Level Positions Portfolio Administrator

Mission-driven Strategic Leader who Mobilized $*B in Grants Annually from Public & Private Donors, and Managed a $13B Grant Portfolio,

and Managed Operations Valued at $10B to Measurably Improve the Lives and Livelihoods of 150M Poor People, Mostly Women and Girls

Summary of Qualifications and Achievements: Chief Development Officer

International Development Leader. Worked in leadership positions of increasing responsibility for 25+ years in two MDBs: the World Bank (the Bank) and the Asian Development Bank (ADB). Assignments covered multiple sectors, five regions, and 40+ countries, including two field positions.

Deep Experience with NGOs. Serves as the Board member of two global NGOs, the Partnership for Transparency Fund (PTF) and Climate-Friendly Sustainable Development Forum, with a focus on guiding them in preparing new strategies and mobilizing funds from donors. Also supports the PTF to identify local partners in Asia given his long relationships with NGOs as he served as the focal point for NGOs in Asia for nine years for the Bank and the ADB. Previously, he volunteered for a grassroots an NGO living in an Indian village for a year to monitor the implementation of a Bank project.

Seasoned at Working with Sr. Mgmt. and the Board. Served as a trusted advisor to Sr. Mgmt. and the Board on Trust Funds and Partnerships for five years by regularly providing them with updates, supporting them to solve high-level problems, and implementing their advice in shaping the portfolio.

Ideated and Steered Multistakeholder Partnerships (MSPs). E.g., brought together 100 change agents from Governments, Multilaterals, Private Sector, Foundations, NGOs, Research Institutes, and Social Movements to address the problem that Bank projects failed as they lacked *local ownership*. Drove a four-year MSP to get a new policy approved mandating participation of the poor, especially women and girls, in the design of all projects. New policy and accompanying step changes contributed to increasing ratings of the Bank’s portfolio from an all-time low of 60% to 83% in five years.

Collaborative Management Team Member. Served on prestigious Bank-wide leadership teams charged with reforming critical systems, including Transparency, Operational Policy, and HR systems E.g., served on the HR Committee of the Operations Board, which oversaw Talent Management of all Operations staff, including 3K+ women. Successfully led a sub-group to address gender and racial inequities in promotions to senior-level positions.

EQ-based People Leader. Uses EQ-based leadership to communicate, inspire, capacitate, empower, steer, and evaluate inclusive and diverse teams to deliver excellence with high morale. The largest team he managed comprised 200+ staff based in 40 countries, four regions and HQ.

Big Picture Strategist who Delivers Scaled-up Impact. Led the preparation of game-changing strategies for the Bank in three sectors — Social Development (SD), Rural Livelihoods for Women, Water, Sanitation, and Hygiene (WASH). The implementation of the strategies measurably impacted the lives and livelihoods of 150M poor people, mostly women and girls, as he managed policy reforms and lending projects valued at $10B.

Integrator of Knowledge with Practice in SD to Inform the Work of 14 Sectors. Produced knowledge to understand multidimensional causes of poverty, inequity, and social injustice and generate evidence-based solutions. Integrated knowledge with practice to produce large-scale impact. E.g., mainstreamed five business lines in SD, including Community-driven Development, Gender and Social Inclusion, Citizen and CSO Engagement, Social Dimensions of Climate Change, and Social Safeguards in the work of 14 sectors influencing $5B of policy reforms and lending annually.

Accomplished Advocate. Engaged for two years as a member of the Steering Committee of the Global Campaign to End Open Defecation (OD), headed by the UN Under-Secretary General. Led evidence-based approaches to influence Ministers of largest OD practicing countries to contribute $2B+.

Critical Analyst with Adaptive Solutions. Led analysis of Overseas Development Assistance (ODA) and other significant funding sources for developing countries to correctly predict a sharp decline in funding from FY17. Modeled how this would affect the delivery of the Bank’s strategic priorities for Sr. Mgmt. and the business needs of Corporate & Operational Units to create a sense of urgency that elicited their full engagement in fundraising.

Exceptional Strategist for Global Fundraising. Oversaw the preparation of a three-year strategy for Trust Fund (TF) mobilization with the full participation of Sr. Mgmt. and Operational and Business Units. Co-created an ambitious target for raising funds and a road map to achieve it during strategy preparation. Exceeded the target during implementation by mobilizing $4B in annual contributions in FY20 compared to $3.4B in FY16.

