January 1996  –  January 2005  (9 years 1 month)

Directly involved in growing the company from start-up to one of
the most successful foreign IPPs in China. Success based on belief
in core values employee share ownership focus localization.
Business model built on acquisitions not construction extensive in-
house due diligence reliance on fundamental economics rather
than contracts local relationships efficiency gains in-country
borrowing flat organization and strict financial controls. Systems
in-place to allow easy scale-up including Oracle financial modules
at all joint ventures monthly financial, environmental and legal
reporting performance management system. Investors included Energy Investors Funds John Hancock and Alliant Energy (USA).

January 1994  –  January 1996  (2 years 1 month)

Founder of the Company

Conceived and planned an Asian based development company
focused on small modular fossil fuel fired electric generating
stations. Funded the start up of the company from personal
resources. Wrote business plan and commenced operations in
Philippines and China. Negotiated sale of a portion of company
shareholding to U.S. Investor group to acquire working and
development capital. Identified and recruited staff to provide
superior levels of capability with a wide range of experience.
Identified and directed Peak Pacific's entry in the India market
during late 1995.

Personally led an innovative development program in New Zealand
during 1996, which involved re-commissioning of a mothballed
facility to provide new grid security products and sell into newly
deregulated market.

During 1996 formed a wholly owned subsidiary sold majority of shares to incoming
investors and assumed CEO title within that company. Peak Pacific
Energy Ventures is current a holding company, maintaining an
ownership in PPIC.

January 1993  –  January 1994  (1 year 1 month)

Responsible for the start-up of Cogentrix first overseas office.
Primary responsibilities included strategic analysis of the region to
target resources, market identification, development and growth.
Initial focus was on the development of a 1000 MW USD1.3
billion project five (5) projects that were identified in China. 
The Power Purchase Agreement for the Mangalore project was 
signed in September 1994 and was the largest such contract signed in India up until that time.