Professional_Portfolio_Mohsen_Salehi [TGEMBA]

COMMITED TO EXCELLENCE!

Self-Fulling Prophecy

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Table of Contents

CONTACT INFORMATION ................................................................................................ 3

EXECUTIVE SUMMARY .................................................................................................... 4

SKILLS ................................................................................................................................... 6

PROFESSIONAL CAREER AND KEY ACHIEVEMENTS ............................................ 6

EDUCATION ....................................................................................................................... 10

COMPUTER SKILLS / LANGUAGES............................................................................. 11

PROFESSIONAL AND CHARACTER REFERENCES ................................................ 12

APPENDIX 1: RECOMMENDATION SAMPLES ......................................................... 13

APPENDIX 2: PERFORMANCE SAMPLES.................................................................. 18

APPENDIX 3: WRITING SAMPLE ................................................................................ 20

APPENDIX 4: INTERNATIONAL CONSULTING PROJECT AND BUSINESS PLAN

SAMPLE ............................................................................................................................... 25

APPENDIX 5: 90-DAY NEW RECRUIT BUSINESS PLAN SAMPLE ..................... 41

APPENDIX 6: PERSONAL PROJECT SAMPLES ........................................................ 45

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CONTACT INFORMATION

You may reach Mohsen ‘Mo’ Salehi at any of the contact details provided below to arrange a meeting and discuss opportunities to help one another grow and your requirements. Mohsen is available for immediate hire, contract, global travel and/or relocation.

Mohsen welcomes all overachievers who are just as driven, extremely passionate, ethical and genuine to connect and join forces with him.

PERSONAL INFORMATION

Mobile: +1.925.260.8881

Email: [email protected]

Skype: mohsensalehi1

Google iChat: [email protected]

Google Plus: Plus.Google.com

Twitter: Twitter.com/mohsensalehi

LinkedIn: Linkedin.com/in/mohsensalehi

IMDB: IMDB.com/name/nm2335808

DocStoc: DocStoc.com/profile/mohsen_salehi

SlideShare: SlideShare.net/mohsensalehi

Tumblr: Tumblr.com/blog/visionarypeople

Delicious: Delicious.com/mohsensalehi

PROFESSIONAL INFORMATION

Email: [email protected]

Company: VisionaryPeople.co

VPglobal.co

VisionaryPeopleConsulting.com

Linked Group: Linkedin.com/VisionaryPeople

LinkedIn Page: Linkedin.com/VisionaryPeople

Twitter Page: Twitter.com/VPCGlobal

Word Press: VisionaryPeopleConsulting.wordpress.com

Facebook Page: Facebook.com/VisionaryPeople

Facebook Group: Facebook.com/GEGCG

“A relationship developed through

servant leadership, hard work,

humility, respect, integrity,

expertise, accountability,

ownership, positive energy,

ambition, performance, reputation,

extreme passion, unity, quality, the

law of professional attraction and a

genuine desire to synergize!”

Mohsen Zavieah Salehi Mohsen Zavieah Salehi

(Mo by friends)

Humanitarian

Global Consultant

Strategist | Synergist

Analyst | Servant Leader

Visionaire | Forward Thinker

Self-Fulfilling Prophecy

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EXECUTIVE SUMMARY

An award-winning, energetic, versatile, resourceful, knowledgeable, tactical, successful, visionary Trans-Global Executive MBA and Global Enterprise Development, Corporate Development and Strategy, Organizational Development, Business Development, Leadership Specialist and Consultant with excellent customer service, business acumen, and strong communication and articulation. Mohsen has extensive experience in Corporate Development, Organizational Development, Strategy, Business Development, Leadership and Performance Improvement Authority specializing in Change Leadership. He has been designated a Thought-leader and Exemplar in Change Leadership by his clients. The Eastern Medical Center conferred upon him the title of Visionary. Mohsen has worked with over a dozen organizations and executives with leadership and corporate improvement. His ability to teach innovative and intuitive techniques that spread change fast has won him high regard.

