1. Assisting with Restructuring Plan for the
National Development Foundation of Jamaica
Maurice Williams PMC, MIMC

2. NDFJ Background
SINCE 1982 the National Development Foundation of Jamaica (NDFJ) has loaned
approximately $141 million to farmers for agricultural purposes and of the amount the
farmers have repaid $90 million to date.
According to a release from the Jamaica Information Service, most farmers tended to
organise their enterprise so they could maximise on earnings from the production of
specific crops. This, has helped borrowers to plan and budget for the repayment of loans.
In general farmers are earnest in repaying their loans, and that small farmers took pride
in owning and operating agricultural enterprises.
The NDFJ was established in 1981 to offer a variety of low cost loans to meet the
borrowing needs of the small and micro-business sectors at interest rates that are lower
than most other financial institutions.
All loan programmes are enhanced with a comprehensive training programme in record
keeping, time management, book-keeping and supervisory management. This is aimed
at helping borrowers to develop sound business practices.

3. NDFJ Background
Types of Financial Institutions
Total Assets by Type of Financial Institution, 2006 -2008
2006 2007 2008
Assets % of Assets % of Assets % of
Total Fin. Total Fin. Total Fin.
Sys Sys Sys
FSC-Regulated Inst.
Life Ins. Co. 94 718.6 8.2 108 051.6 8.4 127 007.9 8.9
Gen. Ins. Co. 35 195.2 3.1 40 495.8 3.2 43 565.5 3.0
Securities Fir. 393 075.3 34.1 415 861.3 32.4 480 937.9 33.6
Sub-Total 522 989.1 49.4 564 408.7 44.0 651 511.3 45.5
Deposit-Taking Inst.
Banks 438 438.6 38.0 504 293.4 39.3 556 650.2 38.9
Building Soc. 105 617.4 9.2 122 905.8 9.6 135 611.8 9.7
Merc. Banks 46 732.9 4.1 47 332.1 3.7 33 891.8 2.4
Credit Union 38 549.6 3.3 44 223.1 3.4 50 618.0 3.5
Sub-Total 629 336.4 54.6 718 754.4 56.0 779 771.8 54.5
Total 1 152 325.5 100.0 1 283 163.1 100.0 1 431 283.1 100.0
The Number of Commercial Lending Institutions and Volume Continues to Grow

4. 5 Building Blocks for The Change
NDFJ Programme Delivery Plan
Leading this change will be structured from two
distinct dimensions; Grassroots Innovations and Crisis
or Galvanizing events
This would subsequently lead into identification of
Change Strategists and Strategic Decisions
From here will arise the installation of Individual
Implementers and Change Champions
Leading into Action Vehicles for Change Recipients

5. 5 Building Blocks for The Change
NDFJ Programme Delivery Plan
• In country consul. And
dissemination of strat. plan with
Action Vehicles NDFJ
For Change 3rd Phase • Finalisation of strat. plan
Recipients Oct - Dec • Trg. And dev. prog
• Submission draft strat. plan
Individual • Submission draft staff trg. Plan
Implementers & 2nd Phase • Feedback on draft strat. And staff
Change Champions plans
July - Sep
Change
Strategist & • Consultation with NDFJ
Strategic 1st Phase • Consultation with stakeholders
Decisions June - Jul
Change Driver

6. 8 Elements in Planning The Change
NDFJ Programme Delivery Plan
The elements that are key to formalizing the change will
include:
- Backers & Supporters
- Symbols, Signals & Rewards
- Standards, Measures & Feedback
- Local Participation & Innovation
- Policy & Systems Review
- Communication, Education & Training
- Guidance Structure & Process
- Shared Vision

7. 8 Elements in Planning The Change
NDFJ Programme Delivery Plan
Backers &
Supporters
Symbols, Signals &
Shared Vision
Rewards
Guidance Structure
& Process
Change Standards, Measure
s & Feedback
Effect
Communication, E
Local Participation
ducation &
& Innovations
Training
Policy & Systems
Review

8. Adding Metrics To The Elements
NDFJ Programme Delivery Plan (responsibility)
Developing standards, measures and feedback
mechanisms will be key to keeping the programme on
track. Useful measures for employ will be:
- Results Measures for Target Achievements
- Process Measures along Change Journey
- Routine Data Collection for Progress Monitoring &
Midcourse Adjustments (surveys, quantitative
data, focus groups, etc.)

