ECONOMIC GROWTH & TRADE

UK: Growth Gateway Programme

The £50m Growth Gateway Programme aims to drive increased two-way trade and investment between the UK and Low- and Middle-income Countries (LMICs) and deliver significant benefits to both. The programme works directly and indirectly with the private sector to: provide digital guidance on export readiness, import regulations and financing options; deliver support to UK and LMIC firms to advance opportunities with positive development impact; and, deliver technical analysis to unlock sectoral and cross-cutting barriers and develop opportunity pipelines. As a supplier to the programme, Development Executives is relied on to provide specialized trade and investment as well as monitoring evaluation and learning related expertise to the programme. (FCDO, 2024 – 2025)

Indonesia: Kemitraan Indonesia Australia untuk Infrastruktur (KIAT)

The KIAT is a 10-year facility supported by the Australian Government and its overarching goal is to support ‘sustainable and inclusive economic growth through improved access to infrastructure for all people’. To support this goal, KIAT works with the Government of Indonesia (GoI) and other development partners to help achieve: improved GoI policy and regulatory framework for infrastructure development; high quality projects prepared and financed by GoI, the private sector and/or MDBs; high quality infrastructure delivery, management, and maintenance by GoI; and, infrastructure policies, design and delivery that are more inclusive for women and people with disabilities. As a Technical Assistance Panel member, Development Executives supports KIAT by providing a range of pre-qualified specialists to undertake technical assistance work on the project. (DFAT, 2024 – 2026)

Pakistan: Investment Promotion Activity (IPA)

The purpose of the IPA is to strengthen Pakistan’s business enabling environment to build greater credibility of Pakistani institutions and improve the ecosystem for foreign direct investment and increase U.S.-Pakistan bi-lateral trade and investment. As a subcontractor, to this five year program, Development Executives will work closely with governments (federal and provincial) and private sector stakeholders (e.g., businesses, associations, investors, etc.) to strengthen the investment climate for foreign investors in Pakistan and promote opportunities for enhanced trade and investment between U.S. and Pakistan businesses. (USAID, 2022 – 2026)

Pakistan: Sustainable Energy and Economic Development Programme (SEED)

Development Executives is a key local subcontractor on the seven year SEED programme. The programme is geared towards supporting provincial economic development and sustainable energy in Pakistan. It will support the province of Khyber Pakhtunkhwa (KPK), to plan and finance the infrastructure and investment it needs for growth, jobs and prosperity. The programme will also address Pakistan’s energy crisis by providing innovative financial solutions to industry for the adoption of sustainable energy practices. (DFID, 2020 – 2025)

UK: DFID International Multi-Disciplinary Programme Framework Agreement (IMDP)

Development Executives is a supplier for IMDP Framework Agreement which provides DFID to access advice and expertise in a cost efficient and effective manner across 11 thematic areas. Development Executives will provide support across multiple IMDP lots which include: Conflict & Governance; Education; Infrastructure; Livelihoods; Social Development; and, Research. (DFID, 2019 – 2021)

UK: Investment Promotion Programme (IPP), Evaluation & Learning

Development Executives’ CEO served as the Programme Evaluation Lead for the IPP. The IPP was a £50 million programme which provided support across four work streams: capacity building of Investment Promotion Agencies; Investment Promotion campaigns and events; technical assistance to Public Private Partnership for investment projects; and, trade and investment integrity initiatives. Focus countries included Nigeria, South Africa, India, Pakistan and Philippines. (FCDO, 2018 – 2021)

UK: Global Finance Programme (GFP), Evaluation & Learning

Development Executives’ CEO served as the Programme Evaluation Lead for the GFP. The GFP was a GBP £68 million programme which provided support across four work streams: strengthening banking systems; deepening capital markets; mainstreaming equitable usage of financial technologies (digital finance); and, fostering an environment of financial stability. Focus countries for GFP included Bangladesh, Ghana, Kenya, Mozambique, Morocco, Nigeria, Pakistan, Sierra Leone, South Africa, Tanzania, Zambia, etc. (FCDO, 2018 – 2021)

UK/Pakistan: Business Environment Reform Facility (BERF)

