on his
engineering background for about two-
thirds of his work at the Carbon Trust.
Fuelling Live Aid
1985: Tom graduated from Southampton
University with a degree in Mechanical
Engineering and joined Shell in 1981.
He chose Shell because he wanted to travel and
work toward Chartered Engineering status and
Shell was the only company he found which
ofered these opportunities in a marketing
function. His ?rst job was in the Republic of
Djibouti, a country located in the Horn of Africa.
His job was to rebuild the facilities for ?lling gas
bottles and the aviation station for refuelling
jumbo aircraft. He was there two years when
famine in neighbouring Ethiopia turned the
global spotlight on his part of the world. Live Aid
was being organised and Shell was asked to help in
any way possible with the logistics of transporting fuel
to famine areas so supply planes could be ?own in and
then ?y out again to restock. Shell ofered an old fuel
tanker but this was in Djibouti. It was difcult to take this to
Eritrea overland and Tom was faced with ?nding a solution.
He managed to bolt the tanker on to a Shell tanker ship which
sailed up the Red Sea and deposited the tanker in Eritrea. This early
experience of using his engineering skills to work for the public good
resonated with Tom and would shape his future career choices.
For Tom, doing an MBA at INSEAD “took down all the barriers in
business.” It brought understanding of the function of all disciplines
within a company, not just the technical areas. It also brought
con?dence. Tom commented, “The MBA taught me the ?rst
principles of many aspects of business. As engineers we are trained to
go back to ?rst principles when faced with a problem to solve.”
1992: After three years of running a
large sales team in the UK for Shell
Lubricants and negotiating Supply
and Distribution joint ventures,
Tom was ofered the job as General
Manager of Pizo Shell in Gabon, which
he accepted. For four years, Tom
was a key player in the development
and growth of the economy and
infrastructure of Gabon. He worked
with local people to make Shell
products available safely and reliably
to businesses and the community.
Tom’s take on this is that big business
can be good for developing countries.
A key ?rst step is to respect local staf
and earn their respect in return. Tom
did this in a big way, introducing quality
management and customer service
programmes and increasing net
income from 531 million CFA in 1992
to 1,452 million CFA in 1994.
Making a New
Market for
Renewable
Power in the UK
2007: One of the
Carbon Trust’s start-
ups which was spun out
is called Partnerships
for Renewables, which
develops renewable power
on public land.
The company grew out of the fact that only 1% of
renewable power in the UK was based on public land.
This meant that many suitable locations – for example
forest, canals and prison sites – were not being
developed. However, in order to tap into this potential
source and make it commercially viable, a minimum of
$1 billion needed to be raised. The Carbon Trust put
together a management team which raised the necessary
capital and now wind turbines are being installed on
public land taking into account the sensitivities of wildlife
and the local community. Tom commented, “Sometimes
you need to go into a market to prove that it works.”
The Carbon Trust has retained 34% of the company.
Providing Energy to Gabon
Reliably and Safely
Accelerating the
Move to a Sustainable,
Low Carbon Economy
2001: After several years in management
consulting, Tom was ofered a unique opportunity
– to tackle the global problem of climate change by
heading up the Carbon Trust.
This appealed to him on three levels, it was a start-up,
addressing a big problem that he cared about and by taking
on this job and he would be back using his technological and
management skills for the public good. And so the Carbon
Trust began, with Tom and a blank sheet of paper. He took
the view that to be the catalyst of change, it was necessary
to start by making the business case for climate change – if
you invest in sustainability it will pay of. He made business
aware of climate change and made it become an issue of
importance to them. Since starting the Carbon Trust, 53.5
million tons CO2e (equivalent carbon dioxide) have been
saved with associated cost savings of £5 billion. What was
a niche concept and vocabulary
introduced by the Carbon Trust about
carbon footprint measurement and
management has now become an
accepted worldwide standard.
Andrew Doe
Serial Entrepreneur
Digital Transformation Consultant
Non-Executive Director
MBA Year: 1991
As CEO of Gizme Technology Partners,
Andrew leads industrial-scale digital
transformation programmes, advises
major retail and travel corporations on
the development of digital channels
and grows new digital business units.
He has a successful track record of
creating value for some of the world’s
top venture capital companies,
private equity investors and corporate
businesses including IBM, News
International, RBS, BT, Thomas Cook,
The Carphone Warehouse and Royal
Mail Group.
Andrew was semi-?nalist in the
Ernst&Young Entrepreneur of the Year
Awards in 2001.
Jobs created: 500
Wealth created for the world
economy for companies led:
£300 million
Twitter: @andrewdoe
LinkedIn: www.linkedin.com/in/
andrewdoe
From Idea to Pro?table, International
Operation in Three Years
1992: Just one year out of business school Andrew started a company
called Broadsystem France SA which provided telecommunications
services to media clients in Europe such as interactive audiotext,
automated telemarketing and online services.
This was Andrew’s idea; he wrote the business plan and investment proposal and
secured backing and ?nance from News Corp/News International plc. As Directeur
Général, Andrew built up a substantial blue-chip client base including Air France,
Twentieth Century Fox, Sony, Virgin, Le Monde Newspaper, RTL Radio and several
others. Within two years the business generated cumulative pro?ts of $240,000.
Operations were expanded from France into Belgium, Switzerland and Germany.
The business was generating $3.3 million turnover when Andrew negotiated the
sale of the majority stake to a French marketing group.
From Engineer to
Entrepreneur and Digital
Transformation Consultant
Andrew started his engineering career with a degree in
Electronic Engineering at Southampton University, combined with
a pre-university year and holiday periods of work experience with the
Ministry of Defence and at CERN.
Following graduation, Andrew started to move in a more commercial direction
and joined IBM as a Systems Engineer within a marketing team. After four
years at IBM, Andrew took up an MBA ofer at INSEAD with support from the
Sainsbury Management Fellows. At the time of graduation, Andrew shortlisted
two employment ofers – a traditional corporate development role with Siemens
in Munich and a commercial business development role with an entrepreneurial,
venture capital-backed, early stage tech start-up in London. Andrew opted for the
latter and has never looked back.
Starting Up the UK’s First
eBusiness Internet Portal
1996: Andrew was appointed Business Development and
Commercial Director for LineOne in London.
This was a consumer online service and the UK’s ?rst internet portal,
which began as a 50:50 joint venture between News Corp and BT plc.
As a key member of the start-up’s senior management team, Andrew had
responsibility for several commercial revenue streams such as advertising
and sponsorship, retailing and premium content transactions, third party
web design and consultancy work and strategic and development issues.
Andrew launched a retail channel with over 250 retail partners and advised
major brands on strategy and implementation of eBusiness activities
including Inter?ora and BT. LineOne was subsequently acquired by Tiscali
for $120 million in 1998.
Founding Confetti, Niche Retail Leader and
Original “Content Driven Commerce” Pioneer
1998: Andrew co-founded Confetti, a retail business for wedding and special occasion products and
services with David Lethbridge.
As CEO, Andrew led the company through three rounds
of venture capital and corporate funding totalling over
$20 million and acquired and integrated an of-line
business as well as online competitors in the UK and
other European markets, to build Confetti into a true
multi-channel retailer operating in the UK, France and
Germany. Combining his engineering skills and business
acumen, Andrew created a concept for a completely new
business model and sold this to investors, such as Atlas
Venture, LGT, Marks & Spencer and Moss Bros in the
early stages of the development of the internet.
Confetti ofered an innovative customer proposition
and a state-of-the-art technical platform. Consumers
could now go to one source for all their wedding and
special occasion needs. Andrew selected, recruited and
managed a board and team of over 100 staf from all
disciplines and bringing on board blue-chip technology
and marketing partners. Confetti was soon established
as a new consumer brand, with 93% online reach and
award-winning low-cost advertising campaigns. The
company achieved tremendous awareness and won
many accolades both in the consumer and business
domains. Andrew exited the business via a trade sale and
has gone on to help many other companies to develop
their digital and online businesses.
Andrew Doe
Serial Entrepreneur
Digital Transformation Consultant
Non-Executive Director
MBA Year: 1991
As CEO of Gizme Technology Partners,
Andrew leads industrial-scale digital
transformation programmes, advises
major retail and travel corporations on
the development of digital channels
and grows new digital business units.
He has a successful track record of
creating value for some of the world’s
top venture capital companies,
private equity investors and corporate
businesses including IBM, News
International, RBS, BT, Thomas Cook,
The Carphone Warehouse and Royal
Mail Group.
Andrew was semi-?nalist in the
Ernst&Young Entrepreneur of the Year
Awards in 2001.
Jobs created: 500
Wealth created for the world
economy for companies led:
£300 million
Twitter: @andrewdoe
LinkedIn: www.linkedin.com/in/
andrewdoe
From Idea to Pro?table, International
Operation in Three Years
1992: Just one year out of business school Andrew started a company
called Broadsystem France SA which provided telecommunications
services to media clients in Europe such as interactive audiotext,
automated telemarketing and online services.
This was Andrew’s idea; he wrote the business plan and investment proposal and
secured backing and ?nance from News Corp/News International plc. As Directeur
Général, Andrew built up a substantial blue-chip client base including Air France,
Twentieth Century Fox, Sony, Virgin, Le Monde Newspaper, RTL Radio and several
others. Within two years the business generated cumulative pro?ts of $240,000.
Operations were expanded from France into Belgium, Switzerland and Germany.
The business was generating $3.3 million turnover when Andrew negotiated the
sale of the majority stake to a French marketing group.
From Engineer to
Entrepreneur and Digital
Transformation Consultant
Andrew started his engineering career with a degree in
Electronic Engineering at Southampton University, combined with
a pre-university year and holiday periods of work experience with the
Ministry of Defence and at CERN.
Following graduation, Andrew started to move in a more commercial direction
and joined IBM as a Systems Engineer within a marketing team. After four
years at IBM, Andrew took up an MBA ofer at INSEAD with support from the
Sainsbury Management Fellows. At the time of graduation, Andrew shortlisted
two employment ofers – a traditional corporate development role with Siemens
in Munich and a commercial business development role with an entrepreneurial,
venture capital-backed, early stage tech start-up in London. Andrew opted for the
latter and has never looked back.
Starting Up the UK’s First
eBusiness Internet Portal
1996: Andrew was appointed Business Development and
Commercial Director for LineOne in London.
This was a consumer online service and the UK’s ?rst internet portal,
which began as a 50:50 joint venture between News Corp and BT plc.
As a key member of the start-up’s senior management team, Andrew had
responsibility for several commercial revenue streams such as advertising
and sponsorship, retailing and premium content transactions, third party
web design and consultancy work and strategic and development issues.
Andrew launched a retail channel with over 250 retail partners and advised
major brands on strategy and implementation of eBusiness activities
including Inter?ora and BT. LineOne was subsequently acquired by Tiscali
for $120 million in 1998.
Founding Confetti, Niche Retail Leader and
Original “Content Driven Commerce” Pioneer
1998: Andrew co-founded Confetti, a retail business for wedding and special occasion products and
services with David Lethbridge.
As CEO, Andrew led the company through three rounds
of venture capital and corporate funding totalling over
$20 million and acquired and integrated an of-line
business as well as online competitors in the UK and
other European markets, to build Confetti into a true
multi-channel retailer operating in the UK, France and
Germany. Combining his engineering skills and business
acumen, Andrew created a concept for a completely new
business model and sold this to investors, such as Atlas
Venture, LGT, Marks & Spencer and Moss Bros in the
early stages of the development of the internet.
Confetti ofered an innovative customer proposition
and a state-of-the-art technical platform. Consumers
could now go to one source for all their wedding and
special occasion needs. Andrew selected, recruited and
managed a board and team of over 100 staf from all
disciplines and bringing on board blue-chip technology
and marketing partners. Confetti was soon established
as a new consumer brand, with 93% online reach and
award-winning low-cost advertising campaigns. The
company achieved tremendous awareness and won
many accolades both in the consumer and business
domains. Andrew exited the business via a trade sale and
has gone on to help many other companies to develop
their digital and online businesses.
David Falzani
CEO, Polaris Associates
President of Sainsbury Management
Fellows (2013-present)
Visiting Professor at the Institute of
Enterprise and Innovation
Nottingham University
Business School (2011-2015)
MBA Year: 1998
A chartered engineer, David did his
MBA at Wharton/SDA Bocconi and
started several businesses, including
one of the ?rst internet companies,
before setting up consultancy Polaris
Associates. David has formulated
and launched FMCG brands as
well as helped better market
and communicate professional
quali?cations standards for various
organisations. As an entrepreneur and
visiting professor, David specialises
in the customer decision making
process, manufacturing marketing
and the economic value of hi-tech
industries.
Wealth created for economy
for companies led or co-led:
£8.7 million
UK jobs created: 56
LinkedIn:
uk.linkedin.com/in/davidfalzani
New Electronics Factory
Hits 98% Switch On Yield
1995: In the mid 90s David was a Project Manager for a brand new £8 million
electronics manufacturing facility in Dublin, Ireland. The facility was the ?rst
in-house manufacturing for Madge Networks which won the Queen’s Award
for export twice and was one of the UK’s fastest growing businesses. It was
intended to be one of the highest tech lines in the world and highly specialised
to the company’s requirements.
Despite a design incorporating the newest technologies, the establishment
of a ‘no blame’ forum encompassing all contractors, designers and other
parties led to the line achieving a 98% ?rst pass yield at switch on, 20% above
industry expectations at that time. Yields went on to exceed 99% a week later.
A New Registered Charity
2012: The Sainsbury Management Fellowship scheme has given
over £7 million of scholarships to engineers and actively promotes
the importance of better business training for engineers and
technologists for the furtherment of the economy.
As President of the SMF David oversaw the incorporation of the
Society into a company limited by guarantee under the legal
name of Engineers In Business Fellowship and then registration
with the Charity Commission. This has delivered limited liability
for members, allowed for perpetual succession, and also
prepared the ground for receiving charitable donations in a tax
efcient manner, and thereby helped underwrite the future of the
scheme as it passed its 25
th
anniversary.
World’s First Firesafe
Non Metallic Valve
2004: Non metallic piping ofers advantages of low weight, low cost,
and longevity compared to metal pipes. These piping systems are often
used in critical applications such as ?re suppression on ships and oil
platforms; resisting extremely harsh environments for periods of years
but then still performing fully in the event of an emergency.
However, no one had worked out how to make a non metallic valve to
use with these pipes, so metallic valves were still used, negating many
of the advantages for the system overall.
The ?resafe standard requires
a valve to withstand a 950°C
con?agration for thirty minutes
then operate normally. David
led a venture capital backed
company which used a liquid
?berglass technology to
develop the world’s ?rst non
metallic valve to pass this test.
Membership Forecasting
& Modelling Services
© Polaris Associates
W: www.polarislondon.com
E: [email protected]
T: 0845 838 2561
Polaris (p -l r s)
also called the North Star or Guiding Star, Polaris
is the brightest star in Ursa Minor.
Polaris sits at the north celestial pole all year, making
it invaluable for navigation for over 1,000 years.
e
a i ’
Looking for direction?
An Opportunity for Backwards Development in FMCG
2010: It’s a well know phenomenon in the production
industries, when it comes to new product development,
farmers and manufacturers tend to think about production
capacity and building stock before thinking much about
the sales equation. Kent Crisps came to David with a rough
vision but quickly accepted that “Often, if you build it they
don’t come”. After all, in products such as FMCG food, the
branding presentation and emotional content is at least as
important as the substance providing nutrition. Instead of
a risky and capital intensive product development cycle, a
series of brands were developed using emotional mapping
and visualisation. These ‘betas’ were tested with the target
consumer groups and in turn the best market solution
devised. This was integrated with a retailer acquisition
strategy, manufacturing supply solution, and business
plan. Loose ends were tied up in social media, trading
standards and merchandising, leading to a gold star at the
Great Taste Awards and a supermarket listing.
Population Simulation
Forecasting
2011: Professional membership organisations are complex businesses that often
face challenging times due to fast changing markets and changing demographics.
Designed to help these organisations better manage their resources and reduce risk,
the Polaris Model simulates institutions’ own members’ behaviour in order to predict the
future under base case and varying scenario conditions. As well as providing accurate
forecasts, it can be used to better allocate ?xed resources across myriad activities
and help answer questions such as ‘how do you plan for disaster? and ‘what will your
membership look like in ten years?’
Other Polaris Services
We've helped some of the largest
professional membership organisations in
the world to become better.
We have an extensive understanding of
how professional membership and
qualifications are regarded and how
organisations can better allow the growth
of beneficial relationships.
In addition, we have routes established to
swiftly carry out market research and
pursue needs specific to your
requirements.
• Return On Investment: is it better to
pursue new members or increase
retention? • 3rd Generation segmentation. How
can market behaviour be better
explained? • Membership forecasting. What does
the future look like? What extra 1%
of activity would be most effective?
• Predictive age profiling
• Answering "Why don't more people
join?"
• Benchmarking, from inside or
outside the community
• Membership questionnaires &
surveys
• Inter grade membership progression
• Sales, marketing & customer
Retention • Strategic audit: mapping activities
back to the stated strategic plan
• Brand identity and image
• Price elasticity • Reducing exits • Social media best practice
• Heritage and its value
• Sales & recruitment toolkits
• Membership development teams
• Trustee presentation and workshops
• Developing a more valuable offering
• Brand values • Member satisfaction surveys
• Member lifetime value
• Social media outsourcing
Polaris Associates Limited
Company Number: 7122669
VAT Reg. Number: 920547242
© Polaris Associates
W: www.polarislondon.com
E: [email protected]
T: 0845 838 2561
© Polaris Associates W: www.polarislondon.com E: [email protected] T: 0845 838 2561
A unique approach to forecasting...
• An interactive model designed for your market to offer predictions of membership levels, migrations between classes, and exits
• A test bed to instantly test the future effects of management decisions
• Built on your own data using a set of heuristic rules & algorithms designed for the dynamics of your market
• Designed to
accommodate irregular age distributions and demographics, explicitly modelling every age category and their individual behaviours
• Has provided
organisations with predictions accurate to 99.9%
10 Year Membership Predictions By Class
Accurately predicting future membership by individual
classes can introduce high levels of confidence to
annual budgeting decisions
Demographic Time Bomb? Predicting Membership Levels By Age & Behaviour
Type:
Many organisations have highly characterised age
profiles for different membership classes
N
um
ber
of M
em
bers
© Polaris Associates W: www.polarislondon.com E: [email protected] T: 0845 838 2561
• Various summaries of predicted future behaviour are available • Base case and differing scenario outcomes based on management
decisions can be accommodated with ease
Model Customisation
Answering: “What affects the
membership the most over 2, 5 or
10 years?”
“Is it recruitment? or retention? or
promotions? Which membership classes
are actually key?”
A unique approach to forecasting...
Age Distribution Smoothing &
? = 1 Filters
Operation
The model is easily operated via an interactive control panel. The outputs can also be linked to
costs, revenues and graphical visualisations.
Exits
Adjustment Nett Exits Class 1
100% 13,050
Class 2
100% 2,345
Class 3
100%
857
Class 4
100%
457
Class 5
100%
68
Class 6
100%
43
Change
in
M
em
bers
800
600
400
200
0
-200
-400
-600
CLASS 1
New Recruits
CLASS 2
New Recruits
CLASS 3
New Recruits
CLASS 4
New Recruits
PROMOTION
C1_C2
PROMOTION
C2_C3
PROMOTION
C3_C4
PROMOTION
C1_C3
PROMOTION
C1_C3
PROMOTION
C1_C4
C1 EXIT
C2 EXIT
C3 EXIT
C4 EXIT
Class 4
Class 3
Class 2
Class 1
Implementation Steps 1. Client data review – assesses data availability
and creates a snapshot of current performance
2. Model design and customisation 3. Data load & execution 4. Maintenance, user training & documentation
David Falzani
CEO, Polaris Associates
President of Sainsbury Management
Fellows (2013-present)
Visiting Professor at the Institute of
Enterprise and Innovation
Nottingham University
Business School (2011-2015)
MBA Year: 1998
A chartered engineer, David did his
MBA at Wharton/SDA Bocconi and
started several businesses, including
one of the ?rst internet companies,
before setting up consultancy Polaris
Associates. David has formulated
and launched FMCG brands as
well as helped better market
and communicate professional
quali?cations standards for various
organisations. As an entrepreneur and
visiting professor, David specialises
in the customer decision making
process, manufacturing marketing
and the economic value of hi-tech
industries.
Wealth created for economy
for companies led or co-led:
£8.7 million
UK jobs created: 56
LinkedIn:
uk.linkedin.com/in/davidfalzani
New Electronics Factory
Hits 98% Switch On Yield
1995: In the mid 90s David was a Project Manager for a brand new £8 million
electronics manufacturing facility in Dublin, Ireland. The facility was the ?rst
in-house manufacturing for Madge Networks which won the Queen’s Award
for export twice and was one of the UK’s fastest growing businesses. It was
intended to be one of the highest tech lines in the world and highly specialised
to the company’s requirements.
Despite a design incorporating the newest technologies, the establishment
of a ‘no blame’ forum encompassing all contractors, designers and other
parties led to the line achieving a 98% ?rst pass yield at switch on, 20% above
industry expectations at that time. Yields went on to exceed 99% a week later.
A New Registered Charity
2012: The Sainsbury Management Fellowship scheme has given
over £7 million of scholarships to engineers and actively promotes
the importance of better business training for engineers and
technologists for the furtherment of the economy.
As President of the SMF David oversaw the incorporation of the
Society into a company limited by guarantee under the legal
name of Engineers In Business Fellowship and then registration
with the Charity Commission. This has delivered limited liability
for members, allowed for perpetual succession, and also
prepared the ground for receiving charitable donations in a tax
efcient manner, and thereby helped underwrite the future of the
scheme as it passed its 25
th
anniversary.
World’s First Firesafe
Non Metallic Valve
2004: Non metallic piping ofers advantages of low weight, low cost,
and longevity compared to metal pipes. These piping systems are often
used in critical applications such as ?re suppression on ships and oil
platforms; resisting extremely harsh environments for periods of years
but then still performing fully in the event of an emergency.
However, no one had worked out how to make a non metallic valve to
use with these pipes, so metallic valves were still used, negating many
of the advantages for the system overall.
The ?resafe standard requires
a valve to withstand a 950°C
con?agration for thirty minutes
then operate normally. David
led a venture capital backed
company which used a liquid
?berglass technology to
develop the world’s ?rst non
metallic valve to pass this test.
Membership Forecasting
& Modelling Services
© Polaris Associates
W: www.polarislondon.com
E: [email protected]
T: 0845 838 2561
Polaris (p -l r s)
also called the North Star or Guiding Star, Polaris
is the brightest star in Ursa Minor.
Polaris sits at the north celestial pole all year, making
it invaluable for navigation for over 1,000 years.
e
a i ’
Looking for direction?
An Opportunity for Backwards Development in FMCG
2010: It’s a well know phenomenon in the production
industries, when it comes to new product development,
farmers and manufacturers tend to think about production
capacity and building stock before thinking much about
the sales equation. Kent Crisps came to David with a rough
vision but quickly accepted that “Often, if you build it they
don’t come”. After all, in products such as FMCG food, the
branding presentation and emotional content is at least as
important as the substance providing nutrition. Instead of
a risky and capital intensive product development cycle, a
series of brands were developed using emotional mapping
and visualisation. These ‘betas’ were tested with the target
consumer groups and in turn the best market solution
devised. This was integrated with a retailer acquisition
strategy, manufacturing supply solution, and business
plan. Loose ends were tied up in social media, trading
standards and merchandising, leading to a gold star at the
Great Taste Awards and a supermarket listing.
Population Simulation
Forecasting
2011: Professional membership organisations are complex businesses that often
face challenging times due to fast changing markets and changing demographics.
Designed to help these organisations better manage their resources and reduce risk,
the Polaris Model simulates institutions’ own members’ behaviour in order to predict the
future under base case and varying scenario conditions. As well as providing accurate
forecasts, it can be used to better allocate ?xed resources across myriad activities
and help answer questions such as ‘how do you plan for disaster? and ‘what will your
membership look like in ten years?’