Entrepreneurial 10+figure Fundraiser. Oversaw the largest-ever increase of 22% ($2B+) in the Bank’s TF (grant) portfolio from FY16 to FY20 to make it financially sustainable for the “first-time ever” for three years, which helped the Bank respond with agility to the unanticipated COVID-19 pandemic.

Experienced at Communication and Relationship Planning. Led development and implementation of a successful communication and relationship building plan, both online and traditional, with External Affairs, to promote the Bank’s strategic priorities to mobilize additional resources.

Excellent Communicator. Served as the Bank’s global spokesperson for TFs for five years. Actively listened to and persuasively spoke to donors, their leaders, and advisors about the value added by partnering with the Bank’s brand. Adapted his listening and speaking styles to suit different audiences.

Exemplary Relationship Manager. Strengthened long and deep relationships with the top public donor partners, including the UK, the US, and the EC, which provide 80% of the Bank’s grant resources, to successfully persuade them to contribute additional grants during hard times.

First-Rate at Cultivating a New Donor Base. Built and leveraged relationships with new public donors in the Middle East and “first-time” private donors like High-Net-Worth Individuals (HNWIs) from Silicon Valley to mobilize additional funds. Doubled resources from private donors; from 4% to 8%.

Highly Successful in Preparing Funding Proposals. Prepared and negotiated successful funding proposals for significant donors. E.g., drafted, modified, and agreed on a new programmatic Framework Agreement (FA) with the EC which increased funding by $100M for three years compared to the previous FA. Led the Quality Assurance Process for establishing new TFs and provided guidance throughout the TF cycle to existing TFs.

Outstanding Portfolio Administrator. Managed the Bank’s $13B grant portfolio that largely funded knowledge, innovations, social impacts, NGOs, and Global Public Goods that an individual Government was reluctant to borrow from IDA and IBRD. The portfolio was assessed as “global best practice” by MOPAN, a consortium of the 18 largest bilateral donors, for its management and results. Led the Bank's achievement of a 0.00% error rate for three years in the independent EC Audit by providing solid fiduciary controls and oversight. No other aid agency has received either of these ratings.

Responsible Capacity Builder. Created a network of 200 TF Coordinators in HQ and the field and built its capacity through training, learning by doing, and cross-learning. The network supported Operations staff to mobilize, manage, report on, and close TFs. The network worked under the guidance of the TF Unit, which reported to him. He focused both on detail and the big picture as the ultimate accountability for the portfolio was with him.

WORK EXPERIENCE AT THE WORLD BANK (2008 – 2021)

The World Bank

Summary of Development Finance Instruments at the World Bank: The Bank is a global development cooperative owned by 189 member countries that provide funds, knowledge, and capacity building to member countries. The three main pillars of development finance in the Bank are (i) International Development Association (IDA); (ii) International Bank for Reconstruction and Development (IBRD); and (iii) Trust Funds (TFs). TFs are the only instrument in the Bank that provide pure grants that do not need to be paid back by clients, as IDA and IBRD provide funds as loans. The Bank takes a *whole of finance* approach in which one in every ten dollars that the Bank disburses to clients comes from TFs, thus strategically complementing scarce core resources from IDA and IBRD and increasing the scale, scope and reach of Bank activities. TFs are the only Bank instrument that can give funds to non-traditional clients like NGOs and research institutions. E.g., TFs provided $350M+ to these groups in FY21. TFs pay for 66% of the Bank's knowledge work and 80% of the innovations as country clients do not want to borrow for untested solutions. TFs pay for the global part of Global Public Goods like pandemics, as global advocacy benefits go to many countries, but one country often bears the costs.