Development Executives was retained provide technical and advisory support for undertaking a research study for BERF focusing on identifying binding constraints and policy reform options for development of priority sectors in the Punjab province. The objectives of this research study were to: identify the binding constraints in the business environment to domestic investment and expansion in priority sectors (such as, agriculture, livestock, manufacturing and automotive sectors); assess potential of these sectors and implications of identified constraints in terms of economic growth, job creation, women’s economic empowerment, linkages with multinational firms and other spillovers to the local economy; and, provide policy reform recommendations. (DFID, 2016)

Pakistan: FATA Economic Stabilization Program (FESP)

FESP was a four-year, $50 million project to create jobs and improve economic opportunity in the Federally Administered Tribal Areas (FATA). The program was designed to help farmers to move beyond food insecure subsistence and support non-farm entrepreneurs, and do so in ways that: improve their livelihood; increase returns from investments in infrastructure that the US Government had made in FATA; and, contribute to further stabilization of FATA by building viable economic alternatives to militancy. The program was meant to serve as a bridge between short-term stabilization activities and longer-term more sustainable development. Development Executives was tasked with leading implementation of Component 2 of the program which focused on non-agricultural activities, such as: strengthening and establishing micro and small enterprises; strengthening supply chains between business operators in the tribal areas and those in the settled areas markets; rehabilitating market infrastructure; and, developing local business and trade associations. (USAID, 2014 – 2016)

Pakistan: Punjab Enabling Environment Program (PEEP)

Development Executives was a key implementing partner for this five year USAID funded economic growth program. The goal of PEEP was to improve the enabling environment for the agriculture sector in Punjab to promote private sector-led growth, especially focusing on the horticulture and dairy and livestock sub-sectors. PEEP was geared towards creating internationally competitive policy environment for horticulture, livestock and dairy sub-sectors and providing the private sector with security required for investments in agriculture aimed at improving quality and quantity of produce in the domestic market. More specifically, PEEP aimed to: accelerate advocacy for policy, regulatory and institutional reforms through the private sector, leading to early adoption and implementation of these reforms; support institutional capacity building to sustain enabling environment reforms; and, mobilize major private sector investments in horticulture, livestock and dairy projects in support of changes in the business enabling environment. (USAID, 2014 – 2019)

Pakistan: Federally Administered Tribal Areas Investment Plan Study (FIPS)

Development Executives was retained to develop a broad-based investment plan for FATA. The need for developing FIPS stems from the idea that it is timely to undertake a stock take of progress realized through an economic growth lens and to provide stakeholders with a road map of investment options available for increasing economic activity across FATA. The investment plan is being built upon in-depth analysis and assessment of key economic sectors (such as, agribusiness, livestock and dairy, fisheries, forests, trade, minerals, education and health) where growth can be realized. These investment plans will double as both as a strategic planning tool as well as a guiding instrument for stakeholder’s activities in FATA. Moreover, information provided in these plans will enable public and private sector stakeholders and donors to utilize and allocate resources more effectively for broad-based economic development of FATA. (USAID, 2013 – 2014)

Pakistan: South Waziristan Agency Development Plan (SWA ADP)

Development Executives was contracted by USAID to develop the SWA ADP. The SWA ADP assignment was designed to provide government and donors with a viable set of investment options for enhancing the socio-economic circumstance across the tribal agency. Developing the ADP involved conducting in-depth assessments and analysis for five key sectors: water; agriculture; trade; minerals; and, power. Then, based upon sector-specific assessments, the Development Executives team: developed fully costed medium-term agency recommendations/action plans; highlighted investment opportunities that could catalyze economic growth; and, outlined opportunities for establishing viable public-private-partnerships. (USAID, 2012 – 2013)

Pakistan: Mid-Term Evaluation of Federally Administered Tribal Areas Development Program – Livelihood Development (FDP-LD)

Development Executives was retained by USAID to assess performance of one of its largest livelihoods development programs geared towards development of the Federally Administered Tribal Areas (FATA). The evaluation: assessed FDP-LD’s progress in relation to its goals, objectives, activities and indicators; analyzed and evaluated long term, sustainable impact of FDP-LD’s investments and interventions; captured FDP-LD’s success or failure in adopting viable programmatic approaches and interventions; and, informed USAID on ways to improve future assistance to Pakistan. (USAID, 2011)