Other Polaris Services
We've helped some of the largest
professional membership organisations in
the world to become better.
We have an extensive understanding of
how professional membership and
qualifications are regarded and how
organisations can better allow the growth
of beneficial relationships.
In addition, we have routes established to
swiftly carry out market research and
pursue needs specific to your
requirements.
• Return On Investment: is it better to
pursue new members or increase
retention? • 3rd Generation segmentation. How
can market behaviour be better
explained? • Membership forecasting. What does
the future look like? What extra 1%
of activity would be most effective?
• Predictive age profiling
• Answering "Why don't more people
join?"
• Benchmarking, from inside or
outside the community
• Membership questionnaires &
surveys
• Inter grade membership progression
• Sales, marketing & customer
Retention • Strategic audit: mapping activities
back to the stated strategic plan
• Brand identity and image
• Price elasticity • Reducing exits • Social media best practice
• Heritage and its value
• Sales & recruitment toolkits
• Membership development teams
• Trustee presentation and workshops
• Developing a more valuable offering
• Brand values • Member satisfaction surveys
• Member lifetime value
• Social media outsourcing
Polaris Associates Limited
Company Number: 7122669
VAT Reg. Number: 920547242
© Polaris Associates
W: www.polarislondon.com
E: [email protected]
T: 0845 838 2561
© Polaris Associates W: www.polarislondon.com E: [email protected] T: 0845 838 2561
A unique approach to forecasting...
• An interactive model designed for your market to offer predictions of membership levels, migrations between classes, and exits
• A test bed to instantly test the future effects of management decisions
• Built on your own data using a set of heuristic rules & algorithms designed for the dynamics of your market
• Designed to
accommodate irregular age distributions and demographics, explicitly modelling every age category and their individual behaviours
• Has provided
organisations with predictions accurate to 99.9%
10 Year Membership Predictions By Class
Accurately predicting future membership by individual
classes can introduce high levels of confidence to
annual budgeting decisions
Demographic Time Bomb? Predicting Membership Levels By Age & Behaviour
Type:
Many organisations have highly characterised age
profiles for different membership classes
N
um
ber
of M
em
bers
© Polaris Associates W: www.polarislondon.com E: [email protected] T: 0845 838 2561
• Various summaries of predicted future behaviour are available • Base case and differing scenario outcomes based on management
decisions can be accommodated with ease
Model Customisation
Answering: “What affects the
membership the most over 2, 5 or
10 years?”
“Is it recruitment? or retention? or
promotions? Which membership classes
are actually key?”
A unique approach to forecasting...
Age Distribution Smoothing &
? = 1 Filters
Operation
The model is easily operated via an interactive control panel. The outputs can also be linked to
costs, revenues and graphical visualisations.
Exits
Adjustment Nett Exits Class 1
100% 13,050
Class 2
100% 2,345
Class 3
100%
857
Class 4
100%
457
Class 5
100%
68
Class 6
100%
43
Change
in
M
em
bers
800
600
400
200
0
-200
-400
-600
CLASS 1
New Recruits
CLASS 2
New Recruits
CLASS 3
New Recruits
CLASS 4
New Recruits
PROMOTION
C1_C2
PROMOTION
C2_C3
PROMOTION
C3_C4
PROMOTION
C1_C3
PROMOTION
C1_C3
PROMOTION
C1_C4
C1 EXIT
C2 EXIT
C3 EXIT
C4 EXIT
Class 4
Class 3
Class 2
Class 1
Implementation Steps 1. Client data review – assesses data availability
and creates a snapshot of current performance
2. Model design and customisation 3. Data load & execution 4. Maintenance, user training & documentation
Adrian Gibb
Partner, EY
MBA Year: 1993
Before completing his MBA at
INSEAD, Adrian worked in the data
communications industry, latterly as
General Manager for Brown’s Operating
System Services Ltd, a privately-owned
company ofering secure remote
communications solutions. His post
MBA career has focused on consulting,
specialising in the life sciences and
healthcare sectors.
Adrian currently leads a cross-functional
team at Ernst & Young (EY) including
strategic, commercial, ?nancial and
operations specialists who work with
clients to plan and execute successful
transactions.
The EY team works with a wide range
of clients from established international
companies through to fast growing
entrepreneurial companies and
?nancial sponsors looking to invest in
the healthcare arena. As head of a fast
growing practice area, a key part of
Adrian’s role is coaching and developing
new members of the team. It is part of
EY’s strategy to attract, develop and
inspire high calibre individuals from
diverse backgrounds to create strong
teams that deliver exceptional client
service.
Adrian has also been a Sainsbury
Management Fellows’ mentor for many
years.
Building a Successful
Life Sciences and
Healthcare Practice
in a Competitive
Environment
2001: As Partner at L.E.K. Consulting, Adrian helped to
recruit and train a set of very scienti?cally oriented graduates
and post-graduates to be able to operate con?dently in the
business arena.
In 2011, the practice area employed ?fteen dedicated staf, with half of
the team having an advanced degree in a scienti?c discipline. This team
was responsible for 15-20% of L.E.K.’s UK revenues and the Global Life
Sciences Practice was one of L.E.K.’s leading practice areas.
The work at L.E.K. included assignments supporting successful
transactions (acquisitions or divestments) as part of their strategic
development for many of the leading UK healthcare services businesses.
L.E.K. also worked with start-up companies across the medical devices,
pharmaceutical, biotechnology and healthcare services sectors.
Adrian developed a market entry strategy to support the successful
European launch of a novel cystic ?brosis drug for a US-based
biotechnology drug, which is expected to generate approximately
$500 million in worldwide revenues in 2014. Adrian also led the due
diligence work supporting the €2 billion sale of a European manufacturer
of medical products for surgical and wound care applications.
Training the
Brightest and
Best
2001: Over the past thirteen
years, Adrian has been involved
in the recruitment, training
and development of over one
hundred bright, well quali?ed
graduates.
As a specialist in the life sciences and
healthcare sectors, the majority of
these young people have had a strong
science and technology background.
Adrian ?nds this a very rewarding part
of his job and said, “I continue to enjoy
the challenge of working with the
team to analyse complex problems
and ?nd practical solutions. It is also a
great pleasure to help develop young
people and set them on a successful
career path.”
Reaching
the Top of
the Profession
2012: Adrian is now a senior
professional in the consulting
industry and part of the leadership
team for a £240 million UK practice
area and he credits his engineering
background as key to his success.
Adrian commented, “My engineering
experience was a great foundation for
working in consulting and my scienti?c
background was the base for developing
a sector focus in life sciences and
healthcare.” Since joining EY in 2012,
Adrian has been building the Life Sciences
and Healthcare Transaction Advisory
Practice, which now includes a staf of
twenty. He is promoting cross-functional
working across a range of disciplines
within EY to harness the deep sector
expertise that exists in the business and
has helped the business to grow at over
20% per annum.
Adrian Gibb
Partner, EY
MBA Year: 1993
Before completing his MBA at
INSEAD, Adrian worked in the data
communications industry, latterly as
General Manager for Brown’s Operating
System Services Ltd, a privately-owned
company ofering secure remote
communications solutions. His post
MBA career has focused on consulting,
specialising in the life sciences and
healthcare sectors.
Adrian currently leads a cross-functional
team at Ernst & Young (EY) including
strategic, commercial, ?nancial and
operations specialists who work with
clients to plan and execute successful
transactions.
The EY team works with a wide range
of clients from established international
companies through to fast growing
entrepreneurial companies and
?nancial sponsors looking to invest in
the healthcare arena. As head of a fast
growing practice area, a key part of
Adrian’s role is coaching and developing
new members of the team. It is part of
EY’s strategy to attract, develop and
inspire high calibre individuals from
diverse backgrounds to create strong
teams that deliver exceptional client
service.
Adrian has also been a Sainsbury
Management Fellows’ mentor for many
years.
Building a Successful
Life Sciences and
Healthcare Practice
in a Competitive
Environment
2001: As Partner at L.E.K. Consulting, Adrian helped to
recruit and train a set of very scienti?cally oriented graduates
and post-graduates to be able to operate con?dently in the
business arena.
In 2011, the practice area employed ?fteen dedicated staf, with half of
the team having an advanced degree in a scienti?c discipline. This team
was responsible for 15-20% of L.E.K.’s UK revenues and the Global Life
Sciences Practice was one of L.E.K.’s leading practice areas.
The work at L.E.K. included assignments supporting successful
transactions (acquisitions or divestments) as part of their strategic
development for many of the leading UK healthcare services businesses.
L.E.K. also worked with start-up companies across the medical devices,
pharmaceutical, biotechnology and healthcare services sectors.
Adrian developed a market entry strategy to support the successful
European launch of a novel cystic ?brosis drug for a US-based
biotechnology drug, which is expected to generate approximately
$500 million in worldwide revenues in 2014. Adrian also led the due
diligence work supporting the €2 billion sale of a European manufacturer
of medical products for surgical and wound care applications.
Training the
Brightest and
Best
2001: Over the past thirteen
years, Adrian has been involved
in the recruitment, training
and development of over one
hundred bright, well quali?ed
graduates.
As a specialist in the life sciences and
healthcare sectors, the majority of
these young people have had a strong
science and technology background.
Adrian ?nds this a very rewarding part
of his job and said, “I continue to enjoy
the challenge of working with the
team to analyse complex problems
and ?nd practical solutions. It is also a
great pleasure to help develop young
people and set them on a successful
career path.”
Reaching
the Top of
the Profession
2012: Adrian is now a senior
professional in the consulting
industry and part of the leadership
team for a £240 million UK practice
area and he credits his engineering
background as key to his success.
Adrian commented, “My engineering
experience was a great foundation for
working in consulting and my scienti?c
background was the base for developing
a sector focus in life sciences and
healthcare.” Since joining EY in 2012,
Adrian has been building the Life Sciences
and Healthcare Transaction Advisory
Practice, which now includes a staf of
twenty. He is promoting cross-functional
working across a range of disciplines
within EY to harness the deep sector
expertise that exists in the business and
has helped the business to grow at over
20% per annum.
Jo Hallas
Business Group Director, Spectris plc
Non-Executive Director, Norcros plc
MBA Year: 2003
Jo began her career as a sponsored engineer
with Thorn EMI Electronics, but after working
during holidays as an Outward Bound Tutor,
Jo realised that she wanted to apply her
engineering problem solving skills to broader
challenges of enabling people and businesses
to achieve their potential.  After graduating
from Cambridge University with an Electronic
Engineering degree, Jo joined Procter &
Gamble, spending the following ten years living
and working in Germany, the USA, Thailand
and the Netherlands, leading various business
improvement initiatives.
Completing her MBA at INSEAD in 2003 with
the help of Sainsbury Management Fellows,
Jo chose to capitalise on her broad range of
generalist business experience at P&G and
joined Bosch to co-lead its Lawn and Garden
products business unit and helped to drive a
signi?cant turnaround, growing revenues and
pro?ts. During a maternity break, she acted
as business coach for two general managers
running social sector initiatives before returning
to work full time to run the Invensys Residential
Controls business, a successful unit that needed
focused investment to enable it to deliver
improved performance.
In 2012, in parallel to her executive role, Jo was
appointed Non-Executive Director and Chair of
the Remuneration Committee for Norcros plc.
In May 2014, Jo will join Spectris plc as Business
Group Director, with responsibility for its
In-line Instrumentation and Industrial Controls
segments, comprising eight businesses with a
combined turnover of almost £500 million. 
Jo has been a Sainsbury Management Fellows’
mentor for many years and was previously a
member of the SMF Executive Committee.
Restructuring
Procter &
Gamble in
Southeast Asia
2000-2001: Jo led a project team of 160 people to restructure Procter
& Gamble’s headquarters, manufacturing and distribution operations in
Thailand and Indonesia, in support of signi?cant unit output improvements
as well as multi-million dollar cost savings. The results also included
improving on-time delivery service performance from 97% to 99.8%.
Driving Growth in
Residential Controls
2009-2014: Invensys
Residential Controls is a global
business focused primarily
on domestic heating control
products under the leading
brands of Drayton, Eberle
and Robertshaw. As General
Manager of the business, Jo
developed and implemented
a growth strategy centred on
three major campaigns and
underpinned by a programme
of organisation development.
Under Jo’s leadership, Invensys Residential Controls has:
• Strengthened the core markets of UK and Germany by instituting
strategic key account management and better aligning sales and marketing.
Results included re-securing a major contract as sole supplier for three years,
which had been at risk after a highly contested tender.
• Revitalised the product portfolio which included establishing fundamental
product development processes, building up the engineering team,
developing clear product line strategies and the associated product
roadmaps, and executing these plans to launch leading products.
This enabled the company to deliver a new product line from concept
to launch in ten months, and also to launch a full suite of next generation
heating controls for the UK market.
• Expanded geographically, by penetrating the wholesaler channels in France
and Eastern Europe as well as replacing distributors with an own sales
team in Austria, Switzerland and Benelux to have greater focus in those
markets. Results have been double-digit growth in these new channels, in
particular securing national listings in France and Eastern Europe with major
wholesalers.
In parallel to driving the business growth strategy, Jo focused on improving
organisation capability and employee engagement, including a complete
refurbishment of the headquarters and UK manufacturing site to produce a
customer-oriented facility and a signi?cantly more pleasant working environment.
Business Process Outsourcing
2002: Jo participated in an executive study on how best to “monetise”
Procter & Gamble’s Global Business Services (GBS) organisation.
Jo led various pieces of pilot study work to assess the market value
of the organisation. She then led the ofer package development,
due diligence and transition planning to outsource one of the GBS
divisions (850 people), leading to a $3 billion outsourcing deal with
Hewlett Packard.
Lawn & Garden Turnaround
2005-2007: Jo was one of a three person Board leading the
worldwide Bosch Lawn & Garden Business Unit. The Board
identi?ed performance issues and developed and executed a
strategy to turn the business around, achieving sales growth of 18%
per annum and average pro?t improvement of seven percentage
points per annum. This resulted in key targets being met one year
in advance.  The main elements of the programme included new
product launches, elimination/turnaround of loss-making products
and a focused control of logistics costs.
Jo Hallas
Business Group Director, Spectris plc
Non-Executive Director, Norcros plc
MBA Year: 2003
Jo began her career as a sponsored engineer
with Thorn EMI Electronics, but after working
during holidays as an Outward Bound Tutor,
Jo realised that she wanted to apply her
engineering problem solving skills to broader
challenges of enabling people and businesses
to achieve their potential.  After graduating
from Cambridge University with an Electronic
Engineering degree, Jo joined Procter &
Gamble, spending the following ten years living
and working in Germany, the USA, Thailand
and the Netherlands, leading various business
improvement initiatives.
Completing her MBA at INSEAD in 2003 with
the help of Sainsbury Management Fellows,
Jo chose to capitalise on her broad range of
generalist business experience at P&G and
joined Bosch to co-lead its Lawn and Garden
products business unit and helped to drive a
signi?cant turnaround, growing revenues and
pro?ts. During a maternity break, she acted
as business coach for two general managers
running social sector initiatives before returning
to work full time to run the Invensys Residential
Controls business, a successful unit that needed
focused investment to enable it to deliver
improved performance.
In 2012, in parallel to her executive role, Jo was
appointed Non-Executive Director and Chair of
the Remuneration Committee for Norcros plc.
In May 2014, Jo will join Spectris plc as Business
Group Director, with responsibility for its
In-line Instrumentation and Industrial Controls
segments, comprising eight businesses with a
combined turnover of almost £500 million. 
Jo has been a Sainsbury Management Fellows’
mentor for many years and was previously a
member of the SMF Executive Committee.
Restructuring
Procter &
Gamble in
Southeast Asia
2000-2001: Jo led a project team of 160 people to restructure Procter
& Gamble’s headquarters, manufacturing and distribution operations in
Thailand and Indonesia, in support of signi?cant unit output improvements
as well as multi-million dollar cost savings. The results also included
improving on-time delivery service performance from 97% to 99.8%.
Driving Growth in
Residential Controls
2009-2014: Invensys
Residential Controls is a global
business focused primarily
on domestic heating control
products under the leading
brands of Drayton, Eberle
and Robertshaw. As General
Manager of the business, Jo
developed and implemented
a growth strategy centred on
three major campaigns and
underpinned by a programme
of organisation development.
Under Jo’s leadership, Invensys Residential Controls has:
• Strengthened the core markets of UK and Germany by instituting
strategic key account management and better aligning sales and marketing.
Results included re-securing a major contract as sole supplier for three years,
which had been at risk after a highly contested tender.
• Revitalised the product portfolio which included establishing fundamental
product development processes, building up the engineering team,
developing clear product line strategies and the associated product
roadmaps, and executing these plans to launch leading products.
This enabled the company to deliver a new product line from concept
to launch in ten months, and also to launch a full suite of next generation
heating controls for the UK market.
• Expanded geographically, by penetrating the wholesaler channels in France
and Eastern Europe as well as replacing distributors with an own sales
team in Austria, Switzerland and Benelux to have greater focus in those
markets. Results have been double-digit growth in these new channels, in
particular securing national listings in France and Eastern Europe with major
wholesalers.
In parallel to driving the business growth strategy, Jo focused on improving
organisation capability and employee engagement, including a complete
refurbishment of the headquarters and UK manufacturing site to produce a
customer-oriented facility and a signi?cantly more pleasant working environment.
Business Process Outsourcing
2002: Jo participated in an executive study on how best to “monetise”
Procter & Gamble’s Global Business Services (GBS) organisation.
Jo led various pieces of pilot study work to assess the market value
of the organisation. She then led the ofer package development,
due diligence and transition planning to outsource one of the GBS
divisions (850 people), leading to a $3 billion outsourcing deal with
Hewlett Packard.
Lawn & Garden Turnaround
2005-2007: Jo was one of a three person Board leading the
worldwide Bosch Lawn & Garden Business Unit. The Board
identi?ed performance issues and developed and executed a
strategy to turn the business around, achieving sales growth of 18%
per annum and average pro?t improvement of seven percentage
points per annum. This resulted in key targets being met one year
in advance.  The main elements of the programme included new
product launches, elimination/turnaround of loss-making products
and a focused control of logistics costs.
Karim El Hamel
General Manager and Board
Member, Ficosa, Turkey
Co-founder of PocketCultures
MBA Year: 2005
An enthusiastic Aerospace Engineer,
Karim El Hamel works for the Turkish
division of FICOSA, a leading global
Automotive and Electronics supplier.
He is also Chairman of the Turkey
Region of TEAM (Association of
TOYOTA European Manufacturers)
and the Leader of the Pan-European
Educational Committee of TEAM.
Karim co-founded PocketCultures in
2007, a not-for-pro?t online business
that connects local cultures from all
over the world through smart phones,
and PocketButiks, its afliated e-shop
of local handcrafts.
Karim aims to provide his teams with
the skills to lead a learning organisation,
a company that facilitates the learning
of its members and continuously
transforms itself – which he considers
the ultimate sustainable competitive
advantage of any venture. He also
believes that seeking an overall
positive social impact (either directly or
indirectly) should be a key objective of
any business.
Jobs created: over 1,000
LinkedIn:
www.linkedin.com/in/karimelhamel
Twitter: @kar3h
Engineering Skills Support
Evolution of Aero-Engine Design,
Deployment of World-Class
Lean Manufacturing across
Europe, and Creation of
Not-for-Pro?t e-Business
Leading Engineering
Projects at Rolls-Royce plc
1999: Karim joined the Advanced Propulsion Design Department of
Rolls-Royce Aerospace, and led projects such as part of the Airbus
A380 engine design and the concept team of the Boeing Near Sonic
Cruiser Engine Programme. He ?led engineering patents and was
eventually selected as part of the fast-track Rolls-Royce Engineering
Leadership Group.
Moving to the USA in 2002, Karim
was Cost Team Leader for the RB524
gas turbine produced by Rolls-Royce
Energy. Building on his technical
background he formed a team
across engineering, purchasing,
manufacturing, developing a
cost culture and generating an
unprecedented 5% cost savings which
helped to turn around the pro?ts of the
Energy Business Unit.
In 2003 Karim
moved to Rolls-Royce
Defence in the UK
to lead the team
responsible for the
worldwide service of
Pegasus, the engine
of the vertical take-of military jet
Harrier. Karim commented on his time
at Rolls-Royce, “Not only studying but
also practising engineering in one of the
worlds’ leading companies is a valuable
foundation for business management.
I had the chance to evaluate (and
improve) the outcome of my work in
complex environments, and I had early
exposure to inspiring role models.”
Trebling Organic
Growth in FICOSA
Turkey
2007: After completing his MBA at
IESE, Karim was appointed General
Manager of the Turkish subsidiary of
FICOSA, a world leading automotive
and electronics company. Through
change management and the
establishment of a team consented
mid-term strategy based on quality
and cost-efective customer service,
the yearly sales of the company grew
from $40 million to $120 million, and
generated orders of $700 million.
PocketCultures.com Brings Worldwide
Awareness and Understanding
2007: Together with two partners, Karim founded PocketCultures,
a UK based online not-for-pro?t organisation which aims to increase
connections, awareness and understanding between diferent cultures.
Karim says, “The best way to learn about
life in diferent countries is to go there
and see for oneself - talk to people from
that country. I believe the view from the
inside is often quite diferent to what we
see from the outside, and often it is much
more interesting.” As travelling abroad
is not always possible, PocketCultures
provides a place where people can go to
?nd out what life is really like in diferent
countries through the input of thirty
regional contributors. Readers worldwide
now participate in the discussions which
take place on the site.
Thanks to the team and the support
of the Sainsbury Management
Fellows’ Network on e-marketing,
PocketCultures now has 50,000 unique
visitors per month and its content
has been reproduced in mainstream
publications such as Lonely Planet and
Oxford University Press textbooks. It
also publishes periodical free teaching
material such as the electronic book
“Games for Kids of the World.”
With growth came the need to increase
revenues to support the costs of the
organisation and in 2012 PocketButiks
was launched, an online shop for
handcrafts such as hand-made carpets,
silk scarves and prints, which are
shipped directly from the original shop
for a Fairtrade price.
Championing
Lean
Manufacturing
Education
2011: Since his MBA studies,
Karim had considered Toyota
as a world manufacturing
benchmark and, with his team,
approached Toyota to develop
a closer partnership.
In 2011, while continuing his role
in FICOSA, he was appointed by
TOYOTA as Regional Chairman of
TEAM, the association of Toyota
European Manufacturers which
runs an intense monthly activity
across suppliers. In 2014 he was
also appointed Leader of the
TEAM Educational Committee,
responsible for giving exposure to
Toyota Production System to Toyota
suppliers across the UK, central
Europe and Turkey.
Karim El Hamel
General Manager and Board
Member, Ficosa, Turkey
Co-founder of PocketCultures
MBA Year: 2005
An enthusiastic Aerospace Engineer,
Karim El Hamel works for the Turkish
division of FICOSA, a leading global
Automotive and Electronics supplier.
He is also Chairman of the Turkey
Region of TEAM (Association of
TOYOTA European Manufacturers)
and the Leader of the Pan-European
Educational Committee of TEAM.
Karim co-founded PocketCultures in
2007, a not-for-pro?t online business
that connects local cultures from all
over the world through smart phones,
and PocketButiks, its afliated e-shop
of local handcrafts.
Karim aims to provide his teams with
the skills to lead a learning organisation,
a company that facilitates the learning
of its members and continuously
transforms itself – which he considers
the ultimate sustainable competitive
advantage of any venture. He also
believes that seeking an overall
positive social impact (either directly or
indirectly) should be a key objective of
any business.
Jobs created: over 1,000
LinkedIn:
www.linkedin.com/in/karimelhamel
Twitter: @kar3h
Engineering Skills Support
Evolution of Aero-Engine Design,
Deployment of World-Class
Lean Manufacturing across
Europe, and Creation of
Not-for-Pro?t e-Business
Leading Engineering
Projects at Rolls-Royce plc
1999: Karim joined the Advanced Propulsion Design Department of
Rolls-Royce Aerospace, and led projects such as part of the Airbus
A380 engine design and the concept team of the Boeing Near Sonic
Cruiser Engine Programme. He ?led engineering patents and was
eventually selected as part of the fast-track Rolls-Royce Engineering
Leadership Group.