Mohsen is Executive President and Chief Consultant at Visionary People Consultancy. He currently holds several external directorships, including those as Business Advisor and BOD at Eastern Medical Center, Business Advisor at Senior's Tender Care, Founder and President of Gift of Life Foundation (GOLF), and Director of Global Business Development and Client Relations at Markazi Broadcasting Company. Mohsen has over 12 years’ practical work experience in leadership, executive management, corporate design and strategy, business development, project management, corporate development, organizational development, new market development, commercial and residential lending, business banking, research, operations management, customer service, public relations, negotiations, training, coaching, mentoring, change management, technology and diversification, business performance management, business analysis, financial analysis, and underwriting; and over 8 years’ international business experience in sustainable enterprise development, management execution, business development, funding, product development and distribution, organizational development, and corporate social responsibility.

Mohsen has extensive expertise in high net worth client needs analysis with a consultative approach to sales, cross selling, planning, and implementation of improvement strategies for financing, management execution, market expansion, funding, distribution, production, communication, training and economic development. Repeated experience leading cross-functional teams in visioning, costing and executing projects from inception to launch; providing a structured framework to analyze complex situations.

Mohsen has successfully managed multiple facilities delivering best practices effectively, ethically and efficiently. He is an expert presenter, negotiator, and business person able to forge solid relationships with strategic partners and build consensus across multiple organizational levels. Mohsen has experience with managing financials and operational budget exceeding $10MM and works with corporate-level executives from all industries and regions. He has completed international business consulting projects in North America, Europe, East Africa and the Middle East.

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Mohsen received Mohsen received his International EMBA at La Salle Business School-Universitat Ramon Llull (BES), his Trans-Global Executive Masters of Business Administration in Global Business Management in International Finance, Global Economics, Multinational Enterprise Development, Executive Management, Strategy, Governance, Ethics and Sustainability from Saint Mary’s College of California (SMC) – School of Economics and Business Management with a 3.8 GPA, his Bachelors of Science degree in Organizational Behavior and Leadership from the University of San Francisco (USF) - School of Business and Management (SOBM) with a 3.7 GPA all while working fulltime, 5 stand-alone Microsoft Computer Applications Certificates in Excel, PowerPoint, Outlook, Access and Word at Chabot/Las Positas College (2008), and his Multimedia Engineering certification with concentration in rich media design and production, enterprise resource planning, rich media, social media and open-source informatics at Diablo Valley College. Mohsen has completed numerous international business projects in Spain, Belgium, Kenya, Uganda and Rwanda.

With a collaboration of his academic training, personality, energy, skill-set, ethics, and substantial hands-on experience, Mohsen can undeniably make a unique and meaningful contribution to your business and is truly a tremendous asset to any organization. He understands the professional approach and expertise required to be personally and professionally successful, as well as, profitable and sustainable in today’s economy!

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SKILLS

Consulting/Leadership Enterprise Development Market Analysis Commercial Lending

Executive Management Corporate Development Business Analysis Global Business Banking

Change Management Business Development Competitive Analysis Mobile Banking

Coaching/Training/Mentoring Organizational Development Human Capital Analysis Communication/Mobility

Operations Management Strategy/M&A/Sustainability Risk/Data Analysis Technology/Software

Project Management Business Planning/ Recruiting M&A Analysis/Research Rich Media/Social Media

Nonprofit Management Business Designing/Modeling Financial Analysis Distribution/Logistics

PR/Presentations Mobile Marketing/Branding Trade Services Customer Service

PROFESSIONAL CAREER AND KEY ACHIEVEMENTS

SAINT MARY’S COLLEGE OF CALIFORNIA, MORAGA, CA 11/11/2012 – Present

Global Enterprise Consulting Projects Team Mentor | Researcher | Consultant

Under the direction of Dr. Linda Herkenhoff, Ph.D. (T-GEMBA Program Director and Professor of Statistics) and Dr. Xiaotian Tina Zhang, Ph.D. (T-GEMBA Global Project Advisor, Associate Professor of Finance, and Department of Finance Chair), recruited to research, assist and mentor the Trans-Global Executive MBA Cohort on their global research and consulting projects conducted in East Africa. SMC defines a mentor as a knowledgeable and experienced guide, a trusted ally and advocate, and a caring role model. An effective mentor is respectful, reliable, patient, trustworthy, and a very good listener and communicator.

