Acquisition of Intelligent Wave Philippines Inc. by the DFNN Group
Reduced investment required by negotiating for a purchase price reduction of 66%. Negotiated the stock purchase agreement on behalf of the Purchaser. Led the due diligence team.

DFNN IPO
Coordinated and led internal and external teams including accountants, lawyers, and investment bankers in the first tech IPO (initial public offering) in the Philippines. The IPO was fully subscribed and launched on schedule.

Microsoft Mediaroom Market Opportunity Analysis Project
Developed a 5-year market model that identified worldwide product demand for Microsoft’s IPTV product. This study was material in influencing a change in Business Strategy.

Bobby Banana Launch
Led the team that developed the Bobby Banana, a premium niche product from reject bananas. Bobby Banana generated 15% premium to regular banana products in price per kilo. The Bobby is now used as a strategic tool to help sell regular bananas. Bananas in New Zealand are now called “the Bobby”.

Regional Market Development, Dole Australia and NZ
Turned around the division from a loss to a $500k gain. Took the Australia/NZ division from a USD$2 million revenue business to $22 million in 5 years through a mix of acquisition and organic growth. Dole achieved 90% fresh pineapple market share while growing the market by 4 times the original market size before Dole’s entry into the NZ market.

Intelligent Wave Operations Improvement

Implemented systems and procedures to improve revenue mix and revenue cycle management. Higher margin export revenue increased from 20% to 80%. Reduced days of average accounts receivable from 120 days to 60 days. Intelligent wave revenue grew 42% in 2002 and had its first net income in 3 years.​

Dole Asia MIS restructure
Saved more than $1 million in one-time gains or greater than 60% from original capital budget and more than $120,000 in recurring costs or greater than 10%. Restructured the Regional MIS capital budget to mitigate risk through redundancy programs and eliminated non-essential modules. Restructured internal MIS team to be ready to accept third party customers by late 1999. Reduced annual turnover from 35% to 5% during Y2K exodus.