Moving to the USA in 2002, Karim
was Cost Team Leader for the RB524
gas turbine produced by Rolls-Royce
Energy. Building on his technical
background he formed a team
across engineering, purchasing,
manufacturing, developing a
cost culture and generating an
unprecedented 5% cost savings which
helped to turn around the pro?ts of the
Energy Business Unit.
In 2003 Karim
moved to Rolls-Royce
Defence in the UK
to lead the team
responsible for the
worldwide service of
Pegasus, the engine
of the vertical take-of military jet
Harrier. Karim commented on his time
at Rolls-Royce, “Not only studying but
also practising engineering in one of the
worlds’ leading companies is a valuable
foundation for business management.
I had the chance to evaluate (and
improve) the outcome of my work in
complex environments, and I had early
exposure to inspiring role models.”
Trebling Organic
Growth in FICOSA
Turkey
2007: After completing his MBA at
IESE, Karim was appointed General
Manager of the Turkish subsidiary of
FICOSA, a world leading automotive
and electronics company. Through
change management and the
establishment of a team consented
mid-term strategy based on quality
and cost-efective customer service,
the yearly sales of the company grew
from $40 million to $120 million, and
generated orders of $700 million.
PocketCultures.com Brings Worldwide
Awareness and Understanding
2007: Together with two partners, Karim founded PocketCultures,
a UK based online not-for-pro?t organisation which aims to increase
connections, awareness and understanding between diferent cultures.
Karim says, “The best way to learn about
life in diferent countries is to go there
and see for oneself - talk to people from
that country. I believe the view from the
inside is often quite diferent to what we
see from the outside, and often it is much
more interesting.” As travelling abroad
is not always possible, PocketCultures
provides a place where people can go to
?nd out what life is really like in diferent
countries through the input of thirty
regional contributors. Readers worldwide
now participate in the discussions which
take place on the site.
Thanks to the team and the support
of the Sainsbury Management
Fellows’ Network on e-marketing,
PocketCultures now has 50,000 unique
visitors per month and its content
has been reproduced in mainstream
publications such as Lonely Planet and
Oxford University Press textbooks. It
also publishes periodical free teaching
material such as the electronic book
“Games for Kids of the World.”
With growth came the need to increase
revenues to support the costs of the
organisation and in 2012 PocketButiks
was launched, an online shop for
handcrafts such as hand-made carpets,
silk scarves and prints, which are
shipped directly from the original shop
for a Fairtrade price.
Championing
Lean
Manufacturing
Education
2011: Since his MBA studies,
Karim had considered Toyota
as a world manufacturing
benchmark and, with his team,
approached Toyota to develop
a closer partnership.
In 2011, while continuing his role
in FICOSA, he was appointed by
TOYOTA as Regional Chairman of
TEAM, the association of Toyota
European Manufacturers which
runs an intense monthly activity
across suppliers. In 2014 he was
also appointed Leader of the
TEAM Educational Committee,
responsible for giving exposure to
Toyota Production System to Toyota
suppliers across the UK, central
Europe and Turkey.
Graham Hastie
Managing Director,
Bell?eld Consulting
MBA Year: 1995
Graham started his career as a
Development Engineer with British
Telecom and Robert Bosch before
he completed his MBA at INSEAD in
Fontainebleau.
After graduation he went to McKinsey &
Company for seven years, helping
FTSE 100 companies with issues of
strategy, organisation and operations.
On leaving McKinsey, Graham joined
London Business School, ?rst as
Director of Career Services and then
as Strategy Director.
Six years later, Graham founded
Bell?eld Consulting to provide
strategy, marketing, operations
and rankings advice to the global
higher education sector. His work
includes projects for ?ve of the top ten
European business schools as well
as many top ranked universities in
Europe and the Middle East.
Graham is President of the INSEAD
Alumni Association UK, a regular
speaker on business school rankings,
and has participated in the Sainsbury
Management Fellows’ mentoring
scheme for many years.
LinkedIn: uk.linkedin.com/pub/
graham-hastie/0/2b7/840/
Developing McKinsey’s
Global Recruiting
1995: Whilst at McKinsey Graham was deployed on a wide range
of projects from implementing a major turnaround and merger at a
large UK insurance company to developing a new global organisation
structure for a multi-billion dollar business unit of a major oil company.
In addition to these commercial responsibilities, Graham
co-led McKinsey’s recruitment programme of new
graduates from INSEAD and developed assessment
techniques to change the way that McKinsey assesses
and recruits new talent.
Expanding Sainsbury
Management Fellows’
International Business
School List
1997: The Gatsby Charitable Foundation and the Royal Academy
of Engineering wanted to ensure that the list of business schools
included in the Sainsbury Management Fellows’ scheme would
aford the best international business education to Fellows.
They asked Graham and Dr David Lindley, a Fellow of the Royal Academy of
Engineering to undertake this project. Graham took a sabbatical from McKinsey
and visited ?fteen schools around the world, spending two to three days at
each school, over three months. The result of this review was that the business
school list was expanded to include North American business schools such as
Harvard and Columbia and the selection of European schools was rationalised.
Boosting Post-Graduation
Employment at London
Business School to Top of
the Leader Board
2003: When Graham joined London Business School as Director of
Career Services, the rate of employment for students within three months
of ?nishing was just 65%, the lowest of the top ten business schools.
Graham completely reorganised the department to focus on marketing, developing
and connecting talented students with employers. He built a world class business
development team and initiated a Career Skills Development Programme which
became a compulsory part of the curriculum. This included sessions on self-
assessment, career planning, writing a CV and cover letter, “how to tell your story”
coaching, interview skills and salary negotiation. Within three years, Graham had
pushed the percentage of students employed to 97%, the highest rate of employment
out of all top ten business schools.
Establishing Bell?eld Consulting to Assist
World Class Clients in Higher Education
2009: After leaving London Business School, Graham had many requests from business schools all over the
world which were seeking help to develop strategies to improve their business performance.
Graham’s experience at McKinsey and London Business
School was immediately transferrable and Bell?eld Consulting
was born. He has since worked for several world class
business schools including both LBS and INSEAD and has
been involved in work with other education sector partners.
He most recently helped GMAC, the company which provides
the GMAT exams, to develop its strategy for North America
and Africa and to think about new business opportunities.
Graham credits his success to his engineering training. He
commented, “Engineering taught me problem solving and
analytical skills. This has been very helpful in solving business
problems, especially creating recommendations based
upon facts and analysis of data. The practice of engineering
involves close attention to detail which is important in all
aspects of business.”
Succeeding in Strategy
and Fundraising at
London Business School
2006: Graham was appointed as Strategy Director
for London Business School. In this role, Graham was
responsible for school strategy, strategic projects,
communications and rankings. He also co-led fundraising,
communications and marketing on an interim basis.
During this challenging period, Graham was involved in
a host of initiatives. He helped to create and launch a
pre-experience Masters in Management degree, which
provides a business education for students before they
enter the workforce. Graham was involved in the creation
of London Business School’s Campus in Dubai, developing
relationships with clients in the Middle East. He was also
part of a team that created a ?exible MBA – enabling
students to decide how long a course of study they would
take, with options of ?fteen, eighteen or twenty-one
months. This gave students ?exibility as to when they
entered the job market and also allowed companies to have
access to graduates all year round.
Whilst Graham led these activities, London Business School
achieved the number one position three years running in
the Financial Times’ MBA rankings and the school had its
best ever year of fundraising, taking in £10 million.
Graham Hastie
Managing Director,
Bell?eld Consulting
MBA Year: 1995
Graham started his career as a
Development Engineer with British
Telecom and Robert Bosch before
he completed his MBA at INSEAD in
Fontainebleau.
After graduation he went to McKinsey &
Company for seven years, helping
FTSE 100 companies with issues of
strategy, organisation and operations.
On leaving McKinsey, Graham joined
London Business School, ?rst as
Director of Career Services and then
as Strategy Director.
Six years later, Graham founded
Bell?eld Consulting to provide
strategy, marketing, operations
and rankings advice to the global
higher education sector. His work
includes projects for ?ve of the top ten
European business schools as well
as many top ranked universities in
Europe and the Middle East.
Graham is President of the INSEAD
Alumni Association UK, a regular
speaker on business school rankings,
and has participated in the Sainsbury
Management Fellows’ mentoring
scheme for many years.
LinkedIn: uk.linkedin.com/pub/
graham-hastie/0/2b7/840/
Developing McKinsey’s
Global Recruiting
1995: Whilst at McKinsey Graham was deployed on a wide range
of projects from implementing a major turnaround and merger at a
large UK insurance company to developing a new global organisation
structure for a multi-billion dollar business unit of a major oil company.
In addition to these commercial responsibilities, Graham
co-led McKinsey’s recruitment programme of new
graduates from INSEAD and developed assessment
techniques to change the way that McKinsey assesses
and recruits new talent.
Expanding Sainsbury
Management Fellows’
International Business
School List
1997: The Gatsby Charitable Foundation and the Royal Academy
of Engineering wanted to ensure that the list of business schools
included in the Sainsbury Management Fellows’ scheme would
aford the best international business education to Fellows.
They asked Graham and Dr David Lindley, a Fellow of the Royal Academy of
Engineering to undertake this project. Graham took a sabbatical from McKinsey
and visited ?fteen schools around the world, spending two to three days at
each school, over three months. The result of this review was that the business
school list was expanded to include North American business schools such as
Harvard and Columbia and the selection of European schools was rationalised.
Boosting Post-Graduation
Employment at London
Business School to Top of
the Leader Board
2003: When Graham joined London Business School as Director of
Career Services, the rate of employment for students within three months
of ?nishing was just 65%, the lowest of the top ten business schools.
Graham completely reorganised the department to focus on marketing, developing
and connecting talented students with employers. He built a world class business
development team and initiated a Career Skills Development Programme which
became a compulsory part of the curriculum. This included sessions on self-
assessment, career planning, writing a CV and cover letter, “how to tell your story”
coaching, interview skills and salary negotiation. Within three years, Graham had
pushed the percentage of students employed to 97%, the highest rate of employment
out of all top ten business schools.
Establishing Bell?eld Consulting to Assist
World Class Clients in Higher Education
2009: After leaving London Business School, Graham had many requests from business schools all over the
world which were seeking help to develop strategies to improve their business performance.
Graham’s experience at McKinsey and London Business
School was immediately transferrable and Bell?eld Consulting
was born. He has since worked for several world class
business schools including both LBS and INSEAD and has
been involved in work with other education sector partners.
He most recently helped GMAC, the company which provides
the GMAT exams, to develop its strategy for North America
and Africa and to think about new business opportunities.
Graham credits his success to his engineering training. He
commented, “Engineering taught me problem solving and
analytical skills. This has been very helpful in solving business
problems, especially creating recommendations based
upon facts and analysis of data. The practice of engineering
involves close attention to detail which is important in all
aspects of business.”
Succeeding in Strategy
and Fundraising at
London Business School
2006: Graham was appointed as Strategy Director
for London Business School. In this role, Graham was
responsible for school strategy, strategic projects,
communications and rankings. He also co-led fundraising,
communications and marketing on an interim basis.
During this challenging period, Graham was involved in
a host of initiatives. He helped to create and launch a
pre-experience Masters in Management degree, which
provides a business education for students before they
enter the workforce. Graham was involved in the creation
of London Business School’s Campus in Dubai, developing
relationships with clients in the Middle East. He was also
part of a team that created a ?exible MBA – enabling
students to decide how long a course of study they would
take, with options of ?fteen, eighteen or twenty-one
months. This gave students ?exibility as to when they
entered the job market and also allowed companies to have
access to graduates all year round.
Whilst Graham led these activities, London Business School
achieved the number one position three years running in
the Financial Times’ MBA rankings and the school had its
best ever year of fundraising, taking in £10 million.
Michael Hill
Vice Chairman, Barclays Bank PLC
Non-Executive Director, First Care
MBA Year: 1992
At age 16 Michael saw an engineer on
television who had studied at Harvard
and was a CEO of a UK company and
aspired to be like him.
Michael gained an undergraduate
Masters Degree in Engineering
Science at Oxford and then an MBA at
INSEAD. The following year he joined
Goldman Sachs & Co as an Associate
in Corporate Finance, advising US and
European clients on raising equity and
debt capital in the US capital markets.
Michael held several senior posts
at Goldman Sachs, including Vice
President of Mergers & Acquisitions.
He rose through the ranks becoming
Managing Director of Goldman Sachs
International where he was responsible
for advising European healthcare
companies on business development
and worked on major deals including
the merger of Glaxowellcome and
Smithkline Beecham.
Michael then took on the role of
Managing Director at Citigroup and
ultimately co-headed the Healthcare
and Consumer Banking Groups.
Today, Michael is Vice Chairman
at Barclays, where amongst other
things, he is involved in developing
and delivering the bank’s Community
Investment Strategy.
UK jobs created: 60
Reducing
Absences
Through Sickness
Boosts Start-Up
2004: Three quarters of absences through sick leave is
unrelated to actual illness. Measuring absences from
work due to sickness reveals a wealth of information
(not least how some management styles increase staf
absenteeism) which enables managers to re-deploy
staf to cover absences and tackle problems that cause
high levels of absenteeism.
Whilst working at Goldman Sachs, Michael supported a
colleague to start-up the business, First Care, with investment
to develop an absence and sickness management system to
help organisations with multiple sites and large numbers of staf
reduce absenteeism. Michael helped to develop the business
concept and has been First Care’s Non-Executive Director for the
last 10 years.
First Care is at the forefront of absence and sickness management
– the company helps to reduce absence by 30% per annum,
signi?cantly improving business performance. Today the company
employs 60 people and has a turnover of £5 million per annum.
Building
a Healthy
Investment
Banking Business
2004-2011: As Managing
Director at Citigroup, Michael
built up investment banking
for the healthcare division
which advises hospitals,
pharmaceutical, biotech and
medtech companies how to
build their businesses through
acquisition, capital investment or
access to new markets.
The growth strategy for Citigroup’s
healthcare division involved merging
various internal businesses, including
investment and corporate banking,
and hiring a dynamic team to take
the business forward. This resulted in
revenues of $1 billion per annum.
Charity Begins at Home and at Work
2011 to present: Michael is active in the development and implementation
of Barclays’ Community Investment Programme which deploys funds to
local charities to bring about positive social change.
Having grown up in a deprived inner city,
Michael is an exponent of investment in
inner cities in order to give people new
opportunities. He feels fortunate to have
bene?ted from university education and
won a Sainsbury Management Fellowship
MBA scholarship. Michael said, “The
MBA opened my eyes – before that I was
focused on engineering roles, had limited
cultural awareness and a narrow view of
career options. I would never have gone
into investment banking without the MBA.”
Michael is the investment banking
representative on Barclays’ Community
Investment Committee, which is
developing the strategy for supporting
local charities – projects that make
a demonstrable impact on local
communities receive funding.
In addition, Michael and his committee
members work with the charities
supported by the bank to execute the
development plans.
Michael works with St Giles Trust which
helps former prisoners to integrate back
into society. According to research, 80%
of ex-ofenders who do not receive support
return to prison within eighteen months of
release. St Giles has an astonishing record
of helping 80% of its clients start a new life.
Going back to his roots in Walsall, Michael
has supported his old school – Queen
Mary’s Grammar School – for over ?fteen
years by providing practical assistance and
?nancial support for a variety of initiatives
including social entrepreneurial
programmes, for example, funding a
student enterprise that provides
IT/computer lessons to senior citizens.
Michael Hill
Vice Chairman, Barclays Bank PLC
Non-Executive Director, First Care
MBA Year: 1992
At age 16 Michael saw an engineer on
television who had studied at Harvard
and was a CEO of a UK company and
aspired to be like him.
Michael gained an undergraduate
Masters Degree in Engineering
Science at Oxford and then an MBA at
INSEAD. The following year he joined
Goldman Sachs & Co as an Associate
in Corporate Finance, advising US and
European clients on raising equity and
debt capital in the US capital markets.
Michael held several senior posts
at Goldman Sachs, including Vice
President of Mergers & Acquisitions.
He rose through the ranks becoming
Managing Director of Goldman Sachs
International where he was responsible
for advising European healthcare
companies on business development
and worked on major deals including
the merger of Glaxowellcome and
Smithkline Beecham.
Michael then took on the role of
Managing Director at Citigroup and
ultimately co-headed the Healthcare
and Consumer Banking Groups.
Today, Michael is Vice Chairman
at Barclays, where amongst other
things, he is involved in developing
and delivering the bank’s Community
Investment Strategy.
UK jobs created: 60
Reducing
Absences
Through Sickness
Boosts Start-Up
2004: Three quarters of absences through sick leave is
unrelated to actual illness. Measuring absences from
work due to sickness reveals a wealth of information
(not least how some management styles increase staf
absenteeism) which enables managers to re-deploy
staf to cover absences and tackle problems that cause
high levels of absenteeism.
Whilst working at Goldman Sachs, Michael supported a
colleague to start-up the business, First Care, with investment
to develop an absence and sickness management system to
help organisations with multiple sites and large numbers of staf
reduce absenteeism. Michael helped to develop the business
concept and has been First Care’s Non-Executive Director for the
last 10 years.
First Care is at the forefront of absence and sickness management
– the company helps to reduce absence by 30% per annum,
signi?cantly improving business performance. Today the company
employs 60 people and has a turnover of £5 million per annum.
Building
a Healthy
Investment
Banking Business
2004-2011: As Managing
Director at Citigroup, Michael
built up investment banking
for the healthcare division
which advises hospitals,
pharmaceutical, biotech and
medtech companies how to
build their businesses through
acquisition, capital investment or
access to new markets.
The growth strategy for Citigroup’s
healthcare division involved merging
various internal businesses, including
investment and corporate banking,
and hiring a dynamic team to take
the business forward. This resulted in
revenues of $1 billion per annum.
Charity Begins at Home and at Work
2011 to present: Michael is active in the development and implementation
of Barclays’ Community Investment Programme which deploys funds to
local charities to bring about positive social change.
Having grown up in a deprived inner city,
Michael is an exponent of investment in
inner cities in order to give people new
opportunities. He feels fortunate to have
bene?ted from university education and
won a Sainsbury Management Fellowship
MBA scholarship. Michael said, “The
MBA opened my eyes – before that I was
focused on engineering roles, had limited
cultural awareness and a narrow view of
career options. I would never have gone
into investment banking without the MBA.”
Michael is the investment banking
representative on Barclays’ Community
Investment Committee, which is
developing the strategy for supporting
local charities – projects that make
a demonstrable impact on local
communities receive funding.
In addition, Michael and his committee
members work with the charities
supported by the bank to execute the
development plans.
Michael works with St Giles Trust which
helps former prisoners to integrate back
into society. According to research, 80%
of ex-ofenders who do not receive support
return to prison within eighteen months of
release. St Giles has an astonishing record
of helping 80% of its clients start a new life.
Going back to his roots in Walsall, Michael
has supported his old school – Queen
Mary’s Grammar School – for over ?fteen
years by providing practical assistance and
?nancial support for a variety of initiatives
including social entrepreneurial
programmes, for example, funding a
student enterprise that provides
IT/computer lessons to senior citizens.
Mark Johnson
Leader of Marine Innovation,
Raymarine
MBA Year: 1998
Even before Mark Johnson took his
MBA at INSEAD in 1998, he had
already started his entrepreneurial
venture, Tacktick, employing his
background in Electronics Engineering
to design, market and manufacture
performance sailboat electronics.
Gaining the necessary business skills
at INSEAD, Mark grew Tacktick into
a global business which eventually
became part of Raymarine, world
leader in autopilot technology, in
2009. Currently Mark is leading
innovation at Raymarine, which is
based in the UK. “On a roll” with a
series of new technologies, Mark is
helping Raymarine to forge its own
pathway, ?ling patents to protect the
IP generated as the projects advance.
Mark attributes his success to
his engineering background and
the valuable knowledge gained
on his MBA. He commented,
“Understanding balance sheets,
learning what marketing is all about
– building value and quality margins.
Not aiming for the lowest price, these
are just some of the highlights of what
I learned on the MBA course. My
career would have been very diferent
without the MBA.”
Wealth created for the UK
economy for companies led:
£2.5 million
LinkedIn:
www.linkedin.com/in/markjohnson8
Start Up from
Scratch to Global Player
1997: Mark created Tacktick jointly with his brother Clive, each putting in £10,000
of capital. They rapidly grew the distribution network to give global reach, and used
pro?ts from sales to internally fund development. Technology and innovation were
the cornerstone; Tacktick’s products were unique and were able to command
sufcient price premium to give 60% gross margin despite their niche scale.
The home grown technologies which propelled Tacktick were ultra-low power
electronics, a proprietary wireless protocol, and low-cost hermetic sealing. By 2009
the company had grown to £2.5 million and had technology which was the envy of
competitors, all of which are global companies worth more than £200 million. 
Launching an Industry First
– Solar Powered Digital
Compass for Sailboats
1998: With a substantial chunk of sweat equity, Tacktick was able
to design, tool, and launch the world’s ?rst solar powered digital
compass for sailboats. These compasses were used onboard the
sailboats in the 2004 Summer Olympics and has won many
industry honours.
Smooth Transition
to Raymarine
Tacktick was sold and it is now
fully integrated with Raymarine, a
company based in the UK where the
products and technologies continue
to provide value to customers and
jobs to UK employees. Mark had
engineered the products to a level
such that they could be dropped
into Raymarine’s product portfolio
with little more than a logo change.
Mark’s engineering skills came into
play to make this transition virtually
seemless. All of Tacktick’s products
had precise documentation for design
and manufacturing speci?cations
which were virtually “dropped into”
Raymarine’s production.
Inventing Another
Industry First –
An “Out of the
Box” Autopilot
2013: Although Raymarine had been
a world leader in autopilot technology
for decades, the company wanted
to take the next leap forward – to
eliminate the setup when matching
an autopilot to a boat. Up to now,
installing an autopilot on a boat
required a professional. Turning to his
engineering contacts, Mark identi?ed
and applied the very latest in control
system engineering, and last year,
Raymarine successfully launched
the Evolution Autopilot. Now, for the
?rst time ever, mariners can take the
Evolution Autopilot out of the box and
within a second or so, it self-installs,
eliminating the need for complicated
set up and calibration. And the
result? Mark commented, “The prizes
continue to roll in, customers and
dealers are happy, and after sales
issues are at an all-time low.”
2007
Queens Award for
Enterprise and
Innovation (Micronet)
2003
DAME - Overall
Winner (Micronet
mn100R range)
2005
IPC Media Awards
- Marine Product of
the year - Electronics
Winner (Micronet)
2001
DAME - Honourable
Mention - Marine
electronics category
(Micro Compass)
2004
IBEX - Innovation
Award Winner
(Power Boat Wind)
1999
DAME - Honourable
Mention - Marine
electronics category
(Race Master)
Innovation requires con?dence and boldness, but also caution – users are
generally reluctant adopters unless the bene?ts are absolutely clear to them. 
It’s not technological innovation that really counts in business, but value
innovation – ofering more valuable solutions for people, which cost less to
deliver. So technology must be directed to value innovation, which needs to be
achieved in parallel with fast time-to-market and product robustness. To deliver
all three, I put emphasis on platforms, high level design tools, and automated
testing. Innovation needs to be achieved in parallel with improved time to market
and product robustness. It’s exciting to be at the forefront of technology, and to
be applying new technology to products which are going to market at a fast pace.
Mark Johnson
Mark Johnson
Leader of Marine Innovation,
Raymarine
MBA Year: 1998
Even before Mark Johnson took his
MBA at INSEAD in 1998, he had
already started his entrepreneurial
venture, Tacktick, employing his
background in Electronics Engineering
to design, market and manufacture
performance sailboat electronics.