9. Adding Metrics To The Elements
NDFJ Programme Delivery Plan (responsibility)
Continuous
• Results Measures (to Assessment • Routine Data
know how we have Collection (
achieved targets) • Process Measures surveys, quantitative
(to know that we are data, focus
doing all right along groups, etc.)
the way)
Programme Random
Targets Sampling

10. The Basis for
The Organizational Change
NDFJ Programme Delivery Plan
The three criteria the programme for change will be:
 Beginning with use-direction, action oriented
information from all stakeholders
- Improving the quality of information about customers’
and employees’ situations; suppliers, regulator’s
concerns
- Key: market shifts often caused by changing nature of
value as defined by clients

11. The Basis for
The Organizational Change
NDFJ Programme Delivery Plan
 Building on platforms already in place
 Encourage problem-solving and incremental
experimentation that departs from tradition without
destroying the current form
 Logical incrementalism is used as an interactive process
in which the we will collectively probe the
future, experiment and learn from a series of
incremental commitments rather than through a global
total strategy

12. The Basis for
The Organisational Change
NDFJ Programme Delivery Plan
Reason For
Change
Use of Existing
Platforms
Encouragement
Use Direction
for Problem
and Action
Solving and
Orientation
Experimentation

13. The Levers to Control
The Organisational Change
NDFJ Programme Delivery Plan (role)
The Levers of Control to be exercised will be hinged to:
- Motivate through mission-vision-values; concise-broad
inspiration; making managers walk the talk, reaffirming beliefs
with peer pressure
- Negative biased limits will be set to foster creativity. Fortifying
trust in the organisation
- Supervision will monitor critical performance variables within
the limits; monitoring goals and profitability, revenue
growth, market share; whilst maintaining efficiency, guarding
against surprises
- Learning through formal informational systems will be
encouraged to managers so as to garner involvement with their
peers, subordinates and superiors in a climate of dialogue and
learning

14. The Levers to Control
The Organisational Change
NDFJ Programme Delivery Plan (role)
Helps the The Specific The Specific
Leverage Employees Process Outcome
Communicate
Uncertainty
Beliefs To Contribute Core Values
about Purpose
and Mission
Specify and
To Do Things Pressure or
Boundaries Right
Enforce Rules of
Temptation
the Game
Diagnostic To Achieve
Builds and
Supports Clear
Lack of Focus
Objectives or Resources
Control Targets
Open
Interactive To Create New
Organizational
Lack of
Opportunity or
Dialogue to
Control Create Learning
Fear of Risk

15. The New NDFJ Business Strategy
Moving Forward
NDFJ Programme Delivery Plan (role)
The framework for the delivery plan is bound by 4 key
areas of work. These are the formalisation of what
construes NDFJ’s Beliefs, Boundary of Work, Extent of
Interactivity and Level of Diagnostic Control
achievable
The establishment of these 4 sections will
consequently set the framework for creation of the
New NDFJ Business Strategy moving forward

16. The New NDFJ Business Strategy
Moving Forward
NDFJ Programme Delivery Plan (role)
• Belief • Boundary
Systems Systems
Risk to be
Core Values
Avoided
NDFJ
Business
Strategy
Critical
Strategic
Performance
Uncertainties
Variables
• Interactive • Diagnostic
Control Control
Systems Systems

17. Key Infrastructure Stakeholders to
work with Moving Forward
NDFJ Programme Delivery Plan
Ministry of Finance & Public
Service Ministry of Agriculture
Accountant General 4H Clubs
Bank of Jamaica
Agricultural Credit Board
Betting, Gaming and Lotteries Commission
Caymanas Track Limited Agricultural Development Corporation
Agricultural Marketing Corporation
Container Stripping Station Commodity Boards (incl. Banana, Coffee and Coconut Industry
Cultural, Health, Arts. Sports and Education(CHASE) Boards and Tobacco Industry Control Authority)
Customs Forestry Department
Development Bank of Jamaica
Hope Botanical Gardens
Financial Services Commission
Fiscal Services National Irrigation Commission Limited
Inland Revenue National Land Agency (NLA)
Jamaica Racing Commission Rural Agricultural Development Authority (RADA)
National Investment Bank of Jamaica Sugar Industry Authority
Planning Institute of Jamaica
Veterinary Board
Projects
Public Accountancy Act
Revenue Protection Department
Self-Start Fund
Social Investment Fund
Statistical Institute of Jamaica
Sugar Company of Jamaica
Tax Administration Services Department
Taxpayer Audit and Assessment Department
Taxpayers� Appeals Department
*Bold denotes key associations required