Manager, Trust Funds and Partnerships Development Finance Washington, DC. 2015 — 2021

Rapidly grew the TF (pure grant) portfolio value by 22% ($2B+) by leading the preparation and implementation of a three-year Global Grant Mobilization and Partnerships strategy with full participation of the Bank’s Sr. Mgmt. and Business and Corporate Units. As a part of the strategy, led the preparation of a relationship building plan, with External Affairs, to promote the strategic priorities of the Bank. As the Bank’s principal global spokesperson for TFs for five years, actively listened to and persuasively spoke to donors, their leaders and advisors, and the public about the value added by partnering with the Bank’s brand and persuaded them to increase their contributions to TFs. Established an institutional mechanism for regular communication with donors and continued to organize and engage in special events targeted at donors. The Global Grant Mobilization strategy implementation included leveraging existing relationships with the top 20 public donors, cultivating new public and private donors (like HNWIs), doubling contributions from private donors, learning from the experience of successful partners (like the UN Development System -- UNDS), and catalyzing innovative financing. Successfully prepared and negotiated large proposals for donors to increase funding. Served as a trusted advisor to the Board and Sr. Mgmt. by providing updates and supporting them in solving strategic problems. The Bank's TF portfolio was reviewed independently by different sources and received the highest possible rating each time for its management and results. Led, developed, motivated, and provided feedback to 20 staff of the TF Unit, who were responsible for these outstanding results. Created a network of 200 TF Coordinators, in HQ and the field, to provide regular support to the Bank’s Operations staff, under the guidance from staff in the TF Unit, who reported to him. As a member of the Bank’s Mgmt. Team contributed to Bank-wide system reform initiatives related to Transparency, Operations Policy and HR. Received a rating of 5 (Exceptional Manager) and 4 (High Performing Manager) from 80% of the respondents in the 360 Korn Ferry Assessment. Transferred to the Vice President's Office in July 2020 as a Lead Specialist to deliver a flagship analytical report on funding trends to the UN to achieve the SDGs. Took early separation from the Bank in July 2021 and joined the Board of global NGOs to guide them on strategy preparation and fundraising.

Mobilized 10-figure Resources from Public Donors Annually

Directed a data-based analysis of ODA and all other significant funding sources for developing countries in FY16 and correctly forecast a major

decline in funding from FY17. Modeled the negative impact of the decrease on achieving the Bank's overall strategic priorities and the specific business needs of Operational (e.g., Practices and Regions) and Corporate (e.g., Audit, Budget, Finance, HR, IT, and Legal) Units.

Clearly communicated the decline in global resources and its negative impact on the work of the Bank to create a sense of urgency to persuade Sr. Mgmt. and the Bank Units to fully engage in the preparation and implementation of the three-year Global Grant Fundraising Strategy.

Co-created an ambitious target for raising funds and a road map to achieve it during strategy preparation with Sr. Mgmt. and the Bank’s Units. Exceeded the target during implementation by mobilizing $4B in annual contributions in FY20 compared to $3.4B in FY16.

Led an epic 22% growth in the annual grant portfolio from $10.7B in FY16 to $13B in FY20. This growth made the TF portfolio financially sustainable for three years, which enabled the Bank to respond with agility to the unanticipated COVID-19 pandemic.

Strengthened long and deep relationships with the top 20 donor partners, which provide 80% of the Bank's grant resources, to persuade them to contribute additional funds during challenging times for resource mobilization. The top 20 donors include the UK, the EC, the US, Norway, Germany, Japan, Australia, Germany, Sweden, Netherlands, Canada, Switzerland, Denmark, and South Korea.

Cultivated and leveraged relationships with non-traditional public donors in the Middle East, e.g., the UAE, Saudi Arabia, and Qatar, and others like China and Singapore, to mobilize higher grant contributions from them.

Catalyzed innovative financing from grants like concessional loans, blended financing, mixed contributions, bonds, and investments to increase the value of total grant financing, considering the risk appetite and the time horizon of expected benefits.

Led preparation of programmatic proposals for the most prominent donor partners, e.g., the EC to draft, negotiate, modify, and agree on a new Financing Agreement (FA) which increased funding by $100M for three years, compared to the previous FA.

Led the Bank-wide Quality Assurance Process for establishing new TFs and provided guidance to existing TFs. This included strategic written inputs on key TF documents: the Fundraising Initiation Note, the Bank Concept Note, the Project Proposal for the donor(s), the Legal Administrative Agreement (AA), the Progress Reports, and the Closing Report.