Gaining the necessary business skills
at INSEAD, Mark grew Tacktick into
a global business which eventually
became part of Raymarine, world
leader in autopilot technology, in
2009. Currently Mark is leading
innovation at Raymarine, which is
based in the UK. “On a roll” with a
series of new technologies, Mark is
helping Raymarine to forge its own
pathway, ?ling patents to protect the
IP generated as the projects advance.
Mark attributes his success to
his engineering background and
the valuable knowledge gained
on his MBA. He commented,
“Understanding balance sheets,
learning what marketing is all about
– building value and quality margins.
Not aiming for the lowest price, these
are just some of the highlights of what
I learned on the MBA course. My
career would have been very diferent
without the MBA.”
Wealth created for the UK
economy for companies led:
£2.5 million
LinkedIn:
www.linkedin.com/in/markjohnson8
Start Up from
Scratch to Global Player
1997: Mark created Tacktick jointly with his brother Clive, each putting in £10,000
of capital. They rapidly grew the distribution network to give global reach, and used
pro?ts from sales to internally fund development. Technology and innovation were
the cornerstone; Tacktick’s products were unique and were able to command
sufcient price premium to give 60% gross margin despite their niche scale.
The home grown technologies which propelled Tacktick were ultra-low power
electronics, a proprietary wireless protocol, and low-cost hermetic sealing. By 2009
the company had grown to £2.5 million and had technology which was the envy of
competitors, all of which are global companies worth more than £200 million. 
Launching an Industry First
– Solar Powered Digital
Compass for Sailboats
1998: With a substantial chunk of sweat equity, Tacktick was able
to design, tool, and launch the world’s ?rst solar powered digital
compass for sailboats. These compasses were used onboard the
sailboats in the 2004 Summer Olympics and has won many
industry honours.
Smooth Transition
to Raymarine
Tacktick was sold and it is now
fully integrated with Raymarine, a
company based in the UK where the
products and technologies continue
to provide value to customers and
jobs to UK employees. Mark had
engineered the products to a level
such that they could be dropped
into Raymarine’s product portfolio
with little more than a logo change.
Mark’s engineering skills came into
play to make this transition virtually
seemless. All of Tacktick’s products
had precise documentation for design
and manufacturing speci?cations
which were virtually “dropped into”
Raymarine’s production.
Inventing Another
Industry First –
An “Out of the
Box” Autopilot
2013: Although Raymarine had been
a world leader in autopilot technology
for decades, the company wanted
to take the next leap forward – to
eliminate the setup when matching
an autopilot to a boat. Up to now,
installing an autopilot on a boat
required a professional. Turning to his
engineering contacts, Mark identi?ed
and applied the very latest in control
system engineering, and last year,
Raymarine successfully launched
the Evolution Autopilot. Now, for the
?rst time ever, mariners can take the
Evolution Autopilot out of the box and
within a second or so, it self-installs,
eliminating the need for complicated
set up and calibration. And the
result? Mark commented, “The prizes
continue to roll in, customers and
dealers are happy, and after sales
issues are at an all-time low.”
2007
Queens Award for
Enterprise and
Innovation (Micronet)
2003
DAME - Overall
Winner (Micronet
mn100R range)
2005
IPC Media Awards
- Marine Product of
the year - Electronics
Winner (Micronet)
2001
DAME - Honourable
Mention - Marine
electronics category
(Micro Compass)
2004
IBEX - Innovation
Award Winner
(Power Boat Wind)
1999
DAME - Honourable
Mention - Marine
electronics category
(Race Master)
Innovation requires con?dence and boldness, but also caution – users are
generally reluctant adopters unless the bene?ts are absolutely clear to them. 
It’s not technological innovation that really counts in business, but value
innovation – ofering more valuable solutions for people, which cost less to
deliver. So technology must be directed to value innovation, which needs to be
achieved in parallel with fast time-to-market and product robustness. To deliver
all three, I put emphasis on platforms, high level design tools, and automated
testing. Innovation needs to be achieved in parallel with improved time to market
and product robustness. It’s exciting to be at the forefront of technology, and to
be applying new technology to products which are going to market at a fast pace.
Mark Johnson
Grant Leaity
Regional Chief of Emergency,
UNICEF in West and Central Africa
MBA Year: 1997
Grant was born in South Africa and
came to the UK in 1985 to study for
a PhD in Mechanical Engineering at
Cambridge University. However, his
homeland and concern for people
in need were never far from his
thoughts; during this time he created
a fund for South African Education
that distributed funds to selected
educational organisations in rural and
urban South Africa.
After spending ?ve years at Shell
UK’s Stanlow Re?nery, managing
maintenance and operations, Grant
became a Sainsbury Management
Fellow and completed his MBA at
INSEAD. Except for a brief spell working
for General Electric from 2002 to
2005, Grant has since been following
his passion to help others, working for
Médecins Sans Frontières (MSF) and
UNICEF. Grant commented on how his
engineering background has helped
him to succeed in the humanitarian
world, “Project management and
risk management bring a structured
approach to running operations and
managing risk in high threat and
unstable situations.”
LinkedIn:
www.linkedin.com/pub/grant-leaity/1/503/88a
Twitter: @grant_leaity
Maintaining Operations
in Afghanistan
1998: Straight out of INSEAD, Grant went to Taliban controlled
Afghanistan as the National Administrator for Médecins Sans
Frontières (MSF) responsible for managing all aspects of human
resources (sixteen expatriates and 400 national staf) and ?nance to
support four medical programmes in diferent parts of the country.
He coordinated the evacuation of MSF staf after the
Ghost bombing (August 1998 – American cruise
missile strikes on terrorist bases in Afghanistan) and
led the subsequent exploratory mission to re-launch
operations being the ?rst international agency to
return to the country after the evacuation of all
international personnel.
Getting Humanitarian
Relief in to Con?ict Zones
Civilian populations trapped in con?ict zones are usually faced with dire shortages of food and
medicine, the collapse of basic social services and grave violations against women and children
by armed groups. It is critical to get emergency teams on the ground to assess the situation and
determine whether it is possible to bring in life-saving relief operations.
2000: Grant went to the Democratic Republic of Congo
with Médecins Sans Frontières as Emergency Logistician,
to the equatorial region controlled by the MLC rebel group.
Reactions to the “exploratory mission” were hostile
from people and the authorities that had seen several
agencies come and go never to be seen again. High
levels of malnutrition, malaria and a measles epidemic
were encountered in a zone where people were trapped
between the frontline to the south and the Congo
River, which was dangerous to cross due to aerial
bombardment. Grant led an emergency operation with
the arrival of ?fty metric tonnes of medicines, equipment,
cars and staf only four days after completion of the
assessment.
Getting supplies to the end destination required a strong
?eld logistics team, which Grant managed including the
rehabilitation of bridges and a missionary landing strip.
An emergency vaccination campaign was carried out and
basic health services provided to bring a lifeline to some
20,000 people.
2006: As Country Director for Médecins Sans Frontières
in Colombia, Grant ran a medical and psychological
programme for victims of armed con?ict and internally
displaced people.
As the main towns became progressively secured, the
state health system became accessible to a growing part
of the population, and MSF focused increasingly on zones
under the control of the guerrilla and/or the paramilitary
forces that were of limits to the state.
Grant managed signi?cant reorientation of activities,
including closure of existing programmes to open
projects in new hotspots (Guaviare, Canyon of Las
Hermosas and Buenaventura). He also introduced new
programme activities focused on response to rapid onset
emergencies (avalanche, volcanic eruption, ?oods, mass
displacements and populations trapped in con?ict zone),
neglected diseases including malaria, leishmaniosis,
victims of sexual violence and referrals of complex cases
and mental healthcare.
His team grew from ?ve to thirteen expatriates and
twenty-?ve to sixty-?ve national staf and budget
increased from $1 million to $3 million per annum.
2010-2014: As Regional Chief of Emergency for UNICEF
in West and Central Africa, Grant coordinates support and
oversight of humanitarian action across the twenty-four
country ofces in an emergency prone region.
Over one million children under ?ve years old sufer from severe
acute malnutrition in the Sahel every year, which can be treated by
administering therapeutic foods and in-patient care for cases with
medical complications. The northern part of Mali was taken over
by jihadist groups and the government was subsequently toppled
by a coup d’état. What started as a very large-scale drought relief
programme had rapidly transformed into a complex emergency
operation. Partner teams were working in a high-risk environment and
the rapid progress of jihadist groups led to the deployment of African
peacekeeping forces and subsequently French troops. UNICEF is
now implementing strategies developed to build the resilience of
communities in this region, to reduce the impact of recurring and
chronic emergencies.
Most recently Grant deployed to Central African Republic to support
emergency response in a country suddenly faced with a con?ict
that has degenerated into widespread ethnic cleansing and the total
collapse of the state.
Adapting Programmes
to Radical Change
2005: As the Field Coordinator responsible for medico-psycho-
social programme to support victims of violence across the Gaza
Strip (?ve expatriates and twenty national staf), Grant worked
with the team to adjust programmes following the disengagement
of Israeli settlements and military presence and ensuing internal
con?ict around the 2006 elections.
The departure suddenly improved access to the various sectors of the strip and
left a vacuum leading to signi?cant in-?ghting and insecurity. Bedouin villages
close to the border were increasingly exposed to bombardment by Israeli troops
in retaliation to Palestinian militant groups ?ring rockets into Israel: civilians
under ?re on both sides. Grant established satellite clinics close to no-go zones
under Israeli bombardment, led teams of medics and psychologists into the
no-go zones and facilitated the entry of vital medicines for the emergency wards
of the Ministry of Health (under embargo following the election of Hamas).
Grant Leaity
Regional Chief of Emergency,
UNICEF in West and Central Africa
MBA Year: 1997
Grant was born in South Africa and
came to the UK in 1985 to study for
a PhD in Mechanical Engineering at
Cambridge University. However, his
homeland and concern for people
in need were never far from his
thoughts; during this time he created
a fund for South African Education
that distributed funds to selected
educational organisations in rural and
urban South Africa.
After spending ?ve years at Shell
UK’s Stanlow Re?nery, managing
maintenance and operations, Grant
became a Sainsbury Management
Fellow and completed his MBA at
INSEAD. Except for a brief spell working
for General Electric from 2002 to
2005, Grant has since been following
his passion to help others, working for
Médecins Sans Frontières (MSF) and
UNICEF. Grant commented on how his
engineering background has helped
him to succeed in the humanitarian
world, “Project management and
risk management bring a structured
approach to running operations and
managing risk in high threat and
unstable situations.”
LinkedIn:
www.linkedin.com/pub/grant-leaity/1/503/88a
Twitter: @grant_leaity
Maintaining Operations
in Afghanistan
1998: Straight out of INSEAD, Grant went to Taliban controlled
Afghanistan as the National Administrator for Médecins Sans
Frontières (MSF) responsible for managing all aspects of human
resources (sixteen expatriates and 400 national staf) and ?nance to
support four medical programmes in diferent parts of the country.
He coordinated the evacuation of MSF staf after the
Ghost bombing (August 1998 – American cruise
missile strikes on terrorist bases in Afghanistan) and
led the subsequent exploratory mission to re-launch
operations being the ?rst international agency to
return to the country after the evacuation of all
international personnel.
Getting Humanitarian
Relief in to Con?ict Zones
Civilian populations trapped in con?ict zones are usually faced with dire shortages of food and
medicine, the collapse of basic social services and grave violations against women and children
by armed groups. It is critical to get emergency teams on the ground to assess the situation and
determine whether it is possible to bring in life-saving relief operations.
2000: Grant went to the Democratic Republic of Congo
with Médecins Sans Frontières as Emergency Logistician,
to the equatorial region controlled by the MLC rebel group.
Reactions to the “exploratory mission” were hostile
from people and the authorities that had seen several
agencies come and go never to be seen again. High
levels of malnutrition, malaria and a measles epidemic
were encountered in a zone where people were trapped
between the frontline to the south and the Congo
River, which was dangerous to cross due to aerial
bombardment. Grant led an emergency operation with
the arrival of ?fty metric tonnes of medicines, equipment,
cars and staf only four days after completion of the
assessment.
Getting supplies to the end destination required a strong
?eld logistics team, which Grant managed including the
rehabilitation of bridges and a missionary landing strip.
An emergency vaccination campaign was carried out and
basic health services provided to bring a lifeline to some
20,000 people.
2006: As Country Director for Médecins Sans Frontières
in Colombia, Grant ran a medical and psychological
programme for victims of armed con?ict and internally
displaced people.
As the main towns became progressively secured, the
state health system became accessible to a growing part
of the population, and MSF focused increasingly on zones
under the control of the guerrilla and/or the paramilitary
forces that were of limits to the state.
Grant managed signi?cant reorientation of activities,
including closure of existing programmes to open
projects in new hotspots (Guaviare, Canyon of Las
Hermosas and Buenaventura). He also introduced new
programme activities focused on response to rapid onset
emergencies (avalanche, volcanic eruption, ?oods, mass
displacements and populations trapped in con?ict zone),
neglected diseases including malaria, leishmaniosis,
victims of sexual violence and referrals of complex cases
and mental healthcare.
His team grew from ?ve to thirteen expatriates and
twenty-?ve to sixty-?ve national staf and budget
increased from $1 million to $3 million per annum.
2010-2014: As Regional Chief of Emergency for UNICEF
in West and Central Africa, Grant coordinates support and
oversight of humanitarian action across the twenty-four
country ofces in an emergency prone region.
Over one million children under ?ve years old sufer from severe
acute malnutrition in the Sahel every year, which can be treated by
administering therapeutic foods and in-patient care for cases with
medical complications. The northern part of Mali was taken over
by jihadist groups and the government was subsequently toppled
by a coup d’état. What started as a very large-scale drought relief
programme had rapidly transformed into a complex emergency
operation. Partner teams were working in a high-risk environment and
the rapid progress of jihadist groups led to the deployment of African
peacekeeping forces and subsequently French troops. UNICEF is
now implementing strategies developed to build the resilience of
communities in this region, to reduce the impact of recurring and
chronic emergencies.
Most recently Grant deployed to Central African Republic to support
emergency response in a country suddenly faced with a con?ict
that has degenerated into widespread ethnic cleansing and the total
collapse of the state.
Adapting Programmes
to Radical Change
2005: As the Field Coordinator responsible for medico-psycho-
social programme to support victims of violence across the Gaza
Strip (?ve expatriates and twenty national staf), Grant worked
with the team to adjust programmes following the disengagement
of Israeli settlements and military presence and ensuing internal
con?ict around the 2006 elections.
The departure suddenly improved access to the various sectors of the strip and
left a vacuum leading to signi?cant in-?ghting and insecurity. Bedouin villages
close to the border were increasingly exposed to bombardment by Israeli troops
in retaliation to Palestinian militant groups ?ring rockets into Israel: civilians
under ?re on both sides. Grant established satellite clinics close to no-go zones
under Israeli bombardment, led teams of medics and psychologists into the
no-go zones and facilitated the entry of vital medicines for the emergency wards
of the Ministry of Health (under embargo following the election of Hamas).
Chris Martin
VP AstraZeneca MedImmune
Non-Executive Directorships:
RCM Technology Trust PLC
ADC Therapeutics Sarl
The Rainbow Seed Fund
Xenva Ltd
MBA Year: 1989
Chris completed his MBA at IMI
(now IMD) and is an entrepreneur,
successfully growing businesses
in the UK and abroad in the
medical technology, energy
and environmental sectors. He
contributes at board level in
technology fund management in
the seed, venture and public capital
markets. He plays an active role in
the UK economy’s exploitation of
science and technology from bench
to market.
Chris is a trustee of a number of
charities including Chair of the
Board of Governors of Ryde School,
where he has a particular interest in
promoting science education and
especially women in science and
technology. Chris has participated
in the Sainsbury Management
Fellows’ mentoring scheme for
over twenty years.
Wealth created for the world
economy for companies led: in
excess of $800 million
Jobs created: 450
LinkedIn:
uk.linkedin.com/in/chrismartinxenva
2000: Chris co-founded Spirogen Ltd which
enabled the development of a novel anti-cancer
drug technology. Cancer Research UK had funded
research at UCL and Nottingham University and
was unable to fully fund further development.
Chris wrote a business plan and raised the seed capital
necessary to continue this vital research. As CEO
of Spirogen, Chris managed the company, licensing
the technology to Genentech, AstraZeneca, Seattle
Genetics and other leading pharmaceutical companies.
In 2012, a second company, ADC Therapeutics Sarl,
of which Chris was a founding director, was spun out
to develop a pipeline of ten antibody drug conjugates.
In October 2013 Spirogen was sold to AstraZeneca for
$440 million. Today, over twenty anti-cancer drugs
based on Spirogen’s technology are at various stages of
clinical and pre-clinical development.
Chris credits the combination of his engineering,
scienti?c and business education for his success:
“In all of these roles, my understanding of the underlying
science, the process of innovation, engineering
application in the resulting products and services,
and a knowledge of ?nance and markets have been
fundamental. Without my training in these areas I could
not have succeeded in leading these businesses.”
1989: Spotting a need for environmental consulting in the energy sector, Chris
co-founded Paras Ltd, which grew rapidly to become the global leader in the
provision of environmental design criteria for the ofshore oil and gas industry.
Paras had ofces in Houston, London, The Hague, South Africa, Sydney and
Kuala Lumpur, advising the oil and gas, pharmaceutical and shipping industries in
innovation management, environmental policy and discovery processes. Chris led
the development and management buy-out of the business in 1991, ?nally selling his
stake in Paras in 2007. The practice has continued to grow in the hands of public and
private companies and now employs hundreds of engineers in the UK and overseas.
Building a Worldwide Business
and Understanding in Innovation
and Environmental Policy
“Patient Capital” Achieves
Innovative Results and Returns
1997: Xenva Ltd, a private seed capital company, was created from
the proceeds of the sale of Paras. This company has founded over
ten science based companies with overall cash on cash multiples in
excess of ?ve, delivered across the portfolio to its main investors.
The companies supported include the
?rst direct to consumer genetic testing
company, Sciona Inc, a precursor to
23andme, Spirogen Ltd and Crescent
Diagnostics Ltd. Chris brought fellow
SMF Ernie Poku on board at Sciona Inc
and later Ernie was founding CEO of
Crescent.
Xenva Ltd has shown that with patient
capital, attractive returns can be
derived from UK university based
science spin-out companies and
through this many high quality jobs
can be created with a considerable
net contribution to the UK economy.
In aggregate companies founded by
Xenva Ltd are valued today in excess
of $800 million. It is estimated that
around 450 jobs have been created
thus far.
Bringing Novel Anti-Cancer
Drugs to Clinical Trials
Chris Martin
VP AstraZeneca MedImmune
Non-Executive Directorships:
RCM Technology Trust PLC
ADC Therapeutics Sarl
The Rainbow Seed Fund
Xenva Ltd
MBA Year: 1989
Chris completed his MBA at IMI
(now IMD) and is an entrepreneur,
successfully growing businesses
in the UK and abroad in the
medical technology, energy
and environmental sectors. He
contributes at board level in
technology fund management in
the seed, venture and public capital
markets. He plays an active role in
the UK economy’s exploitation of
science and technology from bench
to market.
Chris is a trustee of a number of
charities including Chair of the
Board of Governors of Ryde School,
where he has a particular interest in
promoting science education and
especially women in science and
technology. Chris has participated
in the Sainsbury Management
Fellows’ mentoring scheme for
over twenty years.
Wealth created for the world
economy for companies led: in
excess of $800 million
Jobs created: 450
LinkedIn:
uk.linkedin.com/in/chrismartinxenva
2000: Chris co-founded Spirogen Ltd which
enabled the development of a novel anti-cancer
drug technology. Cancer Research UK had funded
research at UCL and Nottingham University and
was unable to fully fund further development.
Chris wrote a business plan and raised the seed capital
necessary to continue this vital research. As CEO
of Spirogen, Chris managed the company, licensing
the technology to Genentech, AstraZeneca, Seattle
Genetics and other leading pharmaceutical companies.
In 2012, a second company, ADC Therapeutics Sarl,
of which Chris was a founding director, was spun out
to develop a pipeline of ten antibody drug conjugates.
In October 2013 Spirogen was sold to AstraZeneca for
$440 million. Today, over twenty anti-cancer drugs
based on Spirogen’s technology are at various stages of
clinical and pre-clinical development.
Chris credits the combination of his engineering,
scienti?c and business education for his success:
“In all of these roles, my understanding of the underlying
science, the process of innovation, engineering
application in the resulting products and services,
and a knowledge of ?nance and markets have been
fundamental. Without my training in these areas I could
not have succeeded in leading these businesses.”
1989: Spotting a need for environmental consulting in the energy sector, Chris
co-founded Paras Ltd, which grew rapidly to become the global leader in the
provision of environmental design criteria for the ofshore oil and gas industry.
Paras had ofces in Houston, London, The Hague, South Africa, Sydney and
Kuala Lumpur, advising the oil and gas, pharmaceutical and shipping industries in
innovation management, environmental policy and discovery processes. Chris led
the development and management buy-out of the business in 1991, ?nally selling his
stake in Paras in 2007. The practice has continued to grow in the hands of public and
private companies and now employs hundreds of engineers in the UK and overseas.
Building a Worldwide Business
and Understanding in Innovation
and Environmental Policy
“Patient Capital” Achieves
Innovative Results and Returns
1997: Xenva Ltd, a private seed capital company, was created from
the proceeds of the sale of Paras. This company has founded over
ten science based companies with overall cash on cash multiples in
excess of ?ve, delivered across the portfolio to its main investors.
The companies supported include the
?rst direct to consumer genetic testing
company, Sciona Inc, a precursor to
23andme, Spirogen Ltd and Crescent
Diagnostics Ltd. Chris brought fellow
SMF Ernie Poku on board at Sciona Inc
and later Ernie was founding CEO of
Crescent.
Xenva Ltd has shown that with patient
capital, attractive returns can be
derived from UK university based
science spin-out companies and
through this many high quality jobs
can be created with a considerable
net contribution to the UK economy.
In aggregate companies founded by
Xenva Ltd are valued today in excess
of $800 million. It is estimated that
around 450 jobs have been created
thus far.
Bringing Novel Anti-Cancer
Drugs to Clinical Trials
$161 Million
in Just Five Years
1999: In the midst of the dotcom hype, Andy ?nished his MBA at INSEAD and
set up an online hotel booking company, Active Hotels, in Cambridge, UK with
co-founder Adrian Critchlow.
Building on many of the lessons learned from his MBA, Andy and Adrian (both
engineers), established critical partnerships and raised £400,000 to launch
the business and develop the team.
Despite the subsequent crash of the stock market, the gulf war, SARS and foot
and mouth epidemics, the business expanded to become the largest online
hotel booking company in Europe.
2004: Active Hotels was sold for
$161 million to Priceline.com
and was almost unique amongst
dotcoms at the time for making
signi?cant pro?ts.
Andy was appointed CEO of
Priceline’s non US businesses
and led the subsequent merger of
businesses to form Booking.com.
Booking.com is now the
largest and most pro?table hotel
booking company in the world.
Engineering
‘Know How’
Creates a World
Class Business
1999: Andy Phillipps and Adrian Critchlow
recruited and maintained a world class
team. The ?rst recruit, Dr Matthew Witt, was
instrumental to their success. As an engineer
who had worked in manufacturing, he brought
the same thinking to the web and led the focus
on process optimisation that enabled high
conversion rates and excellent gross margins.
The team subsequently persuaded the former
MD of the largest hotel booking company in
the world to join the Active Hotels board and
recruited seven PhDs to the development team,
maintaining a balance of skill sets throughout
the company and the boardroom.
For three years in a row the company was recognised as
a Sunday Times Best Employer at the same time as being
recognised as the fastest growing technology company
in the UK by Deloitte.
The skills and experience of the team were key drivers of
success as was the policy to make every member of the
UK team a shareholder in the business.
A ruthless focus on process improvement led to
high conversion rates and high gross margins. This
enabled very high growth rates both within the UK and
internationally and enabled efective new customer
acquisition and marketing channels to be maximised.