Selected Accomplishments:

Provide macro, strategic, guidance to the project team participants,

Interact with staff as needed to support the team's development,

Maintain an understanding of the team's project and goals,

Provide staff feedback on how to improve the mentoring process,

Highlight opportunities for the team to increase and accelerate project development,

Identify resources the team could leverage to the achieve goals,

Conduct monthly one-on-one sessions with team in assessing progress and providing guidance on project development,

Conduct needs assessment and develop a mentoring program roadmap,

Gain top administration and advisor support and commitment.

VISIONARY PEOPLE, GLOBAL 06/2009 – Present

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President | Chief Consultant | Strategist | Researcher | Analyst | Visionaire

Visionary People (VP) is a full-service internationally orientated enterprise development and management consultancy. Our purpose is to be the world's best business visionaries, forward thinkers and business advisors that help organizations develop effective, efficient, ethical and productive organizational ecosystems - bar none. Together with our partners, we strive to put a meaningful human purpose at the center of our clients' initiatives, to transform the way people think, feel, and ultimately behave. Combining unparalleled experience, comprehensive capabilities across all industries and extensive research on the world’s most successful companies, VP collaborates with clients to help them make high-performance businesses decisions.

Selected Project Examples:

Efficiently, creatively and effectively designing and building a new healthcare facility for Eastern Medical Center Inc. (EMC). Managing this construction and development project from concept to completion. Redesigning a new business model that converts the current model from being a leased facility to a larger and privately owned facility. My new model allows for more treatment rooms and staff expansion, lower monthly leasing costs, increase in patient service quality, conversion of outdated paper management system into an electronic paperless EHR/EMR/ERP systems to better manage patient data and use while ultimately reducing carbon footprint. This new model creates a 270% increase of ROI and annual revenue as well as optimizes senior management’s forecasting abilities, and ability to expand current products and services.

WELLS FARGO BANK, N.A., SAN RAMON, CA 08/24/2009 – 10/01/2012

Business Banking and Commercial Lending Specialist | Relationship Manager

Recruited to proactively cultivate and manage new and existing client relationships of high-net-worth individuals, large institutions and their employees; develop sales plan for each relationship to provide an array of domestic and global trade banking/lending solutions, strategies and services; prepare customer credit and financial data, generate financial ratios using computer programs, and analyze financial data such as income growth, credit histories, quality of management, and market share to determine expected profitability of loans, liquidity and the degree of risk involved in extending credit or lending money; and update client data into a proprietary Enterprise Resource Planning model. Extensive end-to-end transaction management experience: financial analysis due diligence and deal structuring through to successful closing.

Selected Accomplishments:

Recognized as a top performing Platinum Banker for exceeding sales goals by 120% in Q4 - 2009 through Q3 – 2012,

Awarded a celebratory dinner by Jim Foley (Regional President, Community Banking) and Carrie L. Tolstedt (Senior Executive Vice President, Community Banking) for being an asset to the company and aiding my team to when the “Jumping into January” district sales competition,

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Completed formal Commercial, Institutional, and International lending and trade services training,

Maintain global economic and competitor knowledge, in terms of strengths and weaknesses: Chase; Bank of America; HSBC; U.S. Bank; Union Bank; Citigroup; Comerica; Patelco; Chevron Federal Credit Union; Santander Bank; BBVA.

