Subsequent to completing the EU contract in Kosovo and the closure of the EU direct intervention there I started my own consultancy operation offering services related to Water and Sanitation issues throughout the world

Chairperson, three corporate Boards
In order to positively affect the ‘Kosovarisation’ development process I promoted my deputy to the post of Head of Division and subsequently resigned my post. I was retained by the EU as a Consultant and until the end of June 2008 I was engaged as Advisor and Mentor to the new Kosovar Divisional Manager. I also took the chair of three of the more complex utilities companies. I continue to be engaged as and International Advisor to the water and waste sectors in Kosovo.

As Divisional Manager my initial challenge, with my ten staff members, was for the restructuring of 35 water companies, 35 waste companies and 6 irrigation companies into larger regional financially and operationally sustainable businesses. Kosovo suffers from unsustainable fragmented entities based upon municipal political boundaries. Having developed a strategy for restructuring on river basin management for the water companies and the five larger regions for the waste companies the major task the implementation of that strategy. Implementation required patient and protracted negotiations with local government officials, local communities, central government politicians and international donors. Those negotiations, although often difficult and frustrating, have been extremely successful and we now have 7 regional water companies, 7 regional waste companies and 3 regional irrigation companies. The main activities of my division are further consolidation, encouragement of private sector participation (PSP), developing and maintaining donor participation confidence, incorporation of the consolidated entities and continued management capacity building.
I chair the Supervisory Boards one water company and one waste company (preparing them for incorporation and developing corporate boards) and I chair the Corporate Board of the Kosovo Landfill Management Company (KLMC) which I established in 2005 and incorporated in February 2006.
The successful creation and implementation of the strategy for restructuring of water and waste utilities in Kosovo since March 2003 is widely seen as one of the major successes of the UNMIK/EU activities in Kosovo.
The following are identified as amongst the outstanding achievements under my leadership:
 Development of the waste management strategy for all Kosovo and subsequent implementation
 Achieving donor support to the water and waste sectors – in excess of €150M over three years
 Unbundling of sector specific utilities and subsequent consolidation to regional commercially sustainable entities
 Construction of 5 regional fully engineered landfills
 Creation of the Kosovo Landfill Management Company and subsequent incorporation
 Sourcing donor funds through European government institutions
 Developing PSP initiatives in the water sector
 Implementation of the incorporation agenda for all water and waste companies
 Management capacity building of water and waste companies
 Development of corporate governance structures for management of the companies

United Nations Mission in Kosovo (UNMIK)
Upon completion of my contract with the NGO I joined UNMIK as Regional Officer for Utilities in September 2000. I took Regional Responsibility (five municipalities) for capacity building of the management of the Public Utilities Companies and established a Supervisory Board system for the companies. I also made expert contributions to the development of the final waste disposal strategy for Kosovo.
My role with the UN involved with management capacity building of various water supply companies, establishment and chairing of supervisory boards for utilities companies, donor liaison, expansion of the water supply network, establishment of rural supply networks and many other post conflict development activities. An essential part of the responsibility was to ensure supply to ethnically and socially excluded communities irrespective of historical exclusion and discrimination.
During my tenure as Public Utilities Officer I successfully implemented the following water and sanitation projects:
• Water supply reinstated to four Serbian villages
• Water supply created for three Bosniak villages
• Water and sanitation supply instated to four previously unserved health institutions
• Urban water supply to Prizren improved by 70 in quantitative terms
• Supervisory Boards established for all water and waste companies in the Prizren Region

I directed Tearfund’s work in Kukes and Elbasan (Albania) from July until August and with the opportunity to work in Kosovo I expanded Tearfund’s operations to that area. The Tearfund work in Kukes Northern Albania was mainly focused on:
• Provision of appropriate sanitation facilities in collective centres
• Maintenance of sanitation facilities in refugee camps
• Provision of emergency water supply
• Evaluation of water supply and sanitation projects as implemented by other NGOs
• Water and sanitation advice to the UNHCR
The Balkans programme under my direction saw the successful completion of:
• Two landfill sites in Albania
• Over 1000 roofs to houses in Kosovo
• Over 100 houses built in Kosovo

MSc studies, WEDC (module specification details appended to this CV)

Gilford Developments was a very successful property development and management company started by myself in 1992 upon my return from East Africa.