In parallel, these processes also enabled ful?llment of
bookings at hotels traditionally considered uneconomic
to service by hotel booking companies. The application
of analysis by a team of PhDs and engineers helped
develop much of the infrastructure and channel.
Toptable
Takes Over
Europe
2004: Andy joined Toptable as chairman and
subsequently bought into the business. The team
at Toptable, led by Karen Hanton, grew Toptable
to become the largest online restaurant booking
company in Europe, processing over £200 million
worth of transactions per annum. The company
was sold in 2010 to a US competitor, Opentable.
Andy has also invested and joined the board of
i2o Water (helps water companies manage their
networks efectively and reduce water leakage),
Reevoo, Greentraveller (provides inspiring
holidays with a low carbon footprint) and Yplan
(Tonight’s Going Out App).
Engineering the
World’s Largest
Hotel Booking Group
Andy Phillipps
Serial entrepreneur Andy Phillipps
is now Chairman and/or non-exec
director of Yplan (Tonight’s Going
Out App), Reevoo (enterprise social
commerce solutions) , i2o Water
(providing control and network
optimisation for water utilities)
and Greentraveller (more fun and
less carbon). He also regularly
teaches entrepreneurship at LBS
and INSEAD business schools, is
a member of Ashoka and works
with Cando Cofee (providing great
cofee and helping disadvantaged
people back into the work place).
MBA Year: 1999
Since 2006, Andy has taught
entrepreneurship at LBS and INSEAD
business schools. The discipline of
the academic institutions has forced
him to maintain a focus on learning,
challenge many of his own beliefs
and also develop new skills in the
classroom. Many of the students
have gone on to set up their own
businesses.
Andy aims to provide an accurate
and informative picture of what
running a business is like so that
students can make the most
appropriate decision for their future,
and not lose too much money!
Andy is also keen to stress the much
under-rated role of luck in successful
ventures.
UK jobs created: over 3,000
$161 Million
in Just Five Years
1999: In the midst of the dotcom hype, Andy ?nished his MBA at INSEAD and
set up an online hotel booking company, Active Hotels, in Cambridge, UK with
co-founder Adrian Critchlow.
Building on many of the lessons learned from his MBA, Andy and Adrian (both
engineers), established critical partnerships and raised £400,000 to launch
the business and develop the team.
Despite the subsequent crash of the stock market, the gulf war, SARS and foot
and mouth epidemics, the business expanded to become the largest online
hotel booking company in Europe.
2004: Active Hotels was sold for
$161 million to Priceline.com
and was almost unique amongst
dotcoms at the time for making
signi?cant pro?ts.
Andy was appointed CEO of
Priceline’s non US businesses
and led the subsequent merger of
businesses to form Booking.com.
Booking.com is now the
largest and most pro?table hotel
booking company in the world.
Engineering
‘Know How’
Creates a World
Class Business
1999: Andy Phillipps and Adrian Critchlow
recruited and maintained a world class
team. The ?rst recruit, Dr Matthew Witt, was
instrumental to their success. As an engineer
who had worked in manufacturing, he brought
the same thinking to the web and led the focus
on process optimisation that enabled high
conversion rates and excellent gross margins.
The team subsequently persuaded the former
MD of the largest hotel booking company in
the world to join the Active Hotels board and
recruited seven PhDs to the development team,
maintaining a balance of skill sets throughout
the company and the boardroom.
For three years in a row the company was recognised as
a Sunday Times Best Employer at the same time as being
recognised as the fastest growing technology company
in the UK by Deloitte.
The skills and experience of the team were key drivers of
success as was the policy to make every member of the
UK team a shareholder in the business.
A ruthless focus on process improvement led to
high conversion rates and high gross margins. This
enabled very high growth rates both within the UK and
internationally and enabled efective new customer
acquisition and marketing channels to be maximised.
In parallel, these processes also enabled ful?llment of
bookings at hotels traditionally considered uneconomic
to service by hotel booking companies. The application
of analysis by a team of PhDs and engineers helped
develop much of the infrastructure and channel.
Toptable
Takes Over
Europe
2004: Andy joined Toptable as chairman and
subsequently bought into the business. The team
at Toptable, led by Karen Hanton, grew Toptable
to become the largest online restaurant booking
company in Europe, processing over £200 million
worth of transactions per annum. The company
was sold in 2010 to a US competitor, Opentable.
Andy has also invested and joined the board of
i2o Water (helps water companies manage their
networks efectively and reduce water leakage),
Reevoo, Greentraveller (provides inspiring
holidays with a low carbon footprint) and Yplan
(Tonight’s Going Out App).
Engineering the
World’s Largest
Hotel Booking Group
Andy Phillipps
Serial entrepreneur Andy Phillipps
is now Chairman and/or non-exec
director of Yplan (Tonight’s Going
Out App), Reevoo (enterprise social
commerce solutions) , i2o Water
(providing control and network
optimisation for water utilities)
and Greentraveller (more fun and
less carbon). He also regularly
teaches entrepreneurship at LBS
and INSEAD business schools, is
a member of Ashoka and works
with Cando Cofee (providing great
cofee and helping disadvantaged
people back into the work place).
MBA Year: 1999
Since 2006, Andy has taught
entrepreneurship at LBS and INSEAD
business schools. The discipline of
the academic institutions has forced
him to maintain a focus on learning,
challenge many of his own beliefs
and also develop new skills in the
classroom. Many of the students
have gone on to set up their own
businesses.
Andy aims to provide an accurate
and informative picture of what
running a business is like so that
students can make the most
appropriate decision for their future,
and not lose too much money!
Andy is also keen to stress the much
under-rated role of luck in successful
ventures.
UK jobs created: over 3,000
Ernie Poku
Asset Manager, Ophir Energy
MBA Year: 2001
Ernie graduated from Bristol University with
a degree in Mechanical Engineering and
began working as a Drilling Engineer for
British Gas Exploration and Production.
He later formed his own consultancy,
running the technical and commercial
aspects of multi-million dollar oil exploration
projects for major oil companies,
introducing cost saving technologies
which resulted in savings of 20% for his
customers, Shell and BP.
After completing his MBA at Erasmus
in 2001, Ernie joined fellow SMF Chris
Martin to work in a number of healthcare
start-ups, working as Business Director
for Sciona from 2001-2005, as CEO for
Isohelix in 2003 and as CEO for Crescent
Diagnostics in 2004. Ernie went to Africa
in 2013 running an engineering SME
which also helped to train young people to
be technicians and engineers and more
recently as Country General Manager for
Ophir Energy . Ernie was President of the
Sainsbury Management Fellows from 2008-
2010 and has been an SMF mentor to
young engineering students for many years.
On his return to the UK in 2014 Ernie
took up the position of Asset Manager
for Ophir Energy with pro?t and loss
responsibility for activities in West Africa.
He is responsible for setting budgets and
strategy for exploration, drilling engineering,
corporate social responsibility, commercial
agreements, government relations and
health and safety issues in-country and
reporting on the strategy and outcomes to
the executive committee.
LinkedIn: www.linkedin.com/in/erniep
Successful Start-up
and Fundraising for a
New Medical Diagnostic
Company
2004: Ernie founded Crescent Diagnostics, a
company which started as a university spin-out
and developed novel applications to predict
fracture risk.
In 2010 the company won
the Gold Award in the
Innovation, Research and
Commercialisation category
at the Medical Technology
Industry Excellence Awards.
The company created ?ve jobs in the UK and
Ireland and Ernie raised £2 million for the
company while CEO. Ernie commented “My
engineering skills were an enormous help to me in
taking a basic medical technology and converting
it into a product which could be applied
commercially by the medical community.” Ten
years on Ernie is a major shareholder of the
company and received a PhD from Cran?eld
University in 2012 for research he conducted
whilst at Crescent Diagnostics.
Starting-up, Developing
and Selling a Successful
Medical Device Company
2003:Ernie identi?ed a spin-out opportunity for
a new technology to collect DNA, raised private
funding and developed the ?rst products and
design patents.
Isohelix rapidly grew to six ?gure sales and was sold in
2007, three years after start-up. Ernie’s engineering
skills helped him to design the product and secure
the ?rst design patents, while his MBA knowledge of
?nance helped him secure the funding to keep the
development going. Today, the business is thriving –
exporting products all over the world.
Developing an Engineering
SME in West Africa and
Supporting Local Training
2012: Whilst working at AOS Orwell, a
company which provided engineering services
to oil companies, Ernie created twenty extra
jobs and doubled the sales of the company
with a 90% local workforce, expanding into
four national markets in the West Africa region
around Ghana.
Ernie’s engineering skills helped him to sell the
engineering products and his MBA experience
helped him to expand the market base.
Ernie Poku
Asset Manager, Ophir Energy
MBA Year: 2001
Ernie graduated from Bristol University with
a degree in Mechanical Engineering and
began working as a Drilling Engineer for
British Gas Exploration and Production.
He later formed his own consultancy,
running the technical and commercial
aspects of multi-million dollar oil exploration
projects for major oil companies,
introducing cost saving technologies
which resulted in savings of 20% for his
customers, Shell and BP.
After completing his MBA at Erasmus
in 2001, Ernie joined fellow SMF Chris
Martin to work in a number of healthcare
start-ups, working as Business Director
for Sciona from 2001-2005, as CEO for
Isohelix in 2003 and as CEO for Crescent
Diagnostics in 2004. Ernie went to Africa
in 2013 running an engineering SME
which also helped to train young people to
be technicians and engineers and more
recently as Country General Manager for
Ophir Energy . Ernie was President of the
Sainsbury Management Fellows from 2008-
2010 and has been an SMF mentor to
young engineering students for many years.
On his return to the UK in 2014 Ernie
took up the position of Asset Manager
for Ophir Energy with pro?t and loss
responsibility for activities in West Africa.
He is responsible for setting budgets and
strategy for exploration, drilling engineering,
corporate social responsibility, commercial
agreements, government relations and
health and safety issues in-country and
reporting on the strategy and outcomes to
the executive committee.
LinkedIn: www.linkedin.com/in/erniep
Successful Start-up
and Fundraising for a
New Medical Diagnostic
Company
2004: Ernie founded Crescent Diagnostics, a
company which started as a university spin-out
and developed novel applications to predict
fracture risk.
In 2010 the company won
the Gold Award in the
Innovation, Research and
Commercialisation category
at the Medical Technology
Industry Excellence Awards.
The company created ?ve jobs in the UK and
Ireland and Ernie raised £2 million for the
company while CEO. Ernie commented “My
engineering skills were an enormous help to me in
taking a basic medical technology and converting
it into a product which could be applied
commercially by the medical community.” Ten
years on Ernie is a major shareholder of the
company and received a PhD from Cran?eld
University in 2012 for research he conducted
whilst at Crescent Diagnostics.
Starting-up, Developing
and Selling a Successful
Medical Device Company
2003:Ernie identi?ed a spin-out opportunity for
a new technology to collect DNA, raised private
funding and developed the ?rst products and
design patents.
Isohelix rapidly grew to six ?gure sales and was sold in
2007, three years after start-up. Ernie’s engineering
skills helped him to design the product and secure
the ?rst design patents, while his MBA knowledge of
?nance helped him secure the funding to keep the
development going. Today, the business is thriving –
exporting products all over the world.
Developing an Engineering
SME in West Africa and
Supporting Local Training
2012: Whilst working at AOS Orwell, a
company which provided engineering services
to oil companies, Ernie created twenty extra
jobs and doubled the sales of the company
with a 90% local workforce, expanding into
four national markets in the West Africa region
around Ghana.
Ernie’s engineering skills helped him to sell the
engineering products and his MBA experience
helped him to expand the market base.
Graeme Purdy
Chief Executive of Ilika plc
Non-executive director of
Southampton Asset Management
(until 2013)
MBA Year: 2000
Since doing his MBA at INSEAD,
Graeme Purdy has worked for two
technology rich companies where the
blend of engineering and scienti?c
skills with commercial orientation
gained at business school has
resulted in technical credibility with
his customer base and development
partners.
Graeme has successfully translated
leading edge scienti?c discoveries
into commercially successful
innovations, taking technology
out of the laboratory and into the
market place, creating substantial
shareholder value along the way.
Wealth created for the UK
economy: £40 million
Ilika has 35 granted and 47
pending patents
Growing Ilika into a Valuable
Publicly Traded Company
2014: Today, Ilika has a portfolio of twenty international
blue-chip customers including Toyota, Toshiba, Murata
and Shell. The company is trading about 40% above IPO
price with a market capitalisation of approximately £40
million. Around 90% of the company’s revenue comes from
overseas, split evenly between Japan, USA and Europe.
Concluding the First
and only Successful
Technology IPO on AIM
in the First Half of 2010
2010: Ilika raised circa £9 million of venture funding
in three rounds before ?oating on the Alternative
Investment Market (AIM) of the London Stock
Exchange. In 2012, Ilika was voted University Spin-
out of the Year at the New Energy Awards held in the
Science Museum.
Raising €50 Million in VC
Financing to Secure Spin-out and
Development of Avantium BV
2000: Just after business school Graeme joined Avantium, a
technology company based in the Netherlands that developed
efective catalysts for bulk chemicals and the pharmaceutical
industry.
As Chief Operating Ofcer, he helped to raise €50 million in
investment. Putting his MBA skills to practice, Graeme
was responsible for marketing and sales, leading
a commercial team that built revenues of
€7 million in the ?rst year of commercial
operations. Avantium has gone from
strength to strength and continues
today as a game-changing
renewable chemicals
company with leadership in
advanced catalysis R&D.
Building a Successful
Cleantech Technology
Company from a
University Spin-out
2004: Ilika Technologies was formed as a spin-
out from the University of Southampton in
2004. Graeme joined as CEO and the company
now employs thirty scientists and engineers at
its leading edge facility in Southampton and
specialises in the development of materials for
energy storage and electronics applications.
Its unique technology platform uses an automated approach
to decrease materials development timelines by 10 to 100
times. Most recently, Ilika has become renowned for its
solid-state lithium ion battery technology, which is non-
?ammable, half the size of standard lithium ion batteries
and charges six times faster. Initial commercialisation
is providing power for distributed sensor networks for
application in the “Internet of Things”.
Graeme Purdy
Chief Executive of Ilika plc
Non-executive director of
Southampton Asset Management
(until 2013)
MBA Year: 2000
Since doing his MBA at INSEAD,
Graeme Purdy has worked for two
technology rich companies where the
blend of engineering and scienti?c
skills with commercial orientation
gained at business school has
resulted in technical credibility with
his customer base and development
partners.
Graeme has successfully translated
leading edge scienti?c discoveries
into commercially successful
innovations, taking technology
out of the laboratory and into the
market place, creating substantial
shareholder value along the way.
Wealth created for the UK
economy: £40 million
Ilika has 35 granted and 47
pending patents
Growing Ilika into a Valuable
Publicly Traded Company
2014: Today, Ilika has a portfolio of twenty international
blue-chip customers including Toyota, Toshiba, Murata
and Shell. The company is trading about 40% above IPO
price with a market capitalisation of approximately £40
million. Around 90% of the company’s revenue comes from
overseas, split evenly between Japan, USA and Europe.
Concluding the First
and only Successful
Technology IPO on AIM
in the First Half of 2010
2010: Ilika raised circa £9 million of venture funding
in three rounds before ?oating on the Alternative
Investment Market (AIM) of the London Stock
Exchange. In 2012, Ilika was voted University Spin-
out of the Year at the New Energy Awards held in the
Science Museum.
Raising €50 Million in VC
Financing to Secure Spin-out and
Development of Avantium BV
2000: Just after business school Graeme joined Avantium, a
technology company based in the Netherlands that developed
efective catalysts for bulk chemicals and the pharmaceutical
industry.
As Chief Operating Ofcer, he helped to raise €50 million in
investment. Putting his MBA skills to practice, Graeme
was responsible for marketing and sales, leading
a commercial team that built revenues of
€7 million in the ?rst year of commercial
operations. Avantium has gone from
strength to strength and continues
today as a game-changing
renewable chemicals
company with leadership in
advanced catalysis R&D.
Building a Successful
Cleantech Technology
Company from a
University Spin-out
2004: Ilika Technologies was formed as a spin-
out from the University of Southampton in
2004. Graeme joined as CEO and the company
now employs thirty scientists and engineers at
its leading edge facility in Southampton and
specialises in the development of materials for
energy storage and electronics applications.
Its unique technology platform uses an automated approach
to decrease materials development timelines by 10 to 100
times. Most recently, Ilika has become renowned for its
solid-state lithium ion battery technology, which is non-
?ammable, half the size of standard lithium ion batteries
and charges six times faster. Initial commercialisation
is providing power for distributed sensor networks for
application in the “Internet of Things”.
Anne Richards
Chief Investment Ofcer,
Aberdeen Asset Management
Non-executive Director of esure
Member of the Court of Edinburgh University
Member of the UK Digital Skills Task Force
MBA Year: 1992
Anne is the Chief Investment Ofcer for
Aberdeen Asset Management, where she is also
a main board director. Anne began her career
as a research fellow at CERN, moving into the
investment world in 1992 after completing her
MBA at INSEAD as a Sainsbury Management
Fellow. Her career has included research analysis,
portfolio management and global asset allocation.
Anne was named as one of the Financial News
100 Women in Finance in 2012, was Funds
Europe Awards’ European Chief Investment
Ofcer also in 2012 and is a member of the
Board of Leaders of 2020 Women on Boards. She
also holds a number of non-executive positions,
including the insurance company esure, the
University of Edinburgh, the Scottish Chamber
Orchestra and the Duchy of Lancaster.
Anne graduated with a First Class Honours degree
in Electronics and Electrical Engineering from the
University of Edinburgh and worked as a software
engineer for several years before looking to make
the move into business management. She credits
SMF as the key enabler to her journey from
“backroom to boardroom”. Anne commented,
“I could not have made the transition to managing
portfolios and global asset allocation without
taking an MBA, which gave me the necessary
management tools. The Sainsbury Management
Fellows’ scheme facilitated that critical step up
and gave me the con?dence to lead.”
Wealth created for the world economy for
companies led: over £4 billion
Jobs created: 1,200
LinkedIn: uk.linkedin.com/in/annerichards1/
Twitter: @AnneRichards16
Turning Around a Company from
Crisis to FTSE 100 Powerhouse
2003: After getting into difculties in the early part of the
“noughties” Aberdeen needed to rethink its strategy. When
Anne joined in 2003 the balance sheet was in need of
repair and she helped to change the business from a retail
to an institutionally-focused model.
Since then, the company has expanded away from being a pure equity
house to one with strong capabilities in other areas such as multi
asset and alternative investing. Over the last twelve years, based on
a very strong team ethos and a creative approach to problem solving,
Aberdeen has grown its market capitalisation from £121 million
to £4.4 billion, the number of employees from 1,000 to 2,200 and
expanded its operations to 25 diferent countries around the world.
Helping Guide
the IPO of esure,
the Insurance
Company, onto
the London Stock
Exchange
2012: Anne joined the Board of
esure, the insurance company
founded by the UK’s leading
?nancial services entrepreneur,
Peter Wood, as a Non-Executive
Director. In what has been
quite a difcult period for the
insurance industry, esure
had a successful IPO and
the company has gone on to
produce its maiden results as a
listed company.
Insurance is a highly competitive
industry and one where the efciency
of the manufacturing process is an
absolutely vital diferentiator - so
although the product may not be a
physical “widget”, the business is
essentially a manufacturing one. An
engineer’s understanding of process
and production is therefore, perhaps
surprisingly, extremely helpful.
Encouraging
Women to Step up
to the Board
2010: Anne created Backroom to
Boardroom, a series of events aimed
at highlighting the bene?ts of more
diversi?ed boards and encouraging
more women to put themselves forward
for key senior roles. The events are
cross-sectoral, including women from
the ?nancial, corporate, public and not
for pro?t world, and explore diferent
themes: women in the media, women
in sport; and Anne is particularly
passionate about women in STEM
(Science, Technology, Engineering and
Mathematics). Since Anne started the
Backroom to Boardroom initiative, a
total of thirteen events have been held
in Europe, the US and Australia, as
well as in the UK, attracting some 650
participants. A further seven events
have been scheduled for 2014.
Steering a Business
through Integration
and Restructuring
2002: Anne became the Joint Managing Director of
a listed investment boutique called Edinburgh Fund
Managers following a boardroom coup which left her
and the Chief Operating Ofcer jointly in charge.
The business was in trouble, it was losing clients and in the
depths of the stock market rout that followed the collapse of
the technology bubble in the early part of the new millennium.
Anne and the Chief Operating Ofcer focused ?rst on the steps
needed to stabilise the business, getting costs under control
and reassuring all stakeholders, including staf, clients and
shareholders, that the company was still viable. They quickly
realised that they needed a partner and would have to put the
business up for sale. After a complex process, the company was
eventually sold to another company in difculty, Aberdeen, and
was restructured signi?cantly in the process. Regrettably, there
were job losses, but the combined entity was in a much stronger
position than either part could have been alone, and has gone
from strength to strength.
Anne Richards
Chief Investment Ofcer,
Aberdeen Asset Management
Non-executive Director of esure
Member of the Court of Edinburgh University
Member of the UK Digital Skills Task Force
MBA Year: 1992
Anne is the Chief Investment Ofcer for
Aberdeen Asset Management, where she is also
a main board director. Anne began her career
as a research fellow at CERN, moving into the
investment world in 1992 after completing her
MBA at INSEAD as a Sainsbury Management
Fellow. Her career has included research analysis,
portfolio management and global asset allocation.
Anne was named as one of the Financial News
100 Women in Finance in 2012, was Funds
Europe Awards’ European Chief Investment
Ofcer also in 2012 and is a member of the
Board of Leaders of 2020 Women on Boards. She
also holds a number of non-executive positions,
including the insurance company esure, the
University of Edinburgh, the Scottish Chamber
Orchestra and the Duchy of Lancaster.
Anne graduated with a First Class Honours degree
in Electronics and Electrical Engineering from the
University of Edinburgh and worked as a software
engineer for several years before looking to make
the move into business management. She credits
SMF as the key enabler to her journey from
“backroom to boardroom”. Anne commented,
“I could not have made the transition to managing
portfolios and global asset allocation without
taking an MBA, which gave me the necessary
management tools. The Sainsbury Management
Fellows’ scheme facilitated that critical step up
and gave me the con?dence to lead.”
Wealth created for the world economy for
companies led: over £4 billion
Jobs created: 1,200
LinkedIn: uk.linkedin.com/in/annerichards1/
Twitter: @AnneRichards16
Turning Around a Company from
Crisis to FTSE 100 Powerhouse
2003: After getting into difculties in the early part of the
“noughties” Aberdeen needed to rethink its strategy. When
Anne joined in 2003 the balance sheet was in need of
repair and she helped to change the business from a retail
to an institutionally-focused model.
Since then, the company has expanded away from being a pure equity
house to one with strong capabilities in other areas such as multi
asset and alternative investing. Over the last twelve years, based on
a very strong team ethos and a creative approach to problem solving,
Aberdeen has grown its market capitalisation from £121 million
to £4.4 billion, the number of employees from 1,000 to 2,200 and
expanded its operations to 25 diferent countries around the world.
Helping Guide
the IPO of esure,
the Insurance
Company, onto
the London Stock
Exchange
2012: Anne joined the Board of
esure, the insurance company
founded by the UK’s leading
?nancial services entrepreneur,
Peter Wood, as a Non-Executive
Director. In what has been
quite a difcult period for the
insurance industry, esure
had a successful IPO and
the company has gone on to
produce its maiden results as a
listed company.
Insurance is a highly competitive
industry and one where the efciency
of the manufacturing process is an
absolutely vital diferentiator - so
although the product may not be a
physical “widget”, the business is
essentially a manufacturing one. An
engineer’s understanding of process
and production is therefore, perhaps
surprisingly, extremely helpful.