Pakistan: Bajaur and Mohmand Agency Development Plans (ADP)

Development Executives’ core team member served as Team Leader for developing ADPs, or investment plans, for conflict prone tribal agencies within the tribal area of Pakistan. Main focus of these ADPs was to develop detailed assessments and value chain analysis to highlight opportunities for interventions and investments that would spur sustainable socio-economic development across two tribal agencies of Bajaur and Mohmand. The ADPs focused on five key sectors, namely: water; agriculture; trade; minerals; and, power. (USAID, 2010)

Pakistan: Federally Administered Tribal Areas Capacity Building Program (FATA CBP)

Development Executives’ core team member was retained by USAID’s FATA Capacity Building Program to develop and implement high profile industrial development initiatives across Khyber Pakhtunkhwa Province and the Federally Administered Tribal Areas. This involved: developing an institutional framework for investment promotion; advising on establishment of special economic zones; conducting consultative workshops to secure buy-in of key stakeholders; designing and implementing a range of donor funded technical assistance programs; and, enhancing capacity of both the public as well as the private sector. (USAID, 2008 – 2010)

Pakistan: Assessment of Afghanistan/Pakistan (Af/Pak) Cross Border Area

Development Executives’ core team member was retained by DFID to develop an assessment for the Af/Pak cross border region by summarizing available evidence and developing in-depth analysis of key economic sectors (such as, agriculture, trade, minerals, etc.). This assessment provided a better understanding of how the local population is linked to the region’s economy and shed light on their access to cross border livelihoods opportunities. The assessment also provided an analysis of existing market conditions and included information on key traded goods, income levels, job creation, labor market, barriers to trade, etc. (DFID, 2009)

UK: Business Plan for Alliance for Green Revolution in Africa (AGRA)

Development Executives’ core team member led the development of a comprehensive business plan for AGRA clearly laying out the landscape of African Agriculture, the role of AGRA, its composition and governance, its strategy, programs and human resources and financial planning required to deliver on its ambitious goals. The project also involved successfully developing a completed proposal to DFID that resulted in securing $15 million in additional funding for AGRA. The proposal addressed key issues for appraisal by DFID, such as, Institutional, Social, Economic, Political, Environmental & Fiduciary Risk Assessments, etc. (DFID, 2008)

South Africa: Export Promotion Manual (EPM)

Development Executives’ core team member was retained by the Commonwealth Secretariat to assist South Africa’s Department of Trade and Industry in preparing an EPM which will serve as a reference manual for Export Promotion Directorate staff and Foreign Economic Representatives (FERs) and to inform the rest of DTI on how they fit into the wider framework of export development policy and programs. (Commonwealth Secretariat, 2007 – 2008)

 Georgia: Evaluation of Georgia Wholesale Electricity Market (GWEM)

Development Executives’ core team member assisted the EBRD in assessing technical assistance provided to GWEM which was geared towards: providing assistance in the management and operation of the GWEM according to the entities internal rules and the terms of the Georgian Electricity law; improving collections by enforcing disconnection; ensuring transparent reporting and remission of funds to power generators; reconciling supply and demand statistics; and, reporting on progress and analyzing volumes to understand financial flows. (EBRD, 2008)

 Macedonia: Municipal Environmental Action Program (MEAP)

Development Executives’ core team member assisted EBRD in assessing the MEAP which was a broad based EBRD investment and TC program designed to bring vital reforms to the water sector in Macedonia. As structured the MEAP involved providing assistance for: program management and coordination; preparation of design and tender documentation, assistance in procurement and contracting, construction supervision; implementation of the Financial and Operational Performance Improvement Program. (EBRD, 2008)

 UK: Irish Cooperation Programme in South East Asia

Development Executives’ core team member developed in-depth assessments of Southeast Asian economies that supported the development of Irish Aid’s Strategy for the region. The assessment focused on using Ireland’s growth experience to develop a strategy of engagement with high growth countries, such as, Vietnam, Laos, and Cambodia. For each country, assessments of the patterns of growth, development challenges and assessment of government development plans and policies that fed into the final strategy report. (Irish Aid, 2007)