AMERICAN FINANCIAL LENDING INC., SAN RAMON, CA 01/2008–08/2009

Vice President | Business Development | Regional Marketing & Sales Manager

Built an impressive record of achievement and advancement through a series of progressively responsible positions leading high growth ventures in new markets. Promoted to lead, manage and coached AFL’s sales and marketing divisions consisting of 50 branches throughout Northern and Southern California. Supported district managers’ and branch managers’ development to improve productivity and revenue. Additionally, served as a Senior Project Manager.

Selected Accomplishments:

Surpassed corporate expectations and goals by 250% through positive leadership, client management, business development, strategic planning, innovation and effective communications,

Responsible for production over $144M annually in credit sold into Secondary Market,

Received President’s Club Award eight years consecutively for exceeding annual revenue initiatives.

BEAR STEARNS & COMPANY, SANTA ANA, CA 02/04/2007–01/01/2008

Senior Wholesale Account Executive

Recruited after being recognized as one of the Greater Bay Area’s top performing financial sales executives and given the opportunity to further my career and legacy at one of the world's most reputable and largest global investment banks and securities trading and brokerage firm until its sale to JPMorgan Chase in 2008 during the global financial crisis and recession. Hired to prospect, educate and sell financial products and services, and develop, manage and service broker account portfolio throughout the Northern Contra Costa County and all of Solana County territories. Worked home-based with an office in Santa Ana, CA.

Selected Accomplishments:

Produced a monthly average of $10M to $20M in loans and credit sold in the Secondary Market,

Expended market presence and the number of broker accounts from 50 to 150 by signing up broker located in underserved regions throughout Northern California with focus on Contra Costa, Alameda and Solano counties.

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AMERICAN FINANCIAL LENDING INC., SAN RAMON, CA 01/2003–02/2007

Director | Business Development | District Marketing and Sales Manager

Promoted to support and lead the district marketing and sales teams while maximizing revenue through effective management of district sales and marketing divisions consisting of 20 offices in throughout Northern California. Supported branch manager development to improve productivity and revenue. Responsible for District P&L and operational budget.

Selected Accomplishments:

Built and maintained a strong and efficient sales and marketing team.

Increased district revenue from $42M to $75M, while surpassing district annual revenue goals by 10% while recovering share in damaged markets by 25%,

Responsible for market expansion into Southern California. Increased revenue in 20 major accounts,

Learned how to lead change in a highly transitional business format that included the introduction of new stores, growth initiatives and turn-around business opportunities,

Learned how to plan and direct all sales, customer service and AFL relations in a multi unit environment with responsibility for top-line and bottom-line district performance with P&L responsibility,

Territory Manager in my District was nominated as Territory Manager of Year. Both Key Account Manager and Assistant District Manager were promoted under my tenure. Hired, trained and managed 5 Territory managers and 20 branch managers.

AMERICAN FINANCIAL LENDING INC., SAN RAMON, CA 01/2000–01/2003

Manager | Business Development | Corporate Development and Strategy

Recruited to lead and manage the internal marketing and sales operations department with a primary focus on driving revenue growth, increasing profit, and managing risk. Oversaw the performance of 2 Internal Sales Managers and 25 Account Executives. Managed S&M Department P&L, with a monthly expense budget of $15-20,000, and maintained full accountability for the attainment of department monthly sales goals.

Assisted Senior and Junior Account Executives in talent development, business development, relationship management, financial analysis, and structuring of commercial, corporate and wholesale credit packages up to $5MM. Served as a Senior Credit Analyst.

Selected Accomplishments:

Responsible for the hiring, mentoring and supervising of over 50 top performing employees,

Audited all sales teams’ loan package submissions, including credit analyses and summaries of loan requests, to determine individual account executive performances as well as the degree of risk involved in extending credit or lending money, prior to submission for approval,

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Surpassed revenue production goals by 120%, increased solutions and loan servicing revenue by 10%,

Responsible for the hiring, training and developing 25 top sales producers,

Received Team Player and Top Manager Awards for team performance and leadership [2000-2003].