Encouraging
Women to Step up
to the Board
2010: Anne created Backroom to
Boardroom, a series of events aimed
at highlighting the bene?ts of more
diversi?ed boards and encouraging
more women to put themselves forward
for key senior roles. The events are
cross-sectoral, including women from
the ?nancial, corporate, public and not
for pro?t world, and explore diferent
themes: women in the media, women
in sport; and Anne is particularly
passionate about women in STEM
(Science, Technology, Engineering and
Mathematics). Since Anne started the
Backroom to Boardroom initiative, a
total of thirteen events have been held
in Europe, the US and Australia, as
well as in the UK, attracting some 650
participants. A further seven events
have been scheduled for 2014.
Steering a Business
through Integration
and Restructuring
2002: Anne became the Joint Managing Director of
a listed investment boutique called Edinburgh Fund
Managers following a boardroom coup which left her
and the Chief Operating Ofcer jointly in charge.
The business was in trouble, it was losing clients and in the
depths of the stock market rout that followed the collapse of
the technology bubble in the early part of the new millennium.
Anne and the Chief Operating Ofcer focused ?rst on the steps
needed to stabilise the business, getting costs under control
and reassuring all stakeholders, including staf, clients and
shareholders, that the company was still viable. They quickly
realised that they needed a partner and would have to put the
business up for sale. After a complex process, the company was
eventually sold to another company in difculty, Aberdeen, and
was restructured signi?cantly in the process. Regrettably, there
were job losses, but the combined entity was in a much stronger
position than either part could have been alone, and has gone
from strength to strength.
Richard Robinson
Managing Director
Europe Transportation, AECOM
MBA Year: 2003
Richard enjoyed a successful career
at ICI Acrylics rising quickly in the
organisation to take responsibility for
running operations and technical teams
in production of Hydrogen Cyanide
and associated derivatives. He gained
both Chartered Engineer (CEng) and
European Engineer (EurIng) status before
embarking on his MBA at HEC Paris and
NYU Stern, New York.
After graduating amongst the top 5%
in his MBA class, Richard joined Anglo
American as Operations Director for
Tarmac Concrete Products where he
led a rapid improvement in business
performance across ?fteen sites of the
$200 million turnover business.
Headhunted for his next post, he was
appointed CEO at start-up Tickex.com
(tickets to live events) and developed the
strategy that saw the company increase
its customer base to 100,000 in just
six months. The growth stimulated an
acquisition ofer from a strategic buyer
after eighteen months, resulting in 200%
return on investment on the original
$1.5 million investment.
Next stop was as Managing Director
of Operations at BAA’s Heathrow
Express, where he was responsible for
£180 million turnover, £800 million
worth of assets and 500 staf.
Today Richard is Managing Director
of AECOM’s 1,200-strong Europe
Transportation business. His mission
is to make it number one in Europe, as
AECOM is elsewhere in the world.
£15 Million Heathrow Express re-brand
Escalates Customer Satisfaction and Growth
2009-2011: As Managing Director of Heathrow Express, Richard re-invented how the company
approached its customers which simultaneously improved customer satisfaction and drove strong
passenger growth.
Combining marketing strategy learned during his
MBA with modern digital and customer decision point
marketing, new ways of reaching potential customers
to help them use the service were implemented. This
resulted in users of Heathrow Express growing 20%
in less than two years, after several years of stagnant
passenger numbers, whilst spending signi?cantly less
on the marketing budget. This delivered a 50% growth in
pre-tax earnings in two years.
After ten years transporting millions of passengers to
and from Heathrow Airport, and leading the rail industry
in levels of service and brand recognition, it was clear
to Richard that the brand and service needed a revamp
to maintain a leading position. As a result of the strong
returns generated from the new marketing strategy,
Richard was able to secure a £15 million investment to
refurbish and re-brand the service, securing the premium
brand position of Heathrow Express for the future.
The company embarked on the major re-branding
exercise within six months, involving the overhaul of
rolling stock, a complete upgrade of the ?eet to include
the latest technology and ?ight information systems, and
features to improve passenger comfort and safety.
The re-branding programme also involved the
introduction of new uniforms for staf making them
instantly recognisable to customers – all this was
complemented by a striking new identity to re?ect the
premium status of Heathrow Express.
Ambitious Recruitment and
Training Strategy Helps Drive
AECOM’s Growth in Europe
2011 to present: Continuing his success in driving growth,
Richard joined AECOM, the world’s largest design and engineering
company, as Managing Director of AECOM Europe Transportation
at a time when the whole industry was feeling the impacts of a
deep recession.
Richard is well on the way to achieving his goal of
making the business line number one in Europe.
A core part of the growth plan was a robust
recruitment and training drive. One of his earliest
decisions was to recruit 100 graduates into the
business, a bold move in the middle of the recession.
Overall staf numbers have grown signi?cantly in the
past year and plans are in place to increase recruitment
over the coming months.
The energetic new intake of graduate engineers, working
alongside seasoned professionals, breathed new life into the
transportation business. The transportation team has been
successful in securing major new contracts including
?agship projects such as HS2 and Northern Hub.
With a 30% uplift in new contracts in
two years, the focus on recruiting and
training the right staf took the business
from being the least pro?table AECOM
business line in Europe to the most
pro?table and fastest growing.
The graduate recruitment continues
apace, with another 150 set to join
AECOM Europe Transportation.
The company also supports school
leavers through its apprentice
programme. The AECOM
Apprenticeship Development and
Training Scheme created with
Transport for London and an industry
apprenticeship consortium, delivers
an accredited Advanced Technician
Apprenticeship in Civil Engineering.
This involved working with the National
Apprenticeship Service to develop a
course and quali?cation that delivers
a high quality learning experience for
students, is of appropriate academic
rigour for the civil engineering industry
as well as being formally recognised by
the industry’s professional bodies.
Manufacturing Excellence
Programme Improves
Business Performance
2005-2006: Richard joined an Anglo American company, Tarmac
Concrete Products, as Operations Director where he planned and
delivered a game changing improvement in production efciency of
the manufacturing business, returning the business to pro?t after
two years of heavy losses.
This involved uniting the workforce behind a Manufacturing Excellence
programme and improving efciencies by 30% whilst also reducing costs.
Richard Robinson
Managing Director
Europe Transportation, AECOM
MBA Year: 2003
Richard enjoyed a successful career
at ICI Acrylics rising quickly in the
organisation to take responsibility for
running operations and technical teams
in production of Hydrogen Cyanide
and associated derivatives. He gained
both Chartered Engineer (CEng) and
European Engineer (EurIng) status before
embarking on his MBA at HEC Paris and
NYU Stern, New York.
After graduating amongst the top 5%
in his MBA class, Richard joined Anglo
American as Operations Director for
Tarmac Concrete Products where he
led a rapid improvement in business
performance across ?fteen sites of the
$200 million turnover business.
Headhunted for his next post, he was
appointed CEO at start-up Tickex.com
(tickets to live events) and developed the
strategy that saw the company increase
its customer base to 100,000 in just
six months. The growth stimulated an
acquisition ofer from a strategic buyer
after eighteen months, resulting in 200%
return on investment on the original
$1.5 million investment.
Next stop was as Managing Director
of Operations at BAA’s Heathrow
Express, where he was responsible for
£180 million turnover, £800 million
worth of assets and 500 staf.
Today Richard is Managing Director
of AECOM’s 1,200-strong Europe
Transportation business. His mission
is to make it number one in Europe, as
AECOM is elsewhere in the world.
£15 Million Heathrow Express re-brand
Escalates Customer Satisfaction and Growth
2009-2011: As Managing Director of Heathrow Express, Richard re-invented how the company
approached its customers which simultaneously improved customer satisfaction and drove strong
passenger growth.
Combining marketing strategy learned during his
MBA with modern digital and customer decision point
marketing, new ways of reaching potential customers
to help them use the service were implemented. This
resulted in users of Heathrow Express growing 20%
in less than two years, after several years of stagnant
passenger numbers, whilst spending signi?cantly less
on the marketing budget. This delivered a 50% growth in
pre-tax earnings in two years.
After ten years transporting millions of passengers to
and from Heathrow Airport, and leading the rail industry
in levels of service and brand recognition, it was clear
to Richard that the brand and service needed a revamp
to maintain a leading position. As a result of the strong
returns generated from the new marketing strategy,
Richard was able to secure a £15 million investment to
refurbish and re-brand the service, securing the premium
brand position of Heathrow Express for the future.
The company embarked on the major re-branding
exercise within six months, involving the overhaul of
rolling stock, a complete upgrade of the ?eet to include
the latest technology and ?ight information systems, and
features to improve passenger comfort and safety.
The re-branding programme also involved the
introduction of new uniforms for staf making them
instantly recognisable to customers – all this was
complemented by a striking new identity to re?ect the
premium status of Heathrow Express.
Ambitious Recruitment and
Training Strategy Helps Drive
AECOM’s Growth in Europe
2011 to present: Continuing his success in driving growth,
Richard joined AECOM, the world’s largest design and engineering
company, as Managing Director of AECOM Europe Transportation
at a time when the whole industry was feeling the impacts of a
deep recession.
Richard is well on the way to achieving his goal of
making the business line number one in Europe.
A core part of the growth plan was a robust
recruitment and training drive. One of his earliest
decisions was to recruit 100 graduates into the
business, a bold move in the middle of the recession.
Overall staf numbers have grown signi?cantly in the
past year and plans are in place to increase recruitment
over the coming months.
The energetic new intake of graduate engineers, working
alongside seasoned professionals, breathed new life into the
transportation business. The transportation team has been
successful in securing major new contracts including
?agship projects such as HS2 and Northern Hub.
With a 30% uplift in new contracts in
two years, the focus on recruiting and
training the right staf took the business
from being the least pro?table AECOM
business line in Europe to the most
pro?table and fastest growing.
The graduate recruitment continues
apace, with another 150 set to join
AECOM Europe Transportation.
The company also supports school
leavers through its apprentice
programme. The AECOM
Apprenticeship Development and
Training Scheme created with
Transport for London and an industry
apprenticeship consortium, delivers
an accredited Advanced Technician
Apprenticeship in Civil Engineering.
This involved working with the National
Apprenticeship Service to develop a
course and quali?cation that delivers
a high quality learning experience for
students, is of appropriate academic
rigour for the civil engineering industry
as well as being formally recognised by
the industry’s professional bodies.
Manufacturing Excellence
Programme Improves
Business Performance
2005-2006: Richard joined an Anglo American company, Tarmac
Concrete Products, as Operations Director where he planned and
delivered a game changing improvement in production efciency of
the manufacturing business, returning the business to pro?t after
two years of heavy losses.
This involved uniting the workforce behind a Manufacturing Excellence
programme and improving efciencies by 30% whilst also reducing costs.
Chirag Shah
Chartered Director
Serial entrepreneur
Corporate Executive
Founder of multiple companies including TradingPartners,
écurie25 Supercar Club and MarketMaker4
MBA Year: 1996
After graduating from Cambridge University with a Masters
of Engineering (manufacturing management) degree,
and completing an engineering apprenticeship at GEC,
Chirag joined Rover Cars as a Production Manager on the
Rover 600 vehicle assembly line. He led a team of seventy
operators delivering production efciency improvements, the
implementation of Total Quality Management, cost reduction
programmes and staf development.
With some hard core industrial experience under his belt, the
ambitious and self-motivated Chirag wanted to expand his
knowledge of business, ?nance and marketing by studying for
an MBA. He succeeded in gaining a Sainsbury Management
Fellows’ award and undertook his MBA at INSEAD.
On graduation he joined AT Kearney as a management
consultant focusing on business development and supply
chain efciency improvement.
With the advent of the dotcom era, buoyed by his supply
chain expertise and the start-up experience of some of his
peers in the SMF network, Chirag took the entrepreneurial
path, ?rst founding TradingPartners, a novel reverse auction
company for corporate procurement. Since then he has
been actively involved in the development of ?ve enterprises
including écurie25, now the world’s leadings lifestyle club,
and MarketMaker4, a global procurement portal that allows
corporations to optimise their purchasing processes.
Chirag is a Sainsbury Management Fellows’ mentor to
the Engineering Leadership Awards students from the
Royal Academy of Engineering.
Jobs created: 500
Wealth created: $50 million
LinkedIn: ae.linkedin.com/in/chiragshah01/
Building a £7 Million
Business while Slashing
Business Purchasing Costs
2000: Chirag’s ?rst entrepreneurial venture
brought “reverse auctions” to the business world.
Turning the concept of auctioning on its head,
Chirag co-founded TradingPartners Ltd, which
takes a guide price for goods and raw materials
and invites companies to supply the goods at a
lower price.
This ground-breaking business grew rapidly from
£175,000 turnover in its ?rst year to £7 million turnover in
less than three years. In 2004 TradingPartners was placed
8th in the TechTrack 100 rankings (run in association with
The Sunday Times) and 21st the following year. In 2006 it
was ranked in the Top 100 Best Small Companies To Work
For league table.
Enabling Corporations
to Buy Smarter
2011: Chirag co-founded MarketMaker4 Ltd (MM4), a global procurement technology
company with ofces in London, Chicago, Shanghai, Sydney and Dubai.
MM4 provides a technology platform for the supply
chain departments of corporations to help them improve
the quality of their vendor management processes.
The company provides pricing information, vendor
database, advisory services and negotiation tools to help
corporations get the best value from their procurement.
MM4 has grown rapidly – in just two years the business
expanded to seventy staf internationally and already
has ?fty major clients in many countries including the
USA, Canada, Mexico, Nigeria, China and the UK. Clients
are spread across diverse industries with a focus on the
manufacturing and retail sectors.
In September 2013, MM4 was acquired by Xchanging
PLC – a global top three business outsourcing services
provider – for a total consideration of $22 million. The
acquisition gives Xchanging a proprietary technology
platform that provides industry-agnostic procurement
e-sourcing, business intelligence and dedicated customer
support. It also expands the breadth of procurement
services the company ofers.
Chirag remains a director in Xchanging and continues
to expand the business under its original MM4 brand
to leverage its established position in the procurement
technology market.
Creating a World Class
Lifestyle Club
2008: Operating in the rapidly expanding fractional
ownership/asset sharing sector, Chirag was the
lead investor and entrepreneurial mentor to the
founders of écurie25, which was set up to provide a
convenient and cost-efective alternative to luxury
car ownership. Club members have access to a
superb range of cars, and performance driving
related tours and social events.
From a single club in London, Chirag has overseen a growth
strategy combining franchising, joint ventures and direct
investment to create a global network of clubs across the
UK, USA, UAE, Australia and South Africa. The business has
over 500 members and is now the world’s leading lifestyle
club extending the original supercar club concept to classic
cars, luxury yachts, elite residences and private members’
facilities. At the heart of écurie25’s success is the concept of
“member leasing” whereby owners of performance vehicles
can supply their cars
to the club and enjoy
a share of the income
generated from them
by the club, earning up
to £20,000 per annum.
As Chairman of the
group business, Chirag
focuses on introducing
innovations, such as
member leasing, which
can bring a dramatic
change to the economic
model of this industry.
Chirag Shah
Chartered Director
Serial entrepreneur
Corporate Executive
Founder of multiple companies including TradingPartners,
écurie25 Supercar Club and MarketMaker4
MBA Year: 1996
After graduating from Cambridge University with a Masters
of Engineering (manufacturing management) degree,
and completing an engineering apprenticeship at GEC,
Chirag joined Rover Cars as a Production Manager on the
Rover 600 vehicle assembly line. He led a team of seventy
operators delivering production efciency improvements, the
implementation of Total Quality Management, cost reduction
programmes and staf development.
With some hard core industrial experience under his belt, the
ambitious and self-motivated Chirag wanted to expand his
knowledge of business, ?nance and marketing by studying for
an MBA. He succeeded in gaining a Sainsbury Management
Fellows’ award and undertook his MBA at INSEAD.
On graduation he joined AT Kearney as a management
consultant focusing on business development and supply
chain efciency improvement.
With the advent of the dotcom era, buoyed by his supply
chain expertise and the start-up experience of some of his
peers in the SMF network, Chirag took the entrepreneurial
path, ?rst founding TradingPartners, a novel reverse auction
company for corporate procurement. Since then he has
been actively involved in the development of ?ve enterprises
including écurie25, now the world’s leadings lifestyle club,
and MarketMaker4, a global procurement portal that allows
corporations to optimise their purchasing processes.
Chirag is a Sainsbury Management Fellows’ mentor to
the Engineering Leadership Awards students from the
Royal Academy of Engineering.
Jobs created: 500
Wealth created: $50 million
LinkedIn: ae.linkedin.com/in/chiragshah01/
Building a £7 Million
Business while Slashing
Business Purchasing Costs
2000: Chirag’s ?rst entrepreneurial venture
brought “reverse auctions” to the business world.
Turning the concept of auctioning on its head,
Chirag co-founded TradingPartners Ltd, which
takes a guide price for goods and raw materials
and invites companies to supply the goods at a
lower price.
This ground-breaking business grew rapidly from
£175,000 turnover in its ?rst year to £7 million turnover in
less than three years. In 2004 TradingPartners was placed
8th in the TechTrack 100 rankings (run in association with
The Sunday Times) and 21st the following year. In 2006 it
was ranked in the Top 100 Best Small Companies To Work
For league table.
Enabling Corporations
to Buy Smarter
2011: Chirag co-founded MarketMaker4 Ltd (MM4), a global procurement technology
company with ofces in London, Chicago, Shanghai, Sydney and Dubai.
MM4 provides a technology platform for the supply
chain departments of corporations to help them improve
the quality of their vendor management processes.
The company provides pricing information, vendor
database, advisory services and negotiation tools to help
corporations get the best value from their procurement.
MM4 has grown rapidly – in just two years the business
expanded to seventy staf internationally and already
has ?fty major clients in many countries including the
USA, Canada, Mexico, Nigeria, China and the UK. Clients
are spread across diverse industries with a focus on the
manufacturing and retail sectors.
In September 2013, MM4 was acquired by Xchanging
PLC – a global top three business outsourcing services
provider – for a total consideration of $22 million. The
acquisition gives Xchanging a proprietary technology
platform that provides industry-agnostic procurement
e-sourcing, business intelligence and dedicated customer
support. It also expands the breadth of procurement
services the company ofers.
Chirag remains a director in Xchanging and continues
to expand the business under its original MM4 brand
to leverage its established position in the procurement
technology market.
Creating a World Class
Lifestyle Club
2008: Operating in the rapidly expanding fractional
ownership/asset sharing sector, Chirag was the
lead investor and entrepreneurial mentor to the
founders of écurie25, which was set up to provide a
convenient and cost-efective alternative to luxury
car ownership. Club members have access to a
superb range of cars, and performance driving
related tours and social events.
From a single club in London, Chirag has overseen a growth
strategy combining franchising, joint ventures and direct
investment to create a global network of clubs across the
UK, USA, UAE, Australia and South Africa. The business has
over 500 members and is now the world’s leading lifestyle
club extending the original supercar club concept to classic
cars, luxury yachts, elite residences and private members’
facilities. At the heart of écurie25’s success is the concept of
“member leasing” whereby owners of performance vehicles
can supply their cars
to the club and enjoy
a share of the income
generated from them
by the club, earning up
to £20,000 per annum.
As Chairman of the
group business, Chirag
focuses on introducing
innovations, such as
member leasing, which
can bring a dramatic
change to the economic
model of this industry.
Extending ABB Power
Generation to Global Reach
1990: With his newly-honed MBA skills Chris joined ABB as Vice
President Strategic Marketing and Communications.
Thrown into the deep end, Chris was tasked with developing a plan to
expand ABB’s power generation footprint into Asia Paci?c, working with the
ABB Gas Turbine segment. This involved the establishment of a gas turbine
manufacturing Joint Venture in Japan – The Japan Gas Turbine Company
– and a project engineering centre in Southeast Asia as well as creating
a large joint venture in Eastern Europe, which expanded ABB’s power
business from a North American/European focussed base into a global
business with revenues of over $8.5 billion.
Defeating Lafarge’s
Hostile Takeover
1999: Chris joined Blue Circle Industries PLC, the UK’s largest
cement maker, as Global Head of Sales and Marketing.
In 2000 Blue Circle faced a hostile takeover bid from Lafarge, a French
company and Chris was a member of the defence team which successfully
defeated the bid. This was signi?cant in that it was the ?rst successful
defence on a cash hostile bid of a FTSE 100 company in ?fteen years. Chris’
role in this defence was to set up e-cement.com to focus on the supply chain
and develop ground-breaking e-tendering and e-procurement platforms
for project capital equipment, raw materials and spare parts. He developed
partnerships with other major industry players to introduce the e-tendering
platform including complex weighted reverse auctions.
Under Chris’ leadership, e-cement helped make a substantial impact in the
direct and indirect costs of Blue Circle, which had a material efect on the
market value of the group. This initiative combined with the overall drive for
performance improvement collectively ensured Lafarge came back with a
greatly increased friendly agreed takeover bid, at a substantial premium to the
share price at the time of their original hostile bid.
Turning Invensys APV (Asia Paci?c) from
Loss to Leader – “Catching the China Wave”
2003: When Chris became President of Invensys APV Asia Paci?c – a FTSE 100 plc, the region was a
loss-making group of companies with $120 million sales turnover.
APV Australia and New Zealand were both loss-making,
accounting fraud was uncovered in Japan, South East
Asia was sub-critical and breakeven, while China was a
low growth, low margin business a distant third behind
its major international competitors. Chris restructured all
APV’s Asia Paci?c businesses and launched the “Catch
the China Wave” strategy. Over four years, Chris totally
transformed the APAC region from the worst performing
into APV’s most pro?table division with regional sales
over $200 million, and each business unit performing
well and customised to serve its domestic market and
support the regional expansion. The business in China
had been importing equipment from Europe and Chris
converted this to a high growth/high margin engineering
and manufacturing company through localisation with
an engineering centre and factory near Shanghai. As a
result, turnover in China went from $17 million, employing
forty-three employees to $85 million in 2007 employing
over 275 staf with a large factory built. Ten years later
the business has sales of over $350 million with three
factories in Shanghai.
Resurrecting Dymag from the Ashes
2009: Chris bought the assets of Dymag, a bankrupted company based in Chippenham, UK which had been
making wheels for high performance cars and motorcycles since the mid 1970s.
However, he was no stranger to this business – he had run
the company as Managing Director and was a partner from
1994-1997. During his ?rst tenure the company grew from
£200,000 in four years to £2 million at the time he left the
company after disagreement with other partners over strategy.
Chris now owns the company and invested over £250,000
to get the company back on its feet. He has also been
putting his time and energy into developing Dymag into
a substantially bigger and more successful business
then it was when he left in 1997.
His re-launch plan included taking the
original product line of carbon ?bre and
forged aluminium motorcycle wheels,
re-stimulating former customers and his
industry contacts.
In 2012 Chris added in magnesium
products, and in 2013 a new range
of forged aluminium wheels for British Superbike (BSB)
and World Superbike (SBK) racing was warmly received.
Most recently Dymag launched a new range of carbon ?bre
bicycle wheels, which Chris hopes will help Dymag continue
its upward growth trend. Turnover has increased from ?rst
year sales of £120,000 in 2010 to £280,000 in 2011 to
£480,000 in 2013. Order intake and sales are expected
to exceed £1 million in 2014. A ?nancial investor has
recently valued the business at over £1 million.
Chris continues to build the Dymag brand,
sponsoring the Dymag T1D Cycle racing
team (named after Type 1 Diabetes),
which compete in elite cycling events
nationally and in Europe. Watch this
space as Dymag is developing
a prototype carbon composite
wheel for a major international
luxury car OEM.
Chris Shelley
Founder of multiple companies
including New Zealand First Nutrition
Ltd, Dymag Performance Racing Wheels,
FortisProcess and Pump Room
Microbrewery and Bistro
Non-Executive Director of Private Equity
portfolio companies in Europe and the Far East
MBA Year: 1990
Chris started his career as a utility steam
turbine commissioning engineer with NEI
Parsons in the 1980s. He was accepted on
the Royal Academy of Engineering’s Visiting
Engineers to Japan Scheme in 1986, and in
1987 he opened the NEI International ofce in
Japan. He completed his MBA at INSEAD.
