I lead corporate strategy and sustainability across agribusiness and the GCC, turning ambitious strategy into growth that lasts.
Capital is available. Plans are plentiful. What is scarce is keeping a strategy in front of decisions long enough for it to become something you can point at, and building it on resources that will still be there when it does.
Not how a framework says they should be. A decade inside the region, across government and private enterprise.
Field operations, national platforms, and enterprise strategy at a sovereign-backed investor.
So plans can be funded, sequenced, and owned, not just presented.
Water, land and energy decide which businesses can work here at all. I build them into the strategy from the first page, so what we grow is growth that lasts.
Strategy and investment, agribusiness, fisheries, data systems. Each domain added to the last, and each taught the same habit: understand a complex system completely, then move it.
I came to strategy the long way round: IT and geographic systems, then the FAO, then fisheries and aquaculture, and now corporate strategy and sustainability at a sovereign-backed investor. Each field taught the same habit: understand a complex system completely, then move it.
Read the full story→An independent view on strategy, sustainability and governance, and whether a plan can realistically be delivered. Most useful on strategy, risk and sustainability committees, and where agribusiness, food, water or sovereign-linked investment are on the agenda.
An independent view on strategy, sustainability and governance, and whether a plan can realistically be delivered.
Practical perspective from someone who has worked inside national programmes, not just alongside them.
Strategy and capital framed together, so a thesis holds up operationally as well as financially.
How decisions are really made here, who needs to be aligned, and what will not work on the ground.
Why execution is not happening, and how to get the plan moving again.