18. Key Infrastructure Stakeholders to
work with Moving Forward
NDFJ Programme Delivery Plan
Ministry of
Ministry of Education Industry, Commerce &
College of Agriculture, Science and Education (CASE) Investment
Anti�Dumping and Subsidies Commission
Bureau of Standards
Community Colleges Central Information and Technology Office (CITO)
Companies Office of Jamaica (Office of the Registrar of Companies)
Edna Manley School of the Visual Arts Consumer Affairs Commission
Educational Institutions Electricity Authority
Factories Corporation
G. C. Foster College of Physical Education Fair Trading Commission
Food Storage and Prevention of Infestation Department
Human Employment and Resource Training (HEART) Free Zone
Institute of Folk Culture Jamaica Commodity Trading Company (JCTC)
Jamaica Business Development Centre
Institute of Jamaica Jamaica Exotic Flavours and Essences Company Limited
Jamaica Export Trading Company (JETCO)
Jamaica Cultural Development Commission (JCDC) Jamaica Intellectual Property
Jamaica Trade and Invest (JTI) formerly JAMPRO
Jamaica Foundation for Life Long Learning Micro Investment Development Agency (MIDA)
Jamaica Library Service Office of the Registrar of Companies
Petrojam Limited
Jamaica National Commission on UNESCO Petrojam/Ethanol Company Limited
Petroleum Company of Jamaica
Jamaica National Heritage Trust Petroleum Corporation of Jamaica
National Council on Education Post and Telecommunications Department
Registrar of Co-operatives and Friendly Societies
National Library of Jamaica Rural Electrification Programme
Scientific Research Council
National Youth Service (NYS) Self-Start Fund
Spectrum Management Authority
Teacher Training Colleges Trade Board Limited
University Council of Jamaica
University of Technology
University of the West Indies

19. MSME & Government
Development Bodies
Relevant Work Experiences
Singapore Economic Branding Taskforce
Ministry of Trade & Industry, Singapore
2003 – 2008
Integrated Resort Selection Committee
Ministry of Trade & Industry, Singapore
2006 – 2007
Practicing Management Consultant Board
PMC
2010 – Present
Institute of Management Consultants
MIMC
2010 – Present

20. Regional Development
Work & Organisations
Relevant Work Experiences
DominePress
Singapore / Australia / China
DominiePress had built its reputation on Service + Expertise + Fidelity + Excellence
They were intent on creating high-desirability products delivering high fidelity, high
precision, high-quality lithographic printing to clients internationally.
Their award winning work was not effective testimony amidst a growing competitive
print production landscape internationally. Profit margins were being
squeezed, technology (www) was redefining pre-press systems and procedures.
24-Hour Print was dictating that larger geographic and time zone foot-prints needed to
be applied to capture greater economies of scale.

21. Dominie Press
Regional Development Work
New Management Strategies
 Initiate a plan of action to create a better
working atmosphere
 Reduce cost and increase profits
 Through new formats and procedures,
increase profitability
 Strengthen present customer base and expand customer base to
outside areas (Melbourne, New York)
 Update DTP equipment to expand into more
specialized areas of the printing market
 Increase employee benefits

22. Dominie Press
Regional Development Work
New Operation Strategy
Cost Contain
 Establish costing/ production reporting process at Storage/ Pre-
Press/ Press/ Post-Press
 Extend QC processes across all aspects of production and storage
 Examine costs/ expenditure on a regular basis during quarterly
financial review
New Production / Efficiency Strategies
 Install employee suggestion box with cash incentives for suggestion
that result in cost savings on increased productivity. This will lead to
a team based presentation program through TQM in the long-run.

23. Dominie Press
Regional Development Work
New Business Strategies
Sales Targets & Projections
 Install and establish an end of month forecasting format for the
upcoming quarter
 Install and establish an annual setting of sales targets by industry and
key accounts
New Marketing Strategies
 Establish and implement plan to address business projections based on
long run/ short run/ agency and direct client business

24. Dominie Press
Regional Development Work
New Human Resource Strategies
 Establish a regular HR audit to determine company and staff
KPI, directly impacting bonus and salary pay-outs on a quarterly
and bi-annual basis
(Ex. Total Remuneration = Monthly Salary
+ Allowances (as applicable)
+ Company Performance (max. 1 mth)
+ Individual Staff Performance (max. 1 mth)