Now an entrepreneur, Chris works with
private investors to develop start-up and
early stage businesses. Chris’ company,
CSA International, owns Dymag, a company
which designs and manufactures carbon
composite wheels for high performance cars
and motorcycles and racing cycle wheels. He
also founded New Zealand First Nutrition Ltd,
a private equity funded company that imports
premium branded infant formula and dairy
based nutritional products into China.
Chris was President of the Sainsbury
Management Fellows from 2001 to 2003 and
has been a Sainsbury Management Fellows’
mentor for over twenty years. He currently
mentors ?ve students at Bristol University, and
supports the Future Brunels’ Programme for
young engineers in Bristol, which encourages
12-17 year olds to pursue studies and a career
in science and engineering. To inspire this age
group, Chris hosts visits to Dymag and says,
“You win and lose potential engineers in their
early teens.”
Wealth created for the world economy
for companies led: Shareholder value
circa $200 million
Jobs created: circa 350
LinkedIn: uk.linkedin.com/in/christopherjmshelley
Extending ABB Power
Generation to Global Reach
1990: With his newly-honed MBA skills Chris joined ABB as Vice
President Strategic Marketing and Communications.
Thrown into the deep end, Chris was tasked with developing a plan to
expand ABB’s power generation footprint into Asia Paci?c, working with the
ABB Gas Turbine segment. This involved the establishment of a gas turbine
manufacturing Joint Venture in Japan – The Japan Gas Turbine Company
– and a project engineering centre in Southeast Asia as well as creating
a large joint venture in Eastern Europe, which expanded ABB’s power
business from a North American/European focussed base into a global
business with revenues of over $8.5 billion.
Defeating Lafarge’s
Hostile Takeover
1999: Chris joined Blue Circle Industries PLC, the UK’s largest
cement maker, as Global Head of Sales and Marketing.
In 2000 Blue Circle faced a hostile takeover bid from Lafarge, a French
company and Chris was a member of the defence team which successfully
defeated the bid. This was signi?cant in that it was the ?rst successful
defence on a cash hostile bid of a FTSE 100 company in ?fteen years. Chris’
role in this defence was to set up e-cement.com to focus on the supply chain
and develop ground-breaking e-tendering and e-procurement platforms
for project capital equipment, raw materials and spare parts. He developed
partnerships with other major industry players to introduce the e-tendering
platform including complex weighted reverse auctions.
Under Chris’ leadership, e-cement helped make a substantial impact in the
direct and indirect costs of Blue Circle, which had a material efect on the
market value of the group. This initiative combined with the overall drive for
performance improvement collectively ensured Lafarge came back with a
greatly increased friendly agreed takeover bid, at a substantial premium to the
share price at the time of their original hostile bid.
Turning Invensys APV (Asia Paci?c) from
Loss to Leader – “Catching the China Wave”
2003: When Chris became President of Invensys APV Asia Paci?c – a FTSE 100 plc, the region was a
loss-making group of companies with $120 million sales turnover.
APV Australia and New Zealand were both loss-making,
accounting fraud was uncovered in Japan, South East
Asia was sub-critical and breakeven, while China was a
low growth, low margin business a distant third behind
its major international competitors. Chris restructured all
APV’s Asia Paci?c businesses and launched the “Catch
the China Wave” strategy. Over four years, Chris totally
transformed the APAC region from the worst performing
into APV’s most pro?table division with regional sales
over $200 million, and each business unit performing
well and customised to serve its domestic market and
support the regional expansion. The business in China
had been importing equipment from Europe and Chris
converted this to a high growth/high margin engineering
and manufacturing company through localisation with
an engineering centre and factory near Shanghai. As a
result, turnover in China went from $17 million, employing
forty-three employees to $85 million in 2007 employing
over 275 staf with a large factory built. Ten years later
the business has sales of over $350 million with three
factories in Shanghai.
Resurrecting Dymag from the Ashes
2009: Chris bought the assets of Dymag, a bankrupted company based in Chippenham, UK which had been
making wheels for high performance cars and motorcycles since the mid 1970s.
However, he was no stranger to this business – he had run
the company as Managing Director and was a partner from
1994-1997. During his ?rst tenure the company grew from
£200,000 in four years to £2 million at the time he left the
company after disagreement with other partners over strategy.
Chris now owns the company and invested over £250,000
to get the company back on its feet. He has also been
putting his time and energy into developing Dymag into
a substantially bigger and more successful business
then it was when he left in 1997.
His re-launch plan included taking the
original product line of carbon ?bre and
forged aluminium motorcycle wheels,
re-stimulating former customers and his
industry contacts.
In 2012 Chris added in magnesium
products, and in 2013 a new range
of forged aluminium wheels for British Superbike (BSB)
and World Superbike (SBK) racing was warmly received.
Most recently Dymag launched a new range of carbon ?bre
bicycle wheels, which Chris hopes will help Dymag continue
its upward growth trend. Turnover has increased from ?rst
year sales of £120,000 in 2010 to £280,000 in 2011 to
£480,000 in 2013. Order intake and sales are expected
to exceed £1 million in 2014. A ?nancial investor has
recently valued the business at over £1 million.
Chris continues to build the Dymag brand,
sponsoring the Dymag T1D Cycle racing
team (named after Type 1 Diabetes),
which compete in elite cycling events
nationally and in Europe. Watch this
space as Dymag is developing
a prototype carbon composite
wheel for a major international
luxury car OEM.
Chris Shelley
Founder of multiple companies
including New Zealand First Nutrition
Ltd, Dymag Performance Racing Wheels,
FortisProcess and Pump Room
Microbrewery and Bistro
Non-Executive Director of Private Equity
portfolio companies in Europe and the Far East
MBA Year: 1990
Chris started his career as a utility steam
turbine commissioning engineer with NEI
Parsons in the 1980s. He was accepted on
the Royal Academy of Engineering’s Visiting
Engineers to Japan Scheme in 1986, and in
1987 he opened the NEI International ofce in
Japan. He completed his MBA at INSEAD.
Now an entrepreneur, Chris works with
private investors to develop start-up and
early stage businesses. Chris’ company,
CSA International, owns Dymag, a company
which designs and manufactures carbon
composite wheels for high performance cars
and motorcycles and racing cycle wheels. He
also founded New Zealand First Nutrition Ltd,
a private equity funded company that imports
premium branded infant formula and dairy
based nutritional products into China.
Chris was President of the Sainsbury
Management Fellows from 2001 to 2003 and
has been a Sainsbury Management Fellows’
mentor for over twenty years. He currently
mentors ?ve students at Bristol University, and
supports the Future Brunels’ Programme for
young engineers in Bristol, which encourages
12-17 year olds to pursue studies and a career
in science and engineering. To inspire this age
group, Chris hosts visits to Dymag and says,
“You win and lose potential engineers in their
early teens.”
Wealth created for the world economy
for companies led: Shareholder value
circa $200 million
Jobs created: circa 350
LinkedIn: uk.linkedin.com/in/christopherjmshelley
Mark Spence
Serial Entrepreneur
Founder of multiple businesses including
Rheolab, Cosmetic Rheologies and Mass
Measuring
MBA Year: 1990
After gaining his MBA with distinction at
INSEAD, Mark intended to return to his
former employer, BNFL plc, but his mentor
at BNFL advised him to take a commercial
role outside of BNFL to best develop into
general management. That took Mark to Oil
Trading and Processing at BP.
He later joined Allied Colloids Group plc
as Head of Strategic Planning and then
Managing Director of Emerging Business
Group, where he became an internal
entrepreneur, leading the development
of several new enterprises including one
specialising in polymers for cosmetic
products – this early experience sparked
an enduring entrepreneurial passion.
Mark founded his ?rst company in 1999
and since then has built eight successful
SMEs, ranging from speciality chemicals
for the cosmetics industry to a product that
screens chemicals and reduces the need
for animal testing in medical research.
Mark has just started his ninth company,
Maidmar, with two talented engineers,
specialising in the de-commissioning of
rigs in the North Sea.
Mark has been a mentor for the Sainsbury
Management Fellows’ mentoring scheme,
mentoring winners of the Engineering
Leadership Awards Scheme run by the
Royal Academy of Engineering .
Wealth created for the UK economy:
£65 million
Jobs created: 200
Innovative Hair Dye
Technology Gains
International Patent
2008: Again utilising his chemical engineering and business
skills, Mark created Rheolab which specialises in the production,
regulation, sales and marketing of niche cosmetic ingredients.
The range includes natural thickeners and Coloursoft “soft touch”
polymers for colour cosmetics and face creams. Rheolab is developing
patented new technology that will produce darker shades using less dye
in semi-permanent hair dyes. This new technology is creating a stir in the
industry – already a major cosmetics brand is knocking on the door in the
hope of acquiring the technology.
People development is important to Mark’s approach to business growth
and he has implemented a skills programme at Rheolab that is enabling
one of the female chemical engineers to gain chartered status.
Led the Turnaround,
Creating a £10 Million Success
2008: Mark bought Orean, a small indebted contract manufacturer, out of administration and turned it
around, creating a £10 million turnover business with eighty employees.
He recruited and developed a highly
efective commercial and product
development team which has enabled
Orean to carve out a strong niche
in the high-end skincare sector.
The Orean team develops unique
formulations, negotiates exclusive
manufacturing contracts, produces
the products at its own plant, then
bottles, packages and delivers the
products to brand owners such as
Rodial and Touch of Silver who in turn
sell them in major retailers such as
Boots, Harvey Nichols, Debenhams
and Harrods.
Orean is committed to the
development of young people and
each year recruits two technical
apprentices. The majority of these
remain with the company long-term,
expanding their skills, contributing to
the business.
Developing World
Leading Cosmetics
Ingredient
2000-2006: Mark co-founded Cosmetic Rheologies with a former
Allied Colloids colleague. The company developed into a leading
supplier of speciality acrylic polymers and ingredients to the global
toiletries and cosmetic industries with subsidiary companies in the
USA and France.
Whilst running Cosmetic Rheologies, Mark and a colleague
developed and patented the manufacturing process for a
cationic thickener called UltraGel. UltraGel gives products a dry, non-tacky,
smooth feel to the skin and has been widely adopted for the production of all
sorts of hair gels and skin creams including high-end brands such as Lancôme
and Rodial. UltraGel was so successful that within ?ve years, the business was
bought in 2006 by Cognis, the largest cosmetic ingredients producer in the
world for an eight ?gure sum. At the time it was sold the company had ?fteen
employees and traded with thirty-one countries. It continues today as product
group within BASF cosmetics business. The acquirer was very satis?ed with the
acquisition as UltraGel alone generated sufcient funds to return the cost of the
acquisition.
Creating and
Selling First
Successful
Business
1999-2007: The ?rst company
formed and subsequently sold
by Mark was a capital equipment
business called Mass Measuring.
It specialised in the provision of powder
handling equipment in factories, for
example, Walker’s Crisps, Tesco muesli,
pet food, tile adhesive, catalysts and
even Marshalls concrete bricks. The
business was developed through organic
growth and acquisition. Mass Measuring
was sold in 2007, by which time it had
grown sevenfold, enabling the partners
to secure an eight ?gure deal on the sale.
This made Mark ?nancially independent
and provided the capital to build more
new businesses, wealth and jobs for the
UK economy. Mass Measuring continues
today in Manchester employing ?fty
people under the same management.
Graduates being screened
for placements at an Orean
open day in Yorkshire
Mark Spence
Serial Entrepreneur
Founder of multiple businesses including
Rheolab, Cosmetic Rheologies and Mass
Measuring
MBA Year: 1990
After gaining his MBA with distinction at
INSEAD, Mark intended to return to his
former employer, BNFL plc, but his mentor
at BNFL advised him to take a commercial
role outside of BNFL to best develop into
general management. That took Mark to Oil
Trading and Processing at BP.
He later joined Allied Colloids Group plc
as Head of Strategic Planning and then
Managing Director of Emerging Business
Group, where he became an internal
entrepreneur, leading the development
of several new enterprises including one
specialising in polymers for cosmetic
products – this early experience sparked
an enduring entrepreneurial passion.
Mark founded his ?rst company in 1999
and since then has built eight successful
SMEs, ranging from speciality chemicals
for the cosmetics industry to a product that
screens chemicals and reduces the need
for animal testing in medical research.
Mark has just started his ninth company,
Maidmar, with two talented engineers,
specialising in the de-commissioning of
rigs in the North Sea.
Mark has been a mentor for the Sainsbury
Management Fellows’ mentoring scheme,
mentoring winners of the Engineering
Leadership Awards Scheme run by the
Royal Academy of Engineering .
Wealth created for the UK economy:
£65 million
Jobs created: 200
Innovative Hair Dye
Technology Gains
International Patent
2008: Again utilising his chemical engineering and business
skills, Mark created Rheolab which specialises in the production,
regulation, sales and marketing of niche cosmetic ingredients.
The range includes natural thickeners and Coloursoft “soft touch”
polymers for colour cosmetics and face creams. Rheolab is developing
patented new technology that will produce darker shades using less dye
in semi-permanent hair dyes. This new technology is creating a stir in the
industry – already a major cosmetics brand is knocking on the door in the
hope of acquiring the technology.
People development is important to Mark’s approach to business growth
and he has implemented a skills programme at Rheolab that is enabling
one of the female chemical engineers to gain chartered status.
Led the Turnaround,
Creating a £10 Million Success
2008: Mark bought Orean, a small indebted contract manufacturer, out of administration and turned it
around, creating a £10 million turnover business with eighty employees.
He recruited and developed a highly
efective commercial and product
development team which has enabled
Orean to carve out a strong niche
in the high-end skincare sector.
The Orean team develops unique
formulations, negotiates exclusive
manufacturing contracts, produces
the products at its own plant, then
bottles, packages and delivers the
products to brand owners such as
Rodial and Touch of Silver who in turn
sell them in major retailers such as
Boots, Harvey Nichols, Debenhams
and Harrods.
Orean is committed to the
development of young people and
each year recruits two technical
apprentices. The majority of these
remain with the company long-term,
expanding their skills, contributing to
the business.
Developing World
Leading Cosmetics
Ingredient
2000-2006: Mark co-founded Cosmetic Rheologies with a former
Allied Colloids colleague. The company developed into a leading
supplier of speciality acrylic polymers and ingredients to the global
toiletries and cosmetic industries with subsidiary companies in the
USA and France.
Whilst running Cosmetic Rheologies, Mark and a colleague
developed and patented the manufacturing process for a
cationic thickener called UltraGel. UltraGel gives products a dry, non-tacky,
smooth feel to the skin and has been widely adopted for the production of all
sorts of hair gels and skin creams including high-end brands such as Lancôme
and Rodial. UltraGel was so successful that within ?ve years, the business was
bought in 2006 by Cognis, the largest cosmetic ingredients producer in the
world for an eight ?gure sum. At the time it was sold the company had ?fteen
employees and traded with thirty-one countries. It continues today as product
group within BASF cosmetics business. The acquirer was very satis?ed with the
acquisition as UltraGel alone generated sufcient funds to return the cost of the
acquisition.
Creating and
Selling First
Successful
Business
1999-2007: The ?rst company
formed and subsequently sold
by Mark was a capital equipment
business called Mass Measuring.
It specialised in the provision of powder
handling equipment in factories, for
example, Walker’s Crisps, Tesco muesli,
pet food, tile adhesive, catalysts and
even Marshalls concrete bricks. The
business was developed through organic
growth and acquisition. Mass Measuring
was sold in 2007, by which time it had
grown sevenfold, enabling the partners
to secure an eight ?gure deal on the sale.
This made Mark ?nancially independent
and provided the capital to build more
new businesses, wealth and jobs for the
UK economy. Mass Measuring continues
today in Manchester employing ?fty
people under the same management.
Graduates being screened
for placements at an Orean
open day in Yorkshire
Nigel Wallbridge
Founder and Executive Chairman of
Nomad Digital
Founder and Chairman Vivent sarl
Founder and Chairman
ArchivedLives.com
MBA Year: 1990
Nigel Wallbridge completed his MBA
at INSEAD and has been founding,
investing in, developing and selling
international technology businesses
for the past twenty years. These
businesses have signi?cant value and
have added to the wealth of the UK
and other countries.
Nigel participates in the Sainsbury
Management Fellows’ mentoring
scheme and is a member of the
Institution of Mechanical Engineers’
Strategy and Marketing Committee,
which helped to transform the IMechE
into a modern forward-looking
organisation with a secure ?nancial
future.
Wealth created for the world
economy for companies founded:
£250 million
UK Jobs created: 500
LinkedIn:
ch.linkedin.com/in/nigelwallbridge
5.5
million
WiFi sessions
carried each
month
First and
Foremost,
an Engineer
This is how Nigel Wallbridge describes the formula for his success at
converting at least three successful business start-ups to companies
worth several hundred million. Nigel considers himself to be ?rst
and foremost “an engineer – a designer of things”. A ?rst degree in
engineering from Leeds University gave him the capability to design,
a PhD brought additional technical con?dence and his MBA gave him
a context in which he could exploit his engineering skills. “All three
elements have enabled what I have done since”, says Nigel.
A Simple
Idea Becomes
a Global Business
2002: Nigel co-founded Nomad Digital with Graeme Lowdon with the
intention of providing online capability to train travellers. From this germ
of an idea, the business has grown exponentially.
Nomad now provides online access
to rail passengers in Europe, America
and Australia and also provides
entertainment and travel information.
Nomad was included in the top Sunday
Times 100 fastest growing technology
businesses in the UK from 2011-2013
and is the leading global provider of
wireless solutions to the transportation
Sector. Today the service is used
by Heathrow Express, Amtrak, the
Dubai Metro, Eurostar, Queensland
Rail and Virgin Trains, to name but a
few. Headquartered in Newcastle, the
business now employs 250 people of
which 100 are located in the UK.
Recently Nomad Digital was selected
to be part of the Future Fifty cohort
– a group of high-growth companies
chosen to receive support and funding
from the UK government. The Future
Fifty programme will give all chosen
companies bespoke access to support
from Government and the private
sector, matching high potential growth-
stage businesses with bespoke public
and private sector support to fast-track
their growth, create jobs and deliver a
signi?cant economic impact to the UK.
From California in the west to
Brisbane in the East, train ridership
has increased between 2% and 5%
because internet access is available.
Studies have shown that the addition
of Nomad services have had a
widespread and signi?cant in?uence
on how people travel. More people are
leaving their cars at home, opting for
rail travel and the opportunity to be
productive while travelling.
Inventing
and Investing in
Future Technology –
Bioelectric Medicine
2012: Nigel’s latest venture is Vivent
sarl, a company which brings him
back to his interest in research in
engineering combined with medicine.
In the past, using electricity to heal
the body has led to some positive and
also some negative results. However
now, bioelectric medicine is being
re-explored and may produce a whole
range of electrical based therapies
to treat conditions ranging from
migraines to arthritis.
Setting Up Success and Sustainability for Future Growth
1995: Nigel founded Wide Area
Markets, a very early business-to-
business website company. Eventually
he sold the company to J2C plc and
helped ?oat it on the AIM exchange.
But in its early days it struggled and he
needed to return to paid employment.
1999: Nigel joined Interoute and
led the company as CEO. The
vision of the company was to move
from being a simple reseller of
voice services to become a major
?bre optic network connecting the
business hubs of Europe. After
setting up the template for roll out
and success and raising ?nance
from the Sandoz Family Foundation,
Nigel left the business in 2000, with
operations in eleven countries and
650 employees. Growth continued
apace at Interoute and today this
network forms a massive platform
connecting nearly 200 data centres
and co-location facilities across
Europe, and interconnecting America,
Africa and Asia. Interoute provides
connectivity, communications and
computing services to international
enterprises, global telecommunication
service providers, mobile operators,
governments and channel partners.
over
60%
global market share
for Passenger WiFi
on rail
Nigel Wallbridge
Founder and Executive Chairman of
Nomad Digital
Founder and Chairman Vivent sarl
Founder and Chairman
ArchivedLives.com
MBA Year: 1990
Nigel Wallbridge completed his MBA
at INSEAD and has been founding,
investing in, developing and selling
international technology businesses
for the past twenty years. These
businesses have signi?cant value and
have added to the wealth of the UK
and other countries.
Nigel participates in the Sainsbury
Management Fellows’ mentoring
scheme and is a member of the
Institution of Mechanical Engineers’
Strategy and Marketing Committee,
which helped to transform the IMechE
into a modern forward-looking
organisation with a secure ?nancial
future.
Wealth created for the world
economy for companies founded:
£250 million
UK Jobs created: 500
LinkedIn:
ch.linkedin.com/in/nigelwallbridge
5.5
million
WiFi sessions
carried each
month
First and
Foremost,
an Engineer
This is how Nigel Wallbridge describes the formula for his success at
converting at least three successful business start-ups to companies
worth several hundred million. Nigel considers himself to be ?rst
and foremost “an engineer – a designer of things”. A ?rst degree in
engineering from Leeds University gave him the capability to design,
a PhD brought additional technical con?dence and his MBA gave him
a context in which he could exploit his engineering skills. “All three
elements have enabled what I have done since”, says Nigel.
A Simple
Idea Becomes
a Global Business
2002: Nigel co-founded Nomad Digital with Graeme Lowdon with the
intention of providing online capability to train travellers. From this germ
of an idea, the business has grown exponentially.
Nomad now provides online access
to rail passengers in Europe, America
and Australia and also provides
entertainment and travel information.
Nomad was included in the top Sunday
Times 100 fastest growing technology
businesses in the UK from 2011-2013
and is the leading global provider of
wireless solutions to the transportation
Sector. Today the service is used
by Heathrow Express, Amtrak, the
Dubai Metro, Eurostar, Queensland
Rail and Virgin Trains, to name but a
few. Headquartered in Newcastle, the
business now employs 250 people of
which 100 are located in the UK.
Recently Nomad Digital was selected
to be part of the Future Fifty cohort
– a group of high-growth companies
chosen to receive support and funding
from the UK government. The Future
Fifty programme will give all chosen
companies bespoke access to support
from Government and the private
sector, matching high potential growth-
stage businesses with bespoke public
and private sector support to fast-track
their growth, create jobs and deliver a
signi?cant economic impact to the UK.
From California in the west to
Brisbane in the East, train ridership
has increased between 2% and 5%
because internet access is available.
Studies have shown that the addition
of Nomad services have had a
widespread and signi?cant in?uence
on how people travel. More people are
leaving their cars at home, opting for
rail travel and the opportunity to be
productive while travelling.
Inventing
and Investing in
Future Technology –
Bioelectric Medicine
2012: Nigel’s latest venture is Vivent
sarl, a company which brings him
back to his interest in research in
engineering combined with medicine.
In the past, using electricity to heal
the body has led to some positive and
also some negative results. However
now, bioelectric medicine is being
re-explored and may produce a whole
range of electrical based therapies
to treat conditions ranging from
migraines to arthritis.
Setting Up Success and Sustainability for Future Growth
1995: Nigel founded Wide Area
Markets, a very early business-to-
business website company. Eventually
he sold the company to J2C plc and
helped ?oat it on the AIM exchange.
But in its early days it struggled and he
needed to return to paid employment.
1999: Nigel joined Interoute and
led the company as CEO. The
vision of the company was to move
from being a simple reseller of
voice services to become a major
?bre optic network connecting the
business hubs of Europe. After
setting up the template for roll out
and success and raising ?nance
from the Sandoz Family Foundation,
Nigel left the business in 2000, with
operations in eleven countries and
650 employees. Growth continued
apace at Interoute and today this
network forms a massive platform
connecting nearly 200 data centres
and co-location facilities across
Europe, and interconnecting America,
Africa and Asia. Interoute provides
connectivity, communications and
computing services to international
enterprises, global telecommunication
service providers, mobile operators,
governments and channel partners.
over
60%
global market share
for Passenger WiFi
on rail
Richard Wazacz
Strategy, Sourcing and Insurances
Director, UK & Europe, Prudential plc
MBA Year: 2003
Richard Wazacz completed his MBA at
Columbia Business School and since
graduating has pursued a corporate
career which has gone from strength
to strength. Throughout this time he
has bene?ted from his engineering
background, and the business skills
acquired as a result of his MBA. He
currently works for Prudential, the
global insurance company, where
he oversees strategy, sourcing and
insurance businesses for its UK and
Europe division. Richard has been
working for blue chip and FTSE 100
companies since his graduation as a
Chemical Engineer from the University
of Cambridge.
