Every mandate below starts with a decision a board must take: a balance sheet to fund, a function to rebuild, an audit committee to satisfy, a sector to take to market, a purchaser to separate from its providers, a system to corporatise, a business to sell. Boards engage me when reform must be delivered, not described.
Funding strategy, capital allocation, and bankable business cases for balance sheets that must carry the strategy.
Led or advised: over $1.2bn in exit and debt funding transactions · a 25-year $300mn sale and leaseback · a private equity exit at over 2x.
Operating models, role architecture, ERP, pricing and costing that move finance from scorekeeper to steward.
From Harley Street to the Gulf: EBITDA margin from 20 to 27 per cent at The London Clinic · a cost-neutral 100-day transformation and Oracle ERP rollout at Fakeeh Care · an eight-initiative $160mn programme at a $40bn national utility.
Accountability architecture, segregation of duties, and stage gates that let boards act with confidence and turn governance into enterprise value.
On both sides of the table: audit, nomination and remuneration, and investment committees at Risk Capital Partners · the $500mn Quantum Leap oversight committee at The London Clinic · the regional boards of Aspen Healthcare, reporting to the US global board · 25 years of chartered accountancy discipline.
Concession models, commercial gates, and business cases anchored in Saudi Arabia’s Private Sector Participation Law, with the fiduciary controls that sit beneath long-term government contracts.
In both sectors: founding member of the Ministry of Health’s PPP committee · the governance for value-based purchasing across a 5,000-facility system · six water clusters moving from management contracts to long-term concessions at a $40bn utility.
Value-based care, benefits package design, tariff economics, and the service-level agreements that make purchaser-provider separation work.
From both sides of the contract: the Health Benefits Package and service-level agreements across a $32bn, 5,000-facility system corporatised into 20 care-delivery groups · a 12 per cent tariff increase negotiated with Bupa and Tawuniya as a provider CFO · health economics taught at Alfaisal University.
Translating national mandates into institutions that work: corporatisation, budget architecture, and delivery governance for systems that answer to a ministry or a sovereign fund.
Under Vision 2030: a $32bn health system corporatised into a holding company and 20 care-delivery groups; a $40bn utility’s budget cycle rebuilt line by line; $600mn of projects delivered.
Preparing businesses for disposal, investment, or concession: finance rebuilt to a bankable standard, governance that investors can price and a mandate run from restructuring to a signed exit.
From the sell side: the Welsh Carson and USPI exit from Aspen Healthcare, an opco-propco disposal completed within the year at above $500mn · a Risk Capital Partners portfolio grown from two to five companies and taken to exit through a competitive process.
A seat on the board or its audit, investment or remuneration committee, bringing a chartered accountant’s discipline and a record of converting governance into enterprise value. Suited to boards facing a concession, a corporatisation, a regulatory settlement or a transaction where the numbers must hold under scrutiny.
regulated infrastructure · healthcare · sovereign-backed boards
A senior adviser or programme lead embedded in the organisation for the length of the mandate, from design to delivery, as at the Ministry of Health and the National Water Company. Suited to ministries, sovereign funds, and their portfolio companies that need a national mandate turned into a working institution.
sovereign programmes · national utilities · health systems
Finance leadership through a transaction, as chief financial officer or on an interim basis, from rebuilding the function to a bankable standard of diligence to a signed close, as at Aspen Healthcare. Suited to owners preparing a disposal or a concession, and to the rebuild that follows a deal.
disposal or concession · privatisation readiness · post-deal rebuild
Briefings and teaching for boards and executive teams on privatisation, concession finance, value-based care and reading financial statements, drawing on the Alfaisal University lectures and The Executive Dispatch. Suited to boards preparing for a reform decision and to conference programmes on Vision 2030, PPP and health system finance.
board briefings · executive education · keynotes
I am open to non-executive director, audit committee and advisory conversations in regulated infrastructure, healthcare, andsovereign-adjacent businesses.