Management Company

Contact Details: Address: **** Ceylon Road

Shawnigan Lake, BC

Canada V0R 2W1

Tel: +1-250-***-****

E-mail: ***.********@*****.***

CAREER OBJECTIVE

My ongoing objective is to work with quality organizations and proactively lead the development and implementation of key strategies – through which the organization can maximize its potential in the market.

I believe the combination of my experience leading the financial and strategic functions of successful private companies and my time as a lead consultant with Ernst & Young worldwide has given me the unique ability to understand companies both from the inside and the outside, and gives me a perspective valuable in any situation. With this background, along with a positive outlook and strong communication skills, I am able to bring both quality ideas and a progressive management style to bear on any assignment.

EDUCATION

1994 Qualified as a Chartered Accountant with the Institute of Chartered Accountants of British Columbia

1993 Obtained a Bachelor of Business Administration from Simon Fraser University in Burnaby, British Columbia

WORK EXPERIENCE:

2007

to

Present

THE AVIAWEST RESORT GROUP / WATERMINT HOTELS & RESORTS

Chief Financial Officer and Board Member

The Aviawest Resort Group is a 20 year old Vancouver Island based family group of resort and hotel management companies which has produced annual revenues in excess of $60m, employing over 400 people and operating 6 resorts in different areas of British Columbia. The Group has recently reorganized and has been renamed Watermint Hotels & Resorts.

As CFO I was hired to help transform the Group into a true corporate entity, formalizing systems and structures, as well as restructuring the Finance and Accounting Department, obtaining new financing, and overseeing major projects. My role has included high level management of all finance functions, including cash flow and risk management, auditor liaison, financial statement disclosures, accounting policies, tax issues, policies and procedures formulation, and overall supervision of a 15 person Finance Department.

After only a short time with the group, the owners appointed me to their Board of Directors where my role included high level decision making regarding the overall strategic direction of the group of companies, its vision and mission, the structure of the organizations, policy making, culture, hiring and terminations at the executive level and decision making in other key areas.

In my time with the Group, I have been able to take a leadership role in accomplishing the following:

Raised equity and debt capital to support company growth during one of the most difficult times in the resort real estate business in recent history;

Worked with the CEO to complete a $100m development project, including managing course of construction financing through an $85b pension fund;

Led a successful bid against other leading resort management companies for the long term management of a west coast resort;

Helped introduce new product lines and enhance sales, to the point that the Group was the top fractional seller in Canada and in the top 1% in North America;

Hired all finance department staff, developing internal procedures and roles/responsibilities, manpower planning and recruiting;

Restructured the Group financial statements, in order to prepare the company for a future private placement, and prepared detailed information memoranda and forecasts;

Implemented procedures to organize systems in providing accounting and reporting for 23 entities;

Completed a full organizational restructuring and refinancing, redirecting the company towards a new vision and mission.

1999

to 2007

NATIONAL AIR SERVICES

Chief Financial Officer and Managing Director of Strategy and Planning

National Air Services (NAS) is a Saudi Arabian Company which was established in 1999 and is the largest and most successful private aviation services provider in the Middle East, operating over 50 aircraft throughout the region and the world in its six different business lines when I left it in 2007. At that time it had exceeded $150m in annual revenues and employed over 1,000 people.

Soon after the formation of this company in 1999, I was hired as the CFO in order to establish the Finance Department, including all systems and procedures, as well as develop HR, IT, administration and contract departments, and manage major development projects such as aircraft purchase negotiation, finance arranging, etc. As the company grew over the years, I was responsible as CFO for overseeing the expanding finance functions, and as MD of Strategy and Planning also became specifically and separately responsible for the development and implementation of all significant company strategies. These roles included hiring and supervision of a Finance Department numbering over 25 qualified individuals and a strategic team of 3.

Some of my key accomplishments in these roles were as follows:

Led the financial negotiation of aircraft purchases worth over US $1 billion from the top international aircraft manufacturers (e.g. Airbus, Boeing, Gulfstream, Raytheon, Dassault, etc.);

Secured asset and working capital financing totalling over US $1 billion through local, regional and international lenders, as well as government bodies, leading all aspects of the process (preparation of Information Memoranda, lender targeting, road shows, structuring, documentation preparation, legal consultation, etc.);

Established all company accounting and reporting systems, including comprehensive Annual Reports, along with finance department structure and policies, cash flow management systems, cost control programs, budgets, pricing models, cash flow forecasts, financial projections and business plans;

Developed, presented and implemented comprehensive company organizational restructuring and financing plans, working with the Board of Directors and international consultants and lenders;

Completed the audits of the company’s financial statements, appointing the auditors and dealing with all related financial statement reporting issues under US GAAP, IAS and local standards;

Launched the company's new private aviation programs, including full pricing, product and proposal development, successfully outbidding key local and international providers on over US $300 million in new contracts, while maintaining strong controls on each of the projects;

Successfully planned and developed two merger/acquisition/alliance projects with key regional and international players in the industry;

Prepared numerous feasibilities, due diligence reviews and make vs. buy analyses for potential new business lines and investment opportunities, including in the field of commercial aviation;

Successfully introduced the Oracle Enterprise Resource Planning application to the company, completely restructuring financial and management reporting for the six separate business units, along with new financial systems and policies and procedures, including best practices in the industry;

Introduced a completely new structure for the company’s financial statements and systems to prepare for an Initial Public Offering, re-establishing comprehensive strategies for each unit;

Completed a valuation of the company, including the preparation of a comprehensive 10 year financial forecast by unit and a discounted cash flow valuation model which was reviewed and validated by a top international consultant;

Led the Private Placement of 40% of the company with the largest regional private equity house, undergoing an 8 week due diligence review by a team of 15 consultants from four different top international aviation, legal and financial consulting firms, generating US $200m in new funds to support company expansion and confirming a shareholder annual return of over 45% since the establishment of the company; and,

Led the preparation of a comprehensive application for an Air Carrier’s Licence, which paved the way for NAS to obtain the first ever private licence issued by the Saudi Government and to launch the first low cost carrier in the country.

1990 to 1999

ERNST & YOUNG

Senior Manager

Ernst & Young is the leader in audit and consulting services worldwide – one of the “big 4” firms. I joined EY in Vancouver as a Co-op student, successfully obtained my CA with them, and worked in management consulting and auditing in their Canadian, Australian and Saudi Arabian offices. I gained experience in a variety of industries, leading large teams of consultants on valuation, due diligence and auditing engagements resulting in over 12,000 chargeable hours per year.

I also had experience at a senior level with EY in transaction support in the mergers and acquisitions area of the firm. In this role, I prepared forecasts and valuations for major clients looking to sell all or part of their business, and led due diligence teams reviewing merger and acquisition targets (assets and businesses) for major clients looking to grow in this manner. I also supported clients looking to raise debt or equity on the various capital markets, including through IPO.

In addition, in both my time in audit and in management consulting, I led business process reviews, recommended process improvements via industry best practices and helped clients create and execute implementation plans.

OTHER ACTIVITIES/INTERESTS/ABILITIES

I enjoy being involved in the community and have served in various roles. In the past I have been a Board Member of a large local charitable organization, a member of school finance committees, the treasurer of a businessman’s association as well as an advisor to Boards of Directors. I have also run my own business in the past, building on that experience to help others run theirs.

I have three beautiful children and my wife and I enjoy various outdoor activities with them. I am proficient in the IT field, including the use of various software packages. I am also able to motivate employees and obtain maximum productivity and responsibility out of them, while fostering strong relationships.

REFERENCES

Character and professional references are available upon request.

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