He ?rst worked as a Process and
Project Engineer in Shell’s Dutch
Exploration and Production Operating
Company, the NAM. In this role
Richard worked on initiatives to
increase production from mature end-
of-life ofshore gas ?elds, including the
championing of new technologies, and
the implementation of compression.
He also led a team tasked to improve
efciency at Europe’s largest natural
gas handling plant in Den Helder, and
achieved an increase in capacity of
10%. In 2000 Richard moved to The
Hague where, as a Consultant in Shells’
Global New Business Origination
Team, he worked as a member of a
cross-functional team, evaluating and
developing economic and technical
feasibility proposals for investments in
South America, Europe and Asia.
Following his MBA, Richard joined BAA, the UK airport operator, where
following several operational and change management roles, he took
on the challenging task of leading all logistic and baggage operations at
London’s Heathrow Airport.
2006: It was during his time as Head of Baggage that the transatlantic aircraft plot
to detonate liquid explosives carried on board at least ten airliners travelling from
the United Kingdom to North America was discovered and foiled by British police.
However, as a result, unprecedented security measures were immediately put in
place which meant that every piece of hand luggage had to be individually scanned
and checked in to the hold of departing aircraft, alongside regular baggage. This put
the operations under Richard’s watch under massive strain and pressure. From a
peak summer norm of 100,000 items checked in every day, overnight this increased
to almost 300,000 per day. The key challenge was to keep the movement of all
these items of baggage in tight synch with passenger movements. It was during
this time that Richard relied on his training as a chemical engineer to help him
through the crisis. On analysing the problems he was facing, Richard utilised his
engineering training, and employed a structured and logical approach to identify
the bottlenecks and pinch points arising across the airport, deploying resources,
solutions and supporting customer communications as appropriate, to keep the
airport functioning as normally as possible.
Leading Logistics
and Baggage at the
World’s Busiest
International Airport
Integrating Two of
the UK’s Largest Banks at
the Height of the Financial
Crisis
2007: Richard joined HBOS and a year later, at the height of the ?nancial crisis,
became fully involved with the integration of HBOS and Lloyds TSB to form the
combined Lloyds Banking Group. This was integration on a massive scale and
Richard took on responsibility for merging operations and customer services for the
combined Group’s private banking and wealth management businesses. Following the
successful integration Richard remained with Lloyds Banking Group as a Director on
the Executive Leadership Team tasked with building and transforming the UK Wealth
businesses.
Launching a New Business
in an Emerging Market
2011: Prudential recruited Richard to work on setting up a brand new Life Insurance business in Poland,
part of its global strategy to grow in emerging markets.
A native Polish speaker, Richard was brought in as Chief
Operating Ofcer, initially to develop a viable business case,
and subsequently to build and launch the business. Richard
set to work hiring the Polish leadership team, creating the
proposition, establishing a distribution capability, and setting
up all the required operational infrastructure of this new
company. Today, exactly a year after launch, Prudential
Poland employs 150 people, with over 400 agents working
across ?fteen branches nationwide. Prudential Poland
has set the target to be one of the top three life insurance
businesses in Poland in terms of new business market share.
Richard credits his MBA in supporting him with this start-up,
especially in picking up and making meaningful contributions
to various aspects of the business in which he had no previous
experience, such as marketing. Armed with the learnings
from his MBA, Richard said that “My experiences at Columbia
enabled me to pick up the required concepts of setting up
a new business in a green?eld market, and gave me the
con?dence and aptitude to deal with areas of business that
perhaps I was not initially so knowledgeable about.”
Richard Wazacz
Strategy, Sourcing and Insurances
Director, UK & Europe, Prudential plc
MBA Year: 2003
Richard Wazacz completed his MBA at
Columbia Business School and since
graduating has pursued a corporate
career which has gone from strength
to strength. Throughout this time he
has bene?ted from his engineering
background, and the business skills
acquired as a result of his MBA. He
currently works for Prudential, the
global insurance company, where
he oversees strategy, sourcing and
insurance businesses for its UK and
Europe division. Richard has been
working for blue chip and FTSE 100
companies since his graduation as a
Chemical Engineer from the University
of Cambridge.
He ?rst worked as a Process and
Project Engineer in Shell’s Dutch
Exploration and Production Operating
Company, the NAM. In this role
Richard worked on initiatives to
increase production from mature end-
of-life ofshore gas ?elds, including the
championing of new technologies, and
the implementation of compression.
He also led a team tasked to improve
efciency at Europe’s largest natural
gas handling plant in Den Helder, and
achieved an increase in capacity of
10%. In 2000 Richard moved to The
Hague where, as a Consultant in Shells’
Global New Business Origination
Team, he worked as a member of a
cross-functional team, evaluating and
developing economic and technical
feasibility proposals for investments in
South America, Europe and Asia.
Following his MBA, Richard joined BAA, the UK airport operator, where
following several operational and change management roles, he took
on the challenging task of leading all logistic and baggage operations at
London’s Heathrow Airport.
2006: It was during his time as Head of Baggage that the transatlantic aircraft plot
to detonate liquid explosives carried on board at least ten airliners travelling from
the United Kingdom to North America was discovered and foiled by British police.
However, as a result, unprecedented security measures were immediately put in
place which meant that every piece of hand luggage had to be individually scanned
and checked in to the hold of departing aircraft, alongside regular baggage. This put
the operations under Richard’s watch under massive strain and pressure. From a
peak summer norm of 100,000 items checked in every day, overnight this increased
to almost 300,000 per day. The key challenge was to keep the movement of all
these items of baggage in tight synch with passenger movements. It was during
this time that Richard relied on his training as a chemical engineer to help him
through the crisis. On analysing the problems he was facing, Richard utilised his
engineering training, and employed a structured and logical approach to identify
the bottlenecks and pinch points arising across the airport, deploying resources,
solutions and supporting customer communications as appropriate, to keep the
airport functioning as normally as possible.
Leading Logistics
and Baggage at the
World’s Busiest
International Airport
Integrating Two of
the UK’s Largest Banks at
the Height of the Financial
Crisis
2007: Richard joined HBOS and a year later, at the height of the ?nancial crisis,
became fully involved with the integration of HBOS and Lloyds TSB to form the
combined Lloyds Banking Group. This was integration on a massive scale and
Richard took on responsibility for merging operations and customer services for the
combined Group’s private banking and wealth management businesses. Following the
successful integration Richard remained with Lloyds Banking Group as a Director on
the Executive Leadership Team tasked with building and transforming the UK Wealth
businesses.
Launching a New Business
in an Emerging Market
2011: Prudential recruited Richard to work on setting up a brand new Life Insurance business in Poland,
part of its global strategy to grow in emerging markets.
A native Polish speaker, Richard was brought in as Chief
Operating Ofcer, initially to develop a viable business case,
and subsequently to build and launch the business. Richard
set to work hiring the Polish leadership team, creating the
proposition, establishing a distribution capability, and setting
up all the required operational infrastructure of this new
company. Today, exactly a year after launch, Prudential
Poland employs 150 people, with over 400 agents working
across ?fteen branches nationwide. Prudential Poland
has set the target to be one of the top three life insurance
businesses in Poland in terms of new business market share.
Richard credits his MBA in supporting him with this start-up,
especially in picking up and making meaningful contributions
to various aspects of the business in which he had no previous
experience, such as marketing. Armed with the learnings
from his MBA, Richard said that “My experiences at Columbia
enabled me to pick up the required concepts of setting up
a new business in a green?eld market, and gave me the
con?dence and aptitude to deal with areas of business that
perhaps I was not initially so knowledgeable about.”
Smarter Impact –
Creating a New Business
within a Corporate Structure
2011: Phil launched Smarter Impact within the
IBM business, a new approach for driving inclusive
economic development through the application
of technology.
Through perseverance and networking, Phil was able to
pull in help from across the business. Smarter Impact
was unveiled at a London conference in September 2012,
engaging participants from across private, public and third
sector, supported by media. Smarter Impact now includes
a set of solutions designed to help international donors
and governments determine how well their aid money is
being spent. The dashboards give a real time view of the
projects, funds, and outcomes. The solutions combine both
traditional structured reporting data (project reports and
project statistics) with unstructured data (such as public
feedback via SMS, and sentiment analysis on social media).
Smarter Impact has sparked a number of related IBM
projects focused on the developing world. One is looking at
how cutting-edge medical knowledge can be made available
to doctors in rural African communities via their mobile
phone.  Another is using IBM’s Spoken Web technology to
make the agricultural knowledge on the web available to
farmers who are unable to read. In the latest development
within Smarter Impact, Phil and the team are investigating
the use of Watson cognitive computing technology to digest
the accumulated knowledge of forty years of development
reports and advise on best practice for new aid investment.
Smarter Cities in South East
Asia – Establishing a New
Regional Business
2012: Phil spent eighteen months in South East
Asia with responsibility for developing the IBM
Smarter Cities business in this region. Phil brought
solutions to clients in a range of industries such as
transport, energy, public safety, healthcare and
education.
For example, in the city of Davao in Philippines, IBM now
powers their city command centre, giving public ofcials
a situational awareness of the city, the tools to predict
emerging trafc congestion, and an ability to coordinate the
response to emergencies and threats. Phil brought solutions
to clients in a range of industries such as transport, energy,
public safety, healthcare and education. He established
structure and management systems, bringing the global
expertise of IBM to the unique challenges of cities in the
region. He grew repeat business by 60% during this time.
Glovico – Building a Technology-
Driven Social Enterprise
2009: Phil spent his eighteen months in business school moonlighting
for a social enterprise start-up, connecting teachers in Senegal, Ivory
Coast, Guatemala and Peru with language students in Europe and
North America.
Glovico.org is a non-pro?t organisation generating revenue for
educators/entrepreneurs in emerging communities through fair trade
provision of their services (i.e. language tuition of their mother tongues)
to consumers in the western world.
Glovico operates on a web-based platform, where teachers from Latin America
and Africa are connected with students in US and Europe. Using the Skype
video-conferencing technology, students receive one-to-one live video tuition
in Spanish, French or English. The site promotes the ?ow of income to emerging
economies, encourages entrepreneurship, and raises the cultural awareness of the
student. The tuition is intensive, highly efective and afordable at just $12 per hour.
Glovico has a presence in Senegal, Ivory Coast, Peru, San Salvador, Argentina
and Guatemala. Phil worked alongside the founder to develop a business model,
the web platform and attracting VC funding. He also promoted awareness in the
media, highlighted by an interview on BBC Digital Planet in the summer of 2010.
Glovico.org employs forty-nine teachers and four support staf and is still a thriving
social enterprise.
Undoubtedly, my dual education in engineering and business has
given me an edge in my recent career. Technology shifts in cloud,
mobile, social and data analytics present huge opportunities. 
And to meet the global challenges of our times... urbanisation,
sustainable development, the shift to a green economy... what is
needed is a systems thinking mindset. An engineering grounding
coupled with the business savvy provides the right holistic
problem-solving approach to bring these technology trends to
bear on these challenges.
Phil Westcott
Public Sector Marketing Leader,
IBM Watson
MBA Year: 2011
After completing his MBA at IESE,
Phil joined IBM where he is now the
Worldwide Marketing Leader for IBM
Watson in public sector. In this role,
he leads IBM’s eforts to create the
Cognitive Computing category, and lead
the market with their Watson solutions.
Watson is a cognitive computing
technology that processes information
more like a human than a computer—
by understanding natural language,
generating hypotheses based on
evidence and learning as it goes. Watson
shot to fame in 2011 for beating the
human champion of the US game show
Jeopardy. IBM is now putting “Watson
to work” in a range of industries
and applications. The public sector
applications are particularly exciting and
Phil brings his knowledge and market
intelligence from his time in Smarter
Cities and previous public sector roles.
Phil maintains strong links with
academia, giving guest lectures
and running research projects with
institutions such as LSE, Cambridge,
Exeter, Colombia Business School and
APU Malaysia. He is a strong advocate
for the bene?ts of a dual engineering
and business education. Through his
ongoing leadership of IBM’s Smarter
Impact, he is a vocal exponent of the
role of technology in international
development aid.
Phil is a supporter and advocate for
Bowel Cancer Research through the
Bobby Moore Fund.
LinkedIn:
my.linkedin.com/in/philwestcott
Twitter: @philwestcott
Smarter Impact –
Creating a New Business
within a Corporate Structure
2011: Phil launched Smarter Impact within the
IBM business, a new approach for driving inclusive
economic development through the application
of technology.
Through perseverance and networking, Phil was able to
pull in help from across the business. Smarter Impact
was unveiled at a London conference in September 2012,
engaging participants from across private, public and third
sector, supported by media. Smarter Impact now includes
a set of solutions designed to help international donors
and governments determine how well their aid money is
being spent. The dashboards give a real time view of the
projects, funds, and outcomes. The solutions combine both
traditional structured reporting data (project reports and
project statistics) with unstructured data (such as public
feedback via SMS, and sentiment analysis on social media).
Smarter Impact has sparked a number of related IBM
projects focused on the developing world. One is looking at
how cutting-edge medical knowledge can be made available
to doctors in rural African communities via their mobile
phone.  Another is using IBM’s Spoken Web technology to
make the agricultural knowledge on the web available to
farmers who are unable to read. In the latest development
within Smarter Impact, Phil and the team are investigating
the use of Watson cognitive computing technology to digest
the accumulated knowledge of forty years of development
reports and advise on best practice for new aid investment.
Smarter Cities in South East
Asia – Establishing a New
Regional Business
2012: Phil spent eighteen months in South East
Asia with responsibility for developing the IBM
Smarter Cities business in this region. Phil brought
solutions to clients in a range of industries such as
transport, energy, public safety, healthcare and
education.
For example, in the city of Davao in Philippines, IBM now
powers their city command centre, giving public ofcials
a situational awareness of the city, the tools to predict
emerging trafc congestion, and an ability to coordinate the
response to emergencies and threats. Phil brought solutions
to clients in a range of industries such as transport, energy,
public safety, healthcare and education. He established
structure and management systems, bringing the global
expertise of IBM to the unique challenges of cities in the
region. He grew repeat business by 60% during this time.
Glovico – Building a Technology-
Driven Social Enterprise
2009: Phil spent his eighteen months in business school moonlighting
for a social enterprise start-up, connecting teachers in Senegal, Ivory
Coast, Guatemala and Peru with language students in Europe and
North America.
Glovico.org is a non-pro?t organisation generating revenue for
educators/entrepreneurs in emerging communities through fair trade
provision of their services (i.e. language tuition of their mother tongues)
to consumers in the western world.
Glovico operates on a web-based platform, where teachers from Latin America
and Africa are connected with students in US and Europe. Using the Skype
video-conferencing technology, students receive one-to-one live video tuition
in Spanish, French or English. The site promotes the ?ow of income to emerging
economies, encourages entrepreneurship, and raises the cultural awareness of the
student. The tuition is intensive, highly efective and afordable at just $12 per hour.
Glovico has a presence in Senegal, Ivory Coast, Peru, San Salvador, Argentina
and Guatemala. Phil worked alongside the founder to develop a business model,
the web platform and attracting VC funding. He also promoted awareness in the
media, highlighted by an interview on BBC Digital Planet in the summer of 2010.
Glovico.org employs forty-nine teachers and four support staf and is still a thriving
social enterprise.
Undoubtedly, my dual education in engineering and business has
given me an edge in my recent career. Technology shifts in cloud,
mobile, social and data analytics present huge opportunities. 
And to meet the global challenges of our times... urbanisation,
sustainable development, the shift to a green economy... what is
needed is a systems thinking mindset. An engineering grounding
coupled with the business savvy provides the right holistic
problem-solving approach to bring these technology trends to
bear on these challenges.
Phil Westcott
Public Sector Marketing Leader,
IBM Watson
MBA Year: 2011
After completing his MBA at IESE,
Phil joined IBM where he is now the
Worldwide Marketing Leader for IBM
Watson in public sector. In this role,
he leads IBM’s eforts to create the
Cognitive Computing category, and lead
the market with their Watson solutions.
Watson is a cognitive computing
technology that processes information
more like a human than a computer—
by understanding natural language,
generating hypotheses based on
evidence and learning as it goes. Watson
shot to fame in 2011 for beating the
human champion of the US game show
Jeopardy. IBM is now putting “Watson
to work” in a range of industries
and applications. The public sector
applications are particularly exciting and
Phil brings his knowledge and market
intelligence from his time in Smarter
Cities and previous public sector roles.
Phil maintains strong links with
academia, giving guest lectures
and running research projects with
institutions such as LSE, Cambridge,
Exeter, Colombia Business School and
APU Malaysia. He is a strong advocate
for the bene?ts of a dual engineering
and business education. Through his
ongoing leadership of IBM’s Smarter
Impact, he is a vocal exponent of the
role of technology in international
development aid.
Phil is a supporter and advocate for
Bowel Cancer Research through the
Bobby Moore Fund.
LinkedIn:
my.linkedin.com/in/philwestcott
Twitter: @philwestcott
David Weston
Non-Executive Director,
Lafarge/Tarmac
Non-Executive Director,
International Power plc
MBA Year: 1990
David is a Chartered Engineer
and proven generalist executive,
experienced in capitally-intensive
industries, manufacturing, distribution,
commercial (B2B) marketing, trading
and supply. Experienced as a FTSE
100 Non–Executive Director and as
a Chairman and CEO, he has a truly
international perspective, having lived
in eight countries on four continents
with half his career spent outside
Europe.
Having spent thirty-two years in
operational, managerial and senior
executive roles, David is now focusing
on non-executive and advisory
roles that allow him to contribute
in a concise and efective way to a
plurality of companies. His extensive
international and operational
experience serves as a valuable
counterweight to the more abundant
?nancial and investment-centred focus
that tends to dominate the pro?les
that populate the boards of companies
seeking to develop efective growth
strategies.
David also acts as an interviewer for
the admissions board of INSEAD and
is a Sainsbury Management Fellows’
mentor to young engineers. He is also
an active investor and sponsor in a
charitable music foundation.
Guiding Shell Pakistan
Through the Turbulence
Following a Military Coup
1999: David was working as Chairman and Managing Director of
Shell Pakistan when the October Coup occurred and a state of
emergency was declared afterwards.
David developed close working relationships with the cabinet
and new chief executive of the government, assisting them
in preparing for deregulation of the oil re?ning and marketing
industries and ensuring shareholder support through this
challenging and dynamic era in the country’s development.
Shell Pakistan had about 26% of the country’s liquid
hydrocarbon market, and was one of the country’s top two
international investors.
Leading Shell Aviation; Shell’s
Global Fuels and Lubricants
Business through Post 9/11 Crisis
2001: Following the attacks of September 11th 2001, the air
travel business was severely afected as were all its supporting
service industries.
During this period David was CEO of Shell Aviation and had to make tough
decisions about the organisation and its debt management. The organisation
was radically restructured, hard decisions were made on the management
of working capital and many roles were rationalised. A testament to David’s
leadership, Shell Aviation remained the highest-ranked international supplier
whilst internally fostering the most enthusiastic working environment in Shell’s
downstream business.
Achieving record earnings
at Anglo American’s
Industrial Minerals Division
2007: David was CEO at Tarmac from 2006-2009 and in
2007 he led the Tarmac Group to its highest-ever
pre-tax pro?ts performance of $732 million.
Helping International
Power Deliver Outstanding
Shareholder Returns
2009: David became an independent director of International
Power, a FTSE 100 PLC and helped drive two transactions
that saw the company deliver the best Total Shareholder
Return in the FTSE 100 between 2009 and 2012.
Championing Safety
at Anglo American
2013: As Group Director: Business Performance, Capital
Projects, Commercial, Safety and Sustainable Development,
David led Anglo American’s Group safety efort in 2013
to achieve its lowest ever lost time injury frequency and
lowest fatality rate since the founding of the Group. He also
delivered the Group’s asset optimisation promises with over
$2.5 billion in value between 2010 and 2013.
Maximising the
Downstream
Business of Shell
Canada Limited
2003: During the six year period
when David was President of
Shell Canada Products, he led the
downstream business of Shell Canada
to achieve the highest safety record,
the best-ever per-barrel and outright
earnings and the highest levels of
employee satisfaction.
David Weston
Non-Executive Director,
Lafarge/Tarmac
Non-Executive Director,
International Power plc
MBA Year: 1990
David is a Chartered Engineer
and proven generalist executive,
experienced in capitally-intensive
industries, manufacturing, distribution,
commercial (B2B) marketing, trading
and supply. Experienced as a FTSE
100 Non–Executive Director and as
a Chairman and CEO, he has a truly
international perspective, having lived
in eight countries on four continents
with half his career spent outside
Europe.
Having spent thirty-two years in
operational, managerial and senior
executive roles, David is now focusing
on non-executive and advisory
roles that allow him to contribute
in a concise and efective way to a
plurality of companies. His extensive
international and operational
experience serves as a valuable
counterweight to the more abundant
?nancial and investment-centred focus
that tends to dominate the pro?les
that populate the boards of companies
seeking to develop efective growth
strategies.
David also acts as an interviewer for
the admissions board of INSEAD and
is a Sainsbury Management Fellows’
mentor to young engineers. He is also
an active investor and sponsor in a
charitable music foundation.
Guiding Shell Pakistan
Through the Turbulence
Following a Military Coup
1999: David was working as Chairman and Managing Director of
Shell Pakistan when the October Coup occurred and a state of
emergency was declared afterwards.
David developed close working relationships with the cabinet
and new chief executive of the government, assisting them
in preparing for deregulation of the oil re?ning and marketing
industries and ensuring shareholder support through this
challenging and dynamic era in the country’s development.
Shell Pakistan had about 26% of the country’s liquid
hydrocarbon market, and was one of the country’s top two
international investors.
Leading Shell Aviation; Shell’s
Global Fuels and Lubricants
Business through Post 9/11 Crisis
2001: Following the attacks of September 11th 2001, the air
travel business was severely afected as were all its supporting
service industries.
During this period David was CEO of Shell Aviation and had to make tough
decisions about the organisation and its debt management. The organisation
was radically restructured, hard decisions were made on the management
of working capital and many roles were rationalised. A testament to David’s
leadership, Shell Aviation remained the highest-ranked international supplier
whilst internally fostering the most enthusiastic working environment in Shell’s
downstream business.
Achieving record earnings
at Anglo American’s
Industrial Minerals Division
2007: David was CEO at Tarmac from 2006-2009 and in
2007 he led the Tarmac Group to its highest-ever
pre-tax pro?ts performance of $732 million.
Helping International
Power Deliver Outstanding
Shareholder Returns
2009: David became an independent director of International
Power, a FTSE 100 PLC and helped drive two transactions
that saw the company deliver the best Total Shareholder
Return in the FTSE 100 between 2009 and 2012.
Championing Safety
at Anglo American
2013: As Group Director: Business Performance, Capital
Projects, Commercial, Safety and Sustainable Development,
David led Anglo American’s Group safety efort in 2013
to achieve its lowest ever lost time injury frequency and
lowest fatality rate since the founding of the Group. He also
delivered the Group’s asset optimisation promises with over
$2.5 billion in value between 2010 and 2013.
Maximising the
Downstream
Business of Shell
Canada Limited
2003: During the six year period
when David was President of
Shell Canada Products, he led the
downstream business of Shell Canada
to achieve the highest safety record,
the best-ever per-barrel and outright
earnings and the highest levels of
employee satisfaction.
The Sainsbury Management Fellows’ Society – Engineers in Business Fellowship
33 Ormond Crescent, Hampton, Middlesex TW12 2TJ
Telephone: 020 8941 8584 | E-mail: [email protected] | Twitter: @EngineersnBiz
www.smf.org.uk
Engineers in Business Fellowship is a Registered Charity Number: 1147203 and Company Limited by Guarantee: 07807250

doc_386174791.pdf