25. New Internal Charge Model to
Maximize Efficiency & Minimize Wastage
Database
QUOTATIONS
Information Sources
Consumer/ Customer
Originals Plate, Etc Printing Pages Printed Product
Sales Dept
Post Press/
Customer Pre-Press Printing Press Distributor
Finishing
Agency
Publisher
Dat Dat Dat Dat
a a a a
Film, Plate, Etc Paper, Ink, Etc.
Storage
Consumables
Supplier

26. Regional Development
Work & Organisations
Relevant Work Experiences
etg
Shanghai / Beijing / Guangzhou / Singapore
ET Graphics Pte Ltd was founded in 1985 by Mr. Michael ET Yap providing event support services.
In 2005, the company was restructured and renamed ETG Pte Ltd (ETG) with capabilities in sound
and lighting systems, AV production and staging. This was predominantly targeting the
Meetings, Incentives, Conferences & Events (MICE) industry.
Their services encompass the range from providing technical consultancy to production and staging
and rental of equipment inclusive. Primarily, the 4 areas of specialization are in Sound, Lights, Video
and Staging.
ETG’s business has been reasonably stable over the last two decades however moving ahead the
company is looking to position themselves better in the industry and more efficiently through more
formalized business models.
Currently ETG is primarily a supplier to the Event Companies, Exhibition Organizers, Advertising and
PR firms and other creative resource driven organizations.
Specific to the two IR’s in Singapore and with governmental encouragement for the tourism and travel
trade industry they intently want to work this sector staving off entry of international competition.
Such as Acoustic Art, LB Production Center and other overseas staging facilities that may be
intending to impact this market.
The competitive framework of this industry appears to be in its adolescent stage in Asia Pacific which
currently mostly competes on hardware and price.
ETG has to establish a position as partner of choice not only with the organizers but also with
program owners themselves.

27. etg Regional Development Work
 3. Proposed Project
 3.1 Approach & Methodology
 Involving the interviews with ETG client and suppliers and internal discussion to formalize a business landscape to chart. The advisor
advocates working with the Sales and Business aspects of the business. This will illuminate the path ahead in the coming months giving
clearer dimension for decisions to be made.
 Fundamentally, this is to confirm the workable segmentation of clients by:
 - Creative services providers including, advertising agencies, public relations companies, etc.
 - Show organizers and venue owners who primary role is focused on the softer business aspects of the event.
 - Direct clients who own or intend to put out programs.
 3.2 Statement of Work
 3.2.1 Precedence Study
 Perform an analysis of production services companies with a pre emptive view of new industry developments in leading staging
environments.
 Research the overseas markets that can be identified as potential competitive targets, threats or alliances for ETG.
 Meet with existing clients to properly categorize business segments to pursue.
 Item One. Development of a sales plan and strategy for the coming year.
 Item Two. Draw up a sales projection format for coming and subsequent quarters.
 Item Three. Draw up and formalize a sales target.
 3.2.2 Markets Research
 To develop and implement a feedback mechanism with existing client base. This is to ascertain current expectation and satisfaction levels.
 Additionally, investigation into new interest and feasibility of specialist lighting architecture solutions in Asia. Investigations will be carried
out by way of direct contact with leading service providers in more developed markets.
 Item One. To draw up a potentials actionable program.
 3.2.3 Market Collateral Generation
 Help develop the required sales specific marketing collaterals to assist ETG’s sales unit to make explicit their products to prospective Clients.
 Item One. Sales ppt (generic)
 Item Two. Sales collateral existing (tidy up)

28. etg RegionalDevelopment Work
3.2.4 Market Projections & Targeting
As above
To work with the current business team to establish a sales projection system and format moving forward. This does not preclude the
requirement for a formal monthly sales targeting format which needs to be developed and installed only after potential revenue streams and
performance levels have been sorted out.
3.2.5 Execution
Execute a Business Development plan that will be able to safeguard existing clients for ETG.
The execution should focus on achieving the following:
a) A clear sales objective and strategy for the business department.
b) Provide management a simple and clear dashboard for business activity and potential for the future.
c) Sales organizational structure review that corrects any overlap.
d) Specific to the market segmentation development of individual sub-sales strategy.
Taking into consideration:
a. Possible emerging markets by territory.
b. Industry Shift amongst show owners, promoters, organizers and specialists.
c. IR requirements.
d. Singapore Exportability (or rising exchange rate may force a strategy refocus)
3.2.6 Final Report & Presentation
Prepare a final report and recommendation for the Sales Department.
3.2.7 Start of Project < 0 week >
3.2.8 Business / Sales Department Review < 3 weeks >
3.2.9 Value Proposition & Business Models < 6 weeks >
3.2.10 Structural Model Review and Recommendation < 3 weeks >
3.2.11Sales Collateral (Website, Brochures as appl.) < 12 weeks >
3.2.12 Final Report & Presentation < 2 weeks >
3.2.13 End of Project Grand Total < 26 weeks >

