Executive Strategy for Complex Transformation

Multilateral systems had no fast, coordinated way to move capital when a global health threat emerged. Existing mechanisms were slow, siloed, and disconnected from what was actually happening on the ground.

Co-designed the Pandemic Emergency Financing Facility at the World Bank, authoring the investment frameworks and national financing strategies that donor governments and member nations still use as a reference point.

Large public sector institutions were carrying outdated records systems and heavy compliance burdens, which made it hard to share data safely across departments or move on new technology at any real speed.

Advised on enterprise modernization strategy, running data interoperability diagnostics and building AI-enabled implementation roadmaps that balanced new technology priorities against strict regulatory requirements and real-world user adoption.

Multi-country health programs in Liberia, Sierra Leone, and Uganda were siloed and running into competing political priorities, flat funding, and weak field accountability, the kind of friction that stalls policy change before it takes hold.

Managed an international program portfolio across three African governments. Negotiated ministerial agreements to integrate mental health into national systems, introduced adaptive data solutions, and built the investment case behind a targeted fundraising strategy with institutional donors.