Saudi Arabia: Developing Economic Reform Programme

Development Executives’ core team member was retained to provide technical and strategic advisory support towards designing a multi-billion dollar private sector development program for the Province of Madinah in Saudi Arabia. This involved: managing and leading teams of international experts to develop and recommend business models and financial structures that would enhance Madinah’s physical (e.g., Airport, Roads, Railways, Seaports, etc.), human (e.g., knowledge-based society, etc.), technological (e.g., SMART Cities, ICT innovation, etc.), and financial (e.g., e-Banking services, etc.) infrastructure; working with a global network of knowledge innovation experts to develop the first-ever Intellectual Capital Assessment Report for the Kingdom of Saudi Arabia making it the second country for which such an assessment was developed; sourcing investment opportunities across key economic sectors in Madinah (such as, Mining, Agriculture, Manufacturing, Tourism, Small and Medium Enterprises, Business Services and Finance); and, developing information and analysis (such as, strategic studies, feasibility studies, business plans, presentations, etc.) required for investment decision making purposes. (Government of Saudi Arabia, 2004 – 2005)

Pakistan: Country Assistance Programme Evaluation  

Development Executives’ core team member was retained by Asian Development Bank (ADB) for the assessment and rationalization of over $1.6 billion in private sector development and financial sector development assistance to Pakistan over a twenty year period (1985 – 2005).  Assessed ADB’s strategies and operations that supported development of a broad range of financial intermediaries e.g., banks (commercial, SME, micro-finance/rural finance banks, etc.), Development Financial Institutions, Stock and Commodity Exchanges, etc. Developed reports and recommendations that had significant impact on the design of ADB’s 2006 multi-year Country Assistance Strategy for Pakistan and the future allocation of ADB resources in the country’s financial sector. (ADB, 2005 – 2006)

Pakistan: Balochistan Resource Management Programme (BRMP)

Development Executives’ core team member was retained by ADB to lead and manage the development of a broad-based Private Sector Development Strategy for Balochistan Province. The assignment required developing in-depth value chain assessments and analysis across a number of key economic sectors (such as, agriculture, horticulture, livestock, dairy, minerals and fisheries); advising businesses (domestic and foreign) and government on a range of public private partnership ownership and operating models; and, developing sector-specific action plans. (ADB, 2004 – 2005)

Pakistan: Privatisation Support                  

Development Executives’ core team member served as the transaction manager responsible for several high profile privatization transactions that involved disposal of state owned industrial and real estate assets into the private sector. Determined terms, timing, and method of sale to maximize value of assets being privatized and delivered organizational, valuation, and contractual due diligence to internal and external stakeholders. Simultaneously led and managed teams of investors, valuation experts, legal counsels, and other governmental and non-governmental agencies for effective execution of multiple transactions. (Government of Pakistan, 2003 – 2004)

Pakistan: Khushhali Bank (KB)

Development Executives’ core team member served as the Regional General Manager worked the largest micro finance institution (MFI) in Pakistan as which has been established with the support Government of Pakistan and Asian Development Bank.  Its main objective is poverty alleviation through social mobilization. As  the Regional General Manager I : (i) supervised the regional staff of professionals as well as developed regional and Field Unit teams (ii) designed and developed regional plans that effectively financed income-generating initiatives and provided saving facilities that encouraged capital formation (iii)  developed and implemented the operational plan (action plans and annual work plans). (iv) implemented management information systems to effectively plan, monitor, and audit resource allocation. (Government of Pakistan, 2001 – 2002)

United States: Capital Markets

Development Executives’ core team member served as a key member of Freddie Mac’s strategy team where he worked closely with the largest retail banks and Wall Street investment banks on a variety of projects across multiple financial markets i.e., primary and secondary financial markets as well as the global debt markets. He routinely managed and led cross-functional teams on initiatives that involved investments, venture capital, new product development, new market assessments, competitor analysis, joint ventures, marketing and contracting arrangements, investment analysis and due diligence, business process improvement, technological innovation. Played a key role in developing electronic trading strategies for Freddie Mac’s portfolio of over $800 billion which would allow the company to effectively trade financial products, such as, mortgages, securities, and debt instruments. (Freddie Mac, 1998 – 2003)