29. etg Needs To Engage
Expanding Markets
 "AV solutions are growing in all markets. The survey findings clearly indicate
the upturn of mainstream awareness of AV technologies,"
ICIA Board Member Jim Smith
International Communications Industries Association, Inc
 Beyond the top markets, such as business, education and government, ETG
needs to make significant gains in other areas such as:
 Retail – fashion, financial, lifestyle,
 sports arenas
 museum exhibits
 meetings and conventions
 healthcare
 and the worship market

30. etg Needs To Engage
Signage & Displays
 The market for large information displays is growing at a rate that ETG cannot
ignore.
 There is increased use of digital signage, particularly in the retail sector, for
delivering a message, selling products or simply providing information along
our roads.

31. etg Needs To Engage
AV Converging With IT
 AV/IT convergence is driving the introduction of technologies supporting a
number of newer applications including streaming media, webcasting, wireless
and software, all relative newcomers in the AV space.
 Currently these segments have low penetration rates but are expected to grow
significantly as products continue to web-enable technologies.
 It will be prudent for ETG to take an early adopter lead in
this regard.

32. BusAds
Regional Development Work
Relevant Work Experiences
BusAds
Singapore / Kuala Lumpur / Mumbai / Seoul / Tokyo / Bangkok
BusAds started operation as a one-man show in 1983. Then known as BusAds, its core business
consisted of one-off bus advertisement projects, mainly bus panels advertising. The business grew
tremendously and within five years, the company started its in-house production team. By
1995, BusAds was clearly the market leader in outdoor advertisement production.
Today, BusAds is proud to operate a fleet of machine which is capable of satisfying the various graphic
print requirements, such as banners, posters, fleet and MRT advertising, etc. BusAds maintains its
position as a market leader with its commitment to provide the highest level of quality printing and
service to our clients.
It was Bus Ads intention to break into the Aircraft Graphic Laminates industry. The task ahead was to
promote that BusAds obtained the Production Organization Approval (POA) from Civil Aviation
Authorities for printing of interior and exterior aircraft decals and install this as the new reference
standard across Asia Pacific countries. Specifically, the target was intended for military applications.

33. BusAds Air Warfare
Challenge for Military Applications
 Split upper/lower color camouflage patterns reveal
aircraft belly on banking
 Contrasting lower surface colors with backgrounds
compromise aircraft’s position and maneuver

34. BusAds Air Warfare Case Study
(Learning)
 F-105G Weasel Thud (Vietnam)
 Two Tone, Green & Sand (upper surface) with Light
Green (belly)
 Aircraft flashed ‘White’ on low-level banking giving
away position

35. BusAds Presentation
Air Warfare Case Study (Applications)
 F-105 Weasel Thud
Green & Sand Camouflage applied to belly
 F-4G Weasels and A-10’s
Committed to wrap around camouflage
 Split upper grey and lower blue or black camouflage used
as far back as 50’s by RAF
 There are many more examples

36. BusAds Recommendation for
Military Aircraft Camouflage Considerations
 Mostly depends on aircraft operating environment
 Considerations could include:
 low level daylight operations
 bombardment
 maritime strikes
 reconnaissance roles
 air to air detection
 large aircraft concealment, etc.

37. BusAds Presentation on
Air Warfare Concerns Today
 Perspective shift in air warfare strategy
 Concern is with air surveillance detection
 Reduction of radar emissions

38. Other Regional Projects
Relevant Work Experiences
Thang Long Hanoi
Light-up of Long Bien
Military Veterans and Ministry of Defense Vietnam and Singapore
Hanoi, Vietnam
Marketing & Organizational Skills Development Programme
Asian Institute of Marketing
Makati / Manila, Philippines
MSME Development Programme
Commonwealth Secretariat
Jaipur, India
MSME Development Programme
Chandrigah, India
Youth Entrepreneurship Development Programme
Pacific Youth Commonwealth
Port Vila, Vanuatu
Youth Entrepreneurship Development Programme
Ministry of Labour
Port Moresby, Papua New Guinea
Total: 12 Countries 16 Cities