EDUCATION Trans-Global Executive Master of Business Administration (T-GEMBA) 05/20/2012

Concentration in Global Enterprise Development and Executive Management, International Finance, International Strategy, International Competition, International Distribution, Sustainability, Governance, Business Ethics, Culture, and Corporate Social Responsibility. Completed international business consulting projects and studies in Spain, Belgium and East Africa

Saint Mary’s College of California, School of Economics and Business Administration, Moraga, California

Executive Master of Business Administration (International Certification) 07/19/2011

Concentration in International Finance, Multinational Business Development, International Business Ethics, Foreign Policies, Government Regulations and Licensing, Contract Negotiations, Economics, Executive Management, Culture

BES La Sale University (la Salle Business Engineering School / Unversitat Ramon Llull), Barcelona, Spain

Bachelor of Science – Organizational Behavior & Leadership (B.Sc. OBL) 12/16/2010

Concentration in Organizational Leadership, Design, Development and Management

University of San Francisco, School of Business Management, San Francisco, California

5 Stand-alone Certificates of Achievement – Microsoft Business Applications 09/18/2008

Certificates in Excel, PowerPoint, Outlook, Access, Word

Chabot-Las Positas Community College, Pleasanton, California

Certificate of Achievement – Multimedia Engineering and Software 05/26/2000

Concentration in rich media design and production, enterprise resource planning, rich media, social media and open-source informatics

Diablo Valley College, Pleasant Hill, California

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COMPUTER SKILLS / LANGUAGES Languages: English (Fluent), Farsi/Persian (Fluent), Spanish (Basic/Learning), and Mandarin/Chinese (Basic/Learning).

Technical skills: Proficient in Microsoft Office Business Application Suite; Adobe Creative Suite 6, Enterprise Resource Planning (ERP); Electronic Medical Records (EMR); Electronic Health Record (EHR); Open Source Software Application Architecture; QuickBooks; Microsoft SharePoint; Asset-Liability Management; Microsoft Dynamics AX; Customer Relationship Management (CRM); Point of Sales Systems (POS), Merchant Terminals, Web 2.0. eCommerce, Search Engine Optimization (SEO), Search Engine Management (SEM), Desktop Underwriter (DU); Calyx Point; Data Trac, Trading Platforms; Hogan; Store Vision Teller (SVT); Store Vision Platform (SVP); Goldmine.

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PROFESSIONAL AND CHARACTER REFERENCES

Dr. Linda MacGrain Herkenhoff, Ph.D

Chevron Senior Executive (Retired)

Chevron Corporation

VP, Human Resources (Retired)

Electronic Data Systems (EDS)

Academic Director TransGlobal EMBA and Professor Graduate Business Programs

Saint Mary's College - School of Economics and Business

+1 (925) 254-4076

[email protected]

A

F L

Marie Adler

Executive President

American Financial Lending Inc.

+1 (424) 230-9119

Manohar Ramasamy

ERP Solution Architect

PAD Application Design Consulting & Projects

Chevron Corporation

+1 (925) 827-6915

[email protected]

Dr. Shyam J. Kamath Ph.D.

Associate Dean of Graduate Business and Global Programs and Professor of Global Business and Economics

Saint Mary’s College of California- School of Economics and Business

+1 (925) 831-9874 Office

+1 (925) 683-4220 Cell

[email protected]

Adriana Sandoval

IM Coordinator - CEMC

Global Corporate Functions IT

Chevron Corporation Division

+1 (925) 790-3488

[email protected]

Al Taiye Doherty

VP, Wealth Management and Financial Advisory

Citigroup Global Market Inc.

