WP. Kuala Lumpur, Federal Territory of Kuala Lumpur, Malaysia
I currently lead the global commercialisation of QarboGrow at Qarbotech, an agricultural biotech start-up. My focus is on building the partnerships, the team, and managing the regulatory groundwork that help us scale into new markets. I've 15+ years of experience, almost ten of those at Bopinc, where I was Global Growth Director. Our work focused on bringing innovative products and services to low-income consumers and smallholder farmers. I built out the global organisation across Africa and Asia and more than doubled turnover. I have a special interest in agribusiness and nutrition, and their role in addressing food security and biodiversity. I work hands-on, bringing strategy into practice. I care most about building people and systems that last.
Within the leadership team responsible for Qarbotech's global commercialisation across 30+ countries: market expansion, partnership development, product registration, and field trial oversight. Qarbotech is an agricultural biotech company commercialising QarboGrow, a nano-carbon photosynthesis enhancer that helps plants absorb more light. Leading two main priorities: 1. Open regulated markets: registration completed in Thailand and underway in the Philippines, Indonesia, the EU, the US, and Tanzania. Overseeing commercial trials in new markets. Support building of research partnerships for local adaptation. 2. Build the commercial engine: responsible for 50+ qualified prospects with five active distribution partnerships signed. Grown the sales team to five people, and a sales strategy developed.
Within the global management team responsible for Bopinc’s ambitions in strategic markets, business development and communications. Driven two key strategic changes: 1. From an organisation relying on the office in the Netherlands to an international organisation with staff globally (currently 61% of FTEs work outside the Netherlands), directly able to serve clients in key markets. This included: a) creating buy-in for the change within the Management Team, Supervisory Board and the broader team, b) set-up of legal entities in Bangladesh, Nigeria and Ethiopia, and c) managed Country Directors in these three countries and Kenya with a focus on building the right teams for our work. 2. Creating more focus on key accounts and the acquisition of larger projects to ensure business development targets are met more easily. This resulted in more than doubling of Bopinc’s net turnover (EUR 1,5 million in 2017, EUR 3,6 million in 2023). This was accomplished through: a) being more selective on which opportunities to pursue, b) building the capacity within the team, and c) strengthen processes for business development. I’ve also provided direct support for a diverse range of projects across countries in Asia and Africa on innovation, marketing & distribution focused on low-income consumers. I was responsible for Bopinc’s rebranding in 2020. Introduced OKRs in the organisation to support prioritisation of strategic initiatives in a fast-growing organisation. Involved in scenario planning and decision making around Covid.
Supported BoP Innovation Center with their work on inclusive business, inclusive innovation and last mile distribution in Bangladesh. - GEOPOTATO: Develop a behavioural change strategy and business model for a satellite based late-blight warning service for potato farmers. - Inclusive business training: support NUFFIC-funded training on inclusive business models for NGOs. One for CCDB (2015), one for CODEC (2016 / 2017). - Research on the impact that higher quality standards have on the inclusiveness of smallholder farmers in value chains for the Embassy of the Kingdom of the Netherlands.
Started Just Farming, with two partners, to include smallholder farmers into high-value supply chains. Worked with 200 mango farmers, 200 mungbean farmers and 25 potato farmers to improve quality and safety of agricultural produce. Sold mangoes directly to consumers for one season. Closed down the company eventually through a combination of challenges with existing traders and the investment required to monitor production and guarantee high-quality and safe food.
* Sustainable Energy for Development, GIZ (in partnership with MDF): Develop and provide training on developing business cases and business models in the sustainable energy sector. * SIFAV: Study on the role of women in contract farming to develop an inclusive business model for Bangladesh. * ICCO Cooperation: Support evaluation and recommend next steps of the Resilient Livelihood and Sustainable Food Security Project in West Nepal. * Mott MacDonald: Social Return on Investment (SROI) analysis on the impact of water management infrastructure built by the Blue Gold project. * Plan International Bangladesh (in partnership with MDF): Assessment of different partnership types and recommendations on how to create more efficient partnerships. * ICCO Cooperation: Finalization of semi-annual donor reporting for PROOFS. * Mott MacDonald: Analysis & reporting of socio-economic baseline survey for Blue Gold.
Responsible for the project implementation of PROOFS (Profitable Opportunities for Food Security) with a EUR 8.1 million budget, 75 staff and an outreach of 80.000 households. PROOFS implements market oriented interventions in agriculture, WASH and nutrition. Building on an infrastructure of existing farmer organizations, entrepreneurs and private sector actors. The project is funded by the Embassy of the Kingdom of the Netherlands (EKN). Involved in project design and proposal writing. Managed start-up, recruitment and procurement. Responsible for execution of value chain studies and development of implementation guideline. Supporting technical specialists in defining strategies for implementation. Responsible for coordination between field team, head office and three implementing partners (in Bangladesh and the Netherlands). Development of Detailed Implementation Plan for all partners. Development and implementation of Monitoring and Result Measurement System following the DCED standard. Ensuring compliance with iDE and donor policies, reporting to donor on progress and spending. Representing the work done before external stakeholders (donor, government, other NGOs). Facilitating trade missions organized by EKN to encourage business between Bangladesh and the Netherlands.
Implementing the iDE part of PROSHAR (Program for Strengthening Household Access to Resources), a USAID project implemented by ACDI/VOCA. Responsible for a budget of USD 1.4 million, 16 staff and reaching 7.500 households. iDE was responsible for the hands-on capacity building of three local partner NGOs. Involved in project design and proposal writing. Managed start-up, recruitment and procurement. Supported in development of value chain studies and implementation guideline. Responsible for coordination between field team, head office, local partners and ACDI/VOCA. Development of Detailed Implementation Plan. Development and implementation of Monitoring and Result Measurement System following the DCED standard. Ensuring compliance with iDE and donor policies, reporting to donor on progress and spending. Representing the work done before external stakeholders (donor, government, other NGOs).
Part of the Innovation and Quality Management department of iDE. Created guidelines and training sessions that incorporated best practices and practical experience for staff that could be used across projects. Supporting implementation as a technical advisor of two projects commercializing Community Based Organizations.