Notre succès

NED position in Malaysia’s leading telco

Board role to monitor the shareholder interests in a market-leading integrated communications service provider operating throughout Malaysia and listed on the KL stock market.

• Investment oversight

• 12 billion USD market capitalisation

• 14 million subscribers

• Listed entity

MENA Mobile Operator Start-up

Advisory role to lead, prepare and submit a successful mobile licence application for investors in Jordan:

• 6-week initial engagement

• 3-man team

• License bid management and preparation

• Fund raising support

• The business was acquired within 18 months following launch for 300+ million USD.

CIS Mobile Operator Start-up

Seed assignment to conduct a feasibility study and business concept for the successful entry of Azerbaijan’s third mobile operator. The work included:

• Short three month inital feasibility study for shareholders

• Launch build-up

• Migrated into an skill augmentation role during the company’s start-up to scale-up phase

• Five years engagement

CIS Mobile Operator Turnaround

An initial Due Diligence assignment on an 11-year old mobile operator for new investors developed into a three-year shadow CEO roll with a 14-person transformation team, resulting in:

• Corporate rebrand

• 550% revenue growth,

• ARPU growth of 20% and;

• EBITDA improving from 15% to over 45%

Middle East Mobile Operator turnaround

• Brought in to 'steady the ship' and avoid imminent de-listing from local stock market . Successfully restructured debt, improved operational performance and hired new management team, setting the foundation after 24 months for long-term sustainable profitability.

• 5th CEO in 2 years

• 2 billion USD revenue business losing over 500 million USD per year

• Achieved a new five-year extension to a Sharia compliant Murabaha 2.4 billion USD facility with a significant reduction in margin and easing of terms

• Capital restructuring - complex transaction involving reduction of the company's capital and the region’s largest capital restructuring and Rights Issue of 1.6 billion USD

• Achieving a seven-year deferred payment schedule with the Ministry of Finance (worth 1.5 billion USD)

11th Largest Telco in the World

C-level assignment (Chief Group Strategy and Group Investments Officer roles) for the Middle East's premier  telco:

• 17 billion USD annual group revenue

• 5 billion USD annual revenues from international  subsidiary investments

• 11th largest telco globally from market capitalisation

The focus was upon establishing a long-term defendable market leadership position.

NED position Saudi Arabian Telecoms Operator

C-level and key shareholder advisory assignment to a rapidly growing fixed telco, FTTH, MVNO and ICT business: 

• 10-year (ongoing) engagement

• approaching 1 billion USD of annual revenues.

Appointed to the board of directors by shareholders in preparation for the IPO.

USA-European MVNO Start-up

Shared risk start-up role as ‘co-founder’, developing a unique and groundbreaking travel SIM business covering the US-EU-Russian markets in the 3G era. A sustainable and viable business that has :

• Unique global positioning

• High profitability

• Successfully com[leted over a decade of operations

Middle East Media Company

NED role as chairman of a leading UAE based media company involved in content production, acquisition, aggregation, content management, curation, DRM, and delivery. Key product development addressed the migration from IPTV to an OTT streaming/VOD platform for the region’s largest market.

Global Telecoms Training Company

Shared risk ( equity stake) role in the UK’s oldest telecoms training business. Driving growth and performance improvement through expansions in breadth of training material, accreditation and geographical scope of the operation.

• International revenue growth to over 50%

• Over 300,000 students trained

Red Sea Subsea Cable

Shared risk start-up role as chairman, ‘co-founder’ and investor, developing a unique high capacity, low latency submarine cable system across the Red Sea.

Specialist TowerCo

Invited by majority shareholders to enter the business on a shared-risk basis to:

•    Professionalise management structure (board and

executive levels)

•    Define strategic direction for sustainable growth,

•    Improve governance.

Following restructuring work, the business became an acquisition target and was sold at a significant multiple of the original 3rd party expert valuation.