Doubled Resources from Private Donors

Initiated and led the preparation of the Bank's "first-ever" private donor strategy note to systematically open a reliable source of large-scale funding, given the rapid decline in public sources.

Co-created the strategy with the Bank's existing private donors so they would own the strategy and help implement it. The donors included Foundations (e.g., Gates, Ford, Power of Nutrition, and Syngenta); Corporations (e.g., Bayer, Nestle and Coke), NGOs (e.g., Nature Conservancy, Marie Stopes, and BRAC); and academic institutions (e.g., Korean Development Institute).

Learned how to increase mobilization of funds from private donors by doing a deep dive in the experience of the UNDS, which mobilized 12% of total funding from private sources, focusing on the experience of UNICEF and WHO which mobilized 20%+ of total funding from private sources. In comparison, the Bank only mobilized 4% of its total contributions from private donors.

Doubled private donor funds within the first year of the strategy's implementation from 4% to 8% of total contributions.

Collaborated with the President's office and "first-time" High-Net-Worth-Individual (HNWI) contributors to set up the Disruptive Technology TF to pilot tech-savvy solutions for responding to climate change, pandemics, and conflicts, which affected women and girls disproportionately.

Collaborated with the CEO’s office (who is now the Chief of the IMF) to pilot a crowdsourcing mechanism to mobilize zakat contributions directly from citizens in the Middle East for a CDD project in Sudan. The approach has been scaled up in modular Bank projects, like CDD and CCT.

Led Communication and Strengthened Relationships and Partnerships – Donors and Other Partners

Developed an online and traditional communication, relationship building and partnership plan with External Affairs to promote the Bank’s strategic priorities and increase the Bank’s brand visibility with public and private donor partners, and influential policymakers.

Served as the Bank's main ambassador and principal spokesperson for TFs for five years, who actively listened to and persuasively spoke to senior donor representatives, their leadership and key advisors, and the public about the value-added of partnering with the Bank’s brand and contributing to TFs. Adapted his listening and speaking style to suit different audiences.

Provided visibility to donor partners by sharing inspiring stories and compelling evidence on how their grants produced significant results through one-on-one dialogue, public presentations, media outreach, and preparation of easy-to-understand online communication products like infographics, PPTs, case studies, and the Trust Fund Annual Report. Communication and Visibility (C&V) was a winning strategy for mobilizing additional resources from donors, and each TF has been mandated from FY20 to prepare a stand-alone C&V plan.

Created a biannual high-level TF Partnership Forum, with the top 20 donor partners to share information, understand their needs, respond to their needs with agility, create more alignment between donor preferences and the Bank's priorities, and strengthen inter-personal relationships. Followed-up with bilateral VCs, ACs, and emails with key donors to ensure continuity between Forums.

Organized dialogue between Sr. Mgmt. and donor partners at donor-specific events at the Annual and Spring meetings, including separate sessions for the top 20 public donors and the largest private donors. Accompanied Sr. Mgmt. on visits to donor capitals and HQs of private donors.

Strengthened collaborative relationships with other MDBs by leading and engaging in the annual MDB forum on TFs. As a follow-up, championed support to several MDBs to upgrade and harmonize their TF business, like the ADB, the AfDB, the IADB, the IMF, and the IsDB.

Led the Bank-wide Quality Assurance Process for establishing new global Partnerships as the Manager of TFs and Partnerships, building on his previous experience in ideating and steering Multistakeholder Partnerships (MSPs). E.g., he steered a four-year MSP on Participatory Development, resulting in a new policy mandating the participation of the poor, especially women and girls, in the design of all Bank projects and catalyzing step changes that made the policy irreversible. This would not have been possible without an MSP as Bank Sr. Mgmt. had rejected the idea previously as they felt that it was too radical for the Bank to do by itself.

Prepared an analytical report on funding trends in the UNDS to achieve the SDGs. Engaged with D+ level staff, including Directors, Assistant Secretary Generals (ASGs), Deputy SGs, and Heads of Agencies, to exchange information, discuss solutions related to common problems, and form relationships. Moved to the VP's Office for one-year in July 2020 to deliver this flagship report as a Lead Specialist.

