Every engagement below reconciles to a number: a margin moved, a facility financed, a function rebuilt, a system corporatised, a mandate closed inside a year, an exit returned. The record spans regulated infrastructure, healthcare, sovereign reform, and private equity across the UK and the Gulf.
Mandated under the National Water Strategy 2030 to lead the distribution sector's privatisation: six clusters moving from management contracts to long-term concessions, from business case to financial close. The mandate spans concession design, cluster readiness, the sector PSP plan, and the client-side concession management function.
2026
Seven years in the Health Sector Transformation Programme under Vision 2030, invited by the Minister of Health to make a $32bn, 5,000-facility system financially sustainable and structurally accountable. Helped architect the corporatisation into the Health Holding Company and 20 care-delivery groups; separated regulator, purchaser, and provider through a national Health Benefits Package and service-level agreements; set the national capital standard through the two-volume Capital Handbook; and selected IPSAS for reporting integrated with the Ministry of Finance.
2017 - 2024
As CFO of Aspen Healthcare, managed the Welsh Carson and USPI exit strategy through an opco-propco disposal, leading the 25-year, $300mn sale-leaseback of four hospitals with Welltower as the first step, while operations ran uninterrupted. In parallel, provided executive counsel on the $215mn sale of Aspen to Tenet Healthcare, completing the disposal mandate within the year at a combined transaction value exceeding $500mn, and reporting throughout to the group chief executive, the regional boards, and the US global board.
2014 - 2015
Group financial controller and operating partner at Risk Capital Partners for five years, institutionalising finance across a buy-and-build portfolio grown from two companies to five through the acquisitions of Signpost Solutions (£25mn, highway infrastructure) and VeriPark (£5mn, technology) and the E-Volt electric vehicle charging venture, built from feasibility to exit. Ran the disposal of APT Controls to Swarco AG from process design through due diligence to sale agreements and completion, returning more than 2x cost to the sponsor.
2009 - 2014
Engaged to make a non-bankable finance function investable at a PIF-owned utility with a $40bn asset base serving 25mn people. Designed the enterprise finance strategy and an eight-initiative $160mn transformation portfolio with $80mn of modelled five-year benefits, validated by the evaluation and capex committees; mobilised internal delivery teams ahead of consultant onboarding; rebuilt the budget cycle; and designed a new organisation structure with 17 new roles and 32 role profiles, the finance foundation for the sector’s move to concessions.
2025 - Present
As CFO of Fakeeh Care in Jeddah, led the margin and growth programme, anchored by a 12 per cent tariff increase negotiated with Bupa and Tawuniya, and a cost-neutral 100-day transformation alongside the Oracle ERP rollout, which introduced procedure-level costing and insurer-level profitability. Secured SAR 400mn ($107mn) of credit facilities funding the Surgical Tower, the Diabetic Centre, the Olympia Executive Centre, the Family Medical Centre and the Faculty of Medicine, all operating today, and architected the 25-year $270mn cross-border growth plan, now operational.
2016 - 2017
Seven years at The London Clinic as group financial planning manager, preparing the feasibility study and investment appraisal for the $120mn Cancer Centre and carrying the financial case through to its inauguration by Queen Elizabeth II, as part of the $500mn Quantum Leap estate renewal. Lifted EBITDA margin from 20 to 27 per cent through pricing and spend efficiency programmes, cut debtor days from 47 to 35 and sat on the Quantum Leap oversight committee and the strategy, financial and IT committees.
2002 - 2009
Built the commercial gate architecture anchoring water purchase, transmission, treatment, and long-term O&M agreements in Saudi PSP law. Co-authored the concession RFP as a member of the technical committee, the tender that now brings the sector to market.
2025 - 2026
The advisory practice is built on this record: capital strategy, transaction readiness, finance transformation, governance, concession finance, health economics and sovereign programme delivery, for boards that need ambition translated into bankable, governable execution.