39. Detailed Work Plan
Phase 1
Project Launch, including Project Preparation, Preparation
of Consultation Materials and Preliminary Research on
Marketing Environment in Jamaica, including Financial
Services industry
Prelimirnary field mission for consultations with stake
holders, field research and evaluation, including meeting
with agribusiness sector’s
Post-filed mission analysis, report to stakeholders and
preparation of training plan

40. Detailed Work Plan
Phase 2
Investigations and local research and analysis.
Consultation with industry leads within Jamaican
environment. Record local market norms
Capacity building including marketing training for agro
business with emphasis on MSME development bias
One to One Counseling to companies in manufacture and
packing sectors

41. Detailed Work Plan
Phase 3
Finalize and deliver new organizational strategy
including training and continued implementation
plan
Deliver capacity building training modules on product
marketing design and development
Final report preparation and submission to the
Commonwealth Secretariat

42. Detailed Work Plan
Activity Period Level of Effort
Phase 1 3 weeks in Jamaica
June – mid July 2011;
report to be submitted within 2
weeks of completion of outputs
Phase 2 3 weeks at Consultants
Base or in Jamaica
July - September
Phase 3 4 weeks in Jamaica
Oct – Nov 2011 (final project
report to be submitted by
16 Dec 2011) Submission of a detailed
project delivery report, along with
outputs

43. The Project Team Leader
MAURICE WILLIAMS PMC, MIMC
Tel: (65) 96755719; (65) 6892-1978 Email: mauricewilliams.esq@gmail.com
Address: 35 Dairy Farm Road #01-04 Dairy Farm Estate Singapore 679052
With 20 years of marketing, advertising and sales expertise, in positions such as the Chief Marketing Officer of public-listed Singapore Post, Marketing Director of Sentosa, and
a member of the Economic Branding Task Force and the Integrated Resort Selection Committee (Ministry of Trade & Industry), I am confident in contributing positively to the
continued growth of your organisation.
Possessing extensive experience in multi-dimensional programs required for consumer, corporate and stake-holder perspectives across geography, I have vast expertise in
articulating unique propositions, channel management, event marketing, exhibitions, branding, market research and product development, coupled with a strong background
in operations, strategic planning, resource acquisition and media analysis. Some of my career highlights include:
Transformed Sentosa into a star attraction with 1m visitors monthly. Attained over 30 marketing awards. Attracted S$10.2b in investments and increased rental revenue 13-fold
to S$15m annually. Staged world-class events such as Barclay’s S’pore Open, Forbes Global CEO Conferences, Volvo Ocean Race.
Streamlined S’pore Post’s image in 122 properties. Introduced logistics, mail, retail & financial products - won a Direct Marketing Award, and increased a business unit’s
revenue 400% to S$1m annually.
Set up the world’s 1st Wired on Wireless digital broadcast application across 1800 buses, taxis & trains, and across 225 supermarkets, to enhance advertising impact.
Managed up to 36 staff and annual budgets of up to S$15m. Collaborated with organisations such as DHL, China Post, banks, government bodies, MTV, SIA, and National
Geographic.
As a manager who attracts, retains and motivates staff to build sustainable teams, I believe in empowerment to question organisational assumptions in decision-
making, resulting in higher performance. I possess boardroom experience in managing restructures and change management with investors and stakeholders, and have a
nurturing, inspiring, open and objective leadership style. Analytical and creative, I have developed strong interpersonal, teamwork and problem-solving skills in fostering
numerous partnerships and translating top management decisions into actionable programmes. With a keen attention to detail, I am perceptive in decision-making and am
able to deliver under pressure.
Currently, I am a CFTC Expert (Commonwealth Fund for Technical Co-operation) with the Commonwealth Secretariat where I provide on-the-job training and introduce new
technologies and practices in CSAP (Commonwealth Service Abroad Programme) projects.
I believe my background is a good match with your requirements, and look forward to further discussion regarding how I could help fulfil your organisation’s objectives. Thank
you for your consideration.

44. Management Consultant
Certification

45. Project Budget
Components
Consultancy Fees 18 000
Air Travel (two missions) 4 000
Travel Related Expenses 400
Subsistence (35 nights) 1 400
Repro. of training material 500
Other assig. related exp. 600
Total Circa 25 000 Pounds Sterling