Built and Strengthened High-Level Relationships and Collaboration – Board of Executive Directors and Senior Management

Served as the key liaison and trusted advisor for five years to the Board and Sr. Mgmt. on strategic matters related to the TF portfolio. Provided the Board and Sr. Mgmt. with regular written and verbal updates about the TF portfolio and key partnerships.

Informed the Board and Sr. Mgmt. immediately about complex issues related to critical grants and partnerships appropriate for their level and advised them how to address challenging problems by presenting various options.

Led the preparation of an annual Trust Fund Annual Report (TFAR) in 2017 (and 2018-2019), after a five-year gap, based on a direct request from the Board. The TFAR provided the Board and Sr. Mgmt. with key data to monitor the performance of the portfolio, case studies about the most impactful TFs, and an update on the future directions of the TF portfolio so they could shape it.

Organized and participated in an annual formal meeting and regular informal meetings with the Board and Sr. Mgmt. to discuss challenges, risks, opportunities, and results related to the TF portfolio. This strengthened top-down understanding and ownership of TFs as a critical development finance instrument, and opportunities it provided to leverage core funding from IDA and IBRD.

Increased engagement of the Board and Sr. Mgmt. resulted in several influential Board members championing fundraising from, and innovative partnerships with, public and private donors in the countries they represented. It also contributed to full participation of Sr. Mgmt. in the preparation and implementation of the three-year Global Grant Fundraising Strategy.

Led a "Global Best Practice" Portfolio and Built Bank-wide Capacity

Managed the Bank's TF portfolio and partnerships with excellence, focusing on strategy-, operations-, fiduciary-, reputational-, and partnership-

management and on creating, monitoring, and reporting large-scale results.

The MOPAN independent assessment conducted jointly by the 18 largest bilateral donors rated the Bank's TF portfolio as global best practice based on its management and results. MOPAN has not given this rating to any other top 50 aid agencies.

Led the Bank's achievement of a 0.00% error rate for three years in the independent EC Audit by providing solid fiduciary controls and oversight. No other agency receiving EC resources has achieved a 0.00% error rate.

Recruited, developed, motivated, empowered, steered, and provided regular feedback to an inclusive team of 20 diverse staff in the TF and Partnerships Unit to deliver these breakthrough results, while holding them accountable for their performance.

Created a network of 200+ TF Coordinators in HQ and the field and built its capacity through training, learning by doing, and cross-learning across the network. Under the guidance of 20 staff in the TF Unit, the network supported all Bank staff throughout the TF cycle to mobilize, manage, safeguard, report on, close, and renew TFs.

Thought and acted both strategically and detail oriented as the accountability for the health of the TF portfolio was his responsibility.

Upgraded the TF E-accreditation program, which is required for Bank staff before they can manage a TF. Launched and scaled up a face-to-face TF Academy to build the capacity of TF Program Managers who manage TFs over $100M. Changed the delivery mechanism of the TF Academy during COVID-19 from face-to-face training to MOOC online training, multiplying staff participation.

Enhanced Operational Systems of the Bank as Member of the Management Team

Handpicked by Sr. Mgmt. to be one of the 20 Managers Bank-wide to serve for four years on the prestigious Operations Board. Engaged fully in reviewing and revising all operational policies, procedures, and guidelines of the Bank from FY16 to FY20 that were either being updated or being introduced for the first time, before these were sent to Sr. Mgmt. for final approval.

Nominated by peers on the Operations Board to serve as a member of the highly selective HR Committee of the Board, which oversaw the recruitment, rotation, development, promotion, and succession planning of all staff, including over 3K women staff, mapped to the Operations Board. Led a sub-group to understand and address inequities between men and women colleagues for promotions to senior-level positions. Prepared a report for consideration by Sr. Mgmt. with specific recommendations for taking corrective actions.

Recommendations included (i) agreeing on an annual target for increasing women Managers by signing binding MOUs between each Operations VP and HR, and holding the VP accountable for delivering on the target; (ii) attracting qualified women candidates by conducting a broader internal and external search for qualified women and preparing JDs which encourage women to apply; (iii) ensuring that at least one woman candidate is included in the final shortlist of five candidates for interviews; (iv) prioritizing qualified women for challenging and stretch assignments and managed rotations to ensure they get the right opportunities to be eligible for higher-level positions; (v) providing senior women recruits with the proper onboarding and counsel so they can integrate into the Bank; and (vi) doing away with the infamous *double bind* from which women staff suffer which emphasizes likeability over more objective performance criteria, so more women can be rewarded, recognized, and promoted for their performance. The recommendations across the TM cycle are currently being implemented, piloted, or finetuned.

