Global Strategic Planning / Turnaround Management / Cross-border Mergers and Acquisitions/ P&L Responsibility / Competitiveness and Corporate Governance -- Financial and Consulting Services
Global Executive, Strategy and Financial Leader:
Entrepreneurial Experience / Turnaround / Start-ups:
Proven Track Record with a strong acumen for economic and business development in both the public and private sectors.
Career Overview / Entrepreneurial and Fortune 500 Experience
Global Infrastructure Advisory Services Washington, D.C.
The World Bank Washington, D.C.
Citibank, N.A. New York and International
McKinsey and Company, Inc. New York and International
Ford Motor Company Michigan and International
Industry Expertise (5)
Areas of Expertise (9)
Global Financial Markets
Country Risk and Governance
New Actors in Financial Markets
University of Pennsylvania: B.A. and B.Sc., Economics and International Relations 1971
My undergraduate dissertation was on "Civil Disobedience: A Comparative Study of Mahatama Gandhi and Martin Luther King".
Wharton Business School, University of Pennsylvania: M.B.A., Finance and International Marketing 1972
Elected a Wharton Public Fellow to the White House, Summer of 1972
- The Wharton Executive Education
- Bretton Woods Society
Event Appearances (12)
Securities Industry Institute Philadelphia, PA
Advanced Management Program, Wharton Executive Education Philadelphia, PA
KPMG Lead Partner Academy Philadelphia, PA
Shanghai Municipal Corporation Philadelphia, PA
New York Stock Exchange New York, N.Y.
Minshing Bank, China Beijing, China
Korea Management Association for CEOs Seoul, South Korea
Airport Infrastructure: The Emerging Role of the Private Sector Vienna, Austria
Dubai World's Senior Management Conference Dubai, United Arab Emeriates
Airports Council International New York
International Foundation for Employee Benefit Program (IFEBP) San Francisco, Calif.
Jiangyin Rural Commercial Bank and Triway International Fairfax, VA
Sample Talks (5)
Global Corporate Strategy: Effectiveness for Mythical
Most corporate ‘strategic plans’ have little to do with strategy. They are simply a three-year or five-year rolling resource budgets and some sort of market share projection. Calling it ‘strategic planning’ creates false expectations that the exercise will somehow produce a coherent strategy.
A Two Speed World: Convergence or DeLinking
How economies from the western world and emerging markets are either converging or de-linking. Five major scenarios that shows the facts between the two economies.
Infrastructure Financing: The Role for Increased Public Private Partnership
There is tremendous investment demand for improving infrastructure. This demand for investment cannot be met by the state alone and therefore the gap must be filled with an effective framework for public=private partnership.
Global Financial Markets: From Boom to Bust
Financial markets are become more global and markets are highly integrated and interdependent. On one hand this has helped diversify risk and on the other has increased the frequency and intensity of financial crisis.
Globalization: Myth or Reality
Although major advances have been made in the area of globalization, a number of factors remain and current political events may slow its future growth
- Workshop Leader
- Author Appearance