Engaged in a five-member leadership team that reviewed the Bank’s Information Disclosure policy as the Bank had been ranked a 6th among 48 top aid agencies in the 2018 AID Transparency Index (ATI). The review concluded that while the policy was sound, its implementation was mixed and made concrete recommendations to further strengthen and streamline open data IT systems to upgrade disclosure and transparency. Converted TF data into IATI format to meet international standards. The Bank was ranked 2nd in the 2020 ATI Index.

Acting Manager and Lead Specialist, Water and Sanitation Program (WSP) Water Practice Washington, DC. 2013 — 2015

Handpicked by Sr. Mgmt. to a new sector to lead the preparation of the strategy of perhaps the largest knowledge program in the world in the WASH sector. Co-created the five-year strategy with WSP staff that more fully integrated WSP knowledge, data, and evidence with policy reforms, lending projects, capacity-building programs, and advocacy campaigns for making clean and safe WASH services available for all, with a particular focus on women and girls. Mobilized $250M for implementing the new strategy which consolidated 13 different TFs that supported the WSP into one programmatic Umbrella TF, saving the Bank $1M annually in program management costs. Developed a new instrument, the WASH Poverty Diagnostic, which provided access to clean and safe water to the most excluded women and girls. Served as a strategic partner in the UN and SWA led Global Campaign to End OD, resulting in an additional $2B in pledges. Led a diverse WSP team of 200 staff based in 40 countries, four regional offices, and HQ to deliver excellent performance while improving staff morale. Respondents rated him 4.5 (High Performing Manager) in the annual 360 Assessment.

Led the preparation of the five-year WSP strategy that focused on how global knowledge and evidence can more effectively influence policies, lending projects, and capacity building support, with full engagement of WSP staff. Mobilized $250M from donors to implement the strategy and allocated, managed, and reported on an annual $50M budget.

Oversaw implementation of the initial phase of the new strategy that enabled WSP knowledge to influence Bank operations valued at $13B annually, instead of $2.5B annually under the old strategy, thus making additional clean, safe, and sufficient water available for excluded groups, like women and girls who carry a disproportionate burden in the WASH sector.

Prepared an analytical framework on exclusion that offers valuable insights for poverty targeting in WASH. A key finding was that while Gender was a significant factor for identity-based exclusion in WASH, women who belonged to certain races, lower castes, and specific ethnic groups faced even greater exclusion. Led the design of a new instrument – the WASH Poverty Diagnostic – implemented in 18 countries to increase the access of 11M women and girls from the most excluded groups. The Diagnostic was awarded the prestigious President’s Award for Excellence.

Supervised a desk review of WASH and related policies in 100 countries to assess whether these are *gender informed*. Championed the

preparation of gender action plans to support Governments and local stakeholders to jointly prepare new gender informed policies or fill gaps in existing policies. E.g., WSP staff provided strategic guidance to the Government of PNG to develop a gender-informed WASH policy.

Provided funding and capacity-building support through training, E-learning, peer learning, piloting, and on-demand advice from gender and legal specialists to help selected Governments and local stakeholders implement “gender-informed” policies, including in PNG.

Engaged as an active member of the Steering Committee of the Global Campaign to End OD under the UN Under-Secretary-General’s (USG) leadership. Used evidence and data from WSP to influence Minister-level officials in the top 10 OD countries that OD was a critical health policy issue that killed 1M+ people per year, primarily children, and caused life-long malnutrition and stunting in 160M children. While evidence was necessary, it was not sufficient to generate the high-level political and funding commitments required. Worked with the USG and the Global Campaign to complement evidence-based approaches with non-traditional approaches. Hosted the final event at the Bank, chaired by the UN SG and the Bank's President, in which Governments pledged an additional $2B to end OD to support SDG 6.2.

Managed 200 diverse staff from 30 countries based in 40 different Country Offices in four Regions and HQ to deliver excellence with high morale by leading through

Contact this candidate