+1 (925) 284-8758 Office

+1 (510) 449-7672 Cell

[email protected]

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APPENDIX 1: RECOMMENDATION SAMPLES

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Eastern Medical Center September 18, 2011 Re: Recommendation for Mohsen Z. Salehi Dear Hiring Manager: I was initially impressed with Mohsen Salehi's enthusiasm, communication skills and professional demeanor when I hired him four years ago to develop, lead and implement corporate development initiatives as a director of corporate development and Management within EMC's head quarters/corporate office. During the four years Mohsen reported to me, he consistently demonstrated all of these qualities and more, and I heartily endorse him for any senior operations management, corporate development, organizational development, leadership development and training, business development, marketing, and strategy position. Mohsen is reliable, dedicated and eternally upbeat. His ability to built trust and relationships with customers is unparalleled, and it is because of his excellence in this area that I repeatedly asked him to mentor and technically train new and existing managers and their subordinates. Mohsen multitasks effectively and is able to handle a high-volume workload. He consistently met or surpassed all corporate initiatives (including new business development, innovative marketing and branding, customer satisfaction and retention, employee performance and productivity), and his daily written reports were accurate and thorough. Of particular value to me as an executive manager was Mohsen's team player mind-set, enthusiastic embrace of change, ability to work with minimal supervision and unwavering commitment to exceeding company and customer expectations. I regularly received unsolicited praise from employees and customers commending Mohsen's outstanding level of service, professionalism and follow-through. Organized and diligent, Mohsen quickly learned medical technology systems and software that were unfamiliar to him when he first started with EMC, and he also attended optional professional-development seminars offered through the company. He is in process of earning an advanced Trans-Global Executive Masters of Business Administration degree in global business management and leadership through monthly classes at Saint Mary’s College of California. Mohsen is a hardworking, top-performing enterprise development and management professional. He has my highest recommendation, and I am happy to furnish more details if you would like additional information. Sincerely,

Dr. Teresa Shen Dr. Teresa Shen, PhD

Lead Doctor/Chief of Staff

Direct 925/858-3292

[email protected]

3510 Old Santa Rita Rd l Suite D l Pleasanton, CA 94588 l www.easternmedicalcenter.com

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APPENDIX 2: PERFORMANCE SAMPLES

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APPENDIX 3: WRITING SAMPLE

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Mohsen Zavieah Salehi Post Office Box 1599, Danville, CA 94526

● Phone: 925-260-8881 ● Email: [email protected] ● Skype: MohsenSalehi1

February 01, 2011

Office of Graduate Admission

Saint Mary’s College of California

School of Economics and Business Administration (SEBA)

380 Moraga Road

Moraga, CA 94556

L E TT ER O F INT ENT

Trans-Global Executive Masters of Business Administration

United States, Spain, Belgium and East Africa

Surrounded by a family of entrepreneurs, at an early age I have always understood how business

and people work. As a child I would develop ideas on how to establish a business that would

financially support my hobbies. Throughout my adolescence I have had successful business

ventures ranging from selling candy and establishing my own neighborhood yard service company

to operating a full-service multimedia design and production company. I even accomplished one of

my childhood dreams and became a television actor on Nash Bridges, a nationally syndicated

television series starring Don Johnson and Cheech Marin. The television show was canceled in

2000 which is the year I decided to make a career and lifestyle change, and look into career

opportunities in financial services which would potentially allow me to earn a great income while

continuing to put a smile on the peoples’ faces. In 2000, I was hired on as a Business Development

Manager in Corporate Development and Strategy with American Financial Lending Incorporated. I

advanced in my position and earned a Director of Business Development - District Marketing and

Sales Manager role. In 2007 I was recruited by Bear Stearns & Company after being recognized as

one of the Greater Bay Area’s top performing financial sales executives and given the opportunity

to further my career and legacy at one of the world's most reputable and largest global investment

banks, and securities trading and brokerage firm until its sale to JPMorgan Chase in 2008 during

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the global financial crisis and recession. I was hired to prospect, educate and sell financial products

and services to credit lenders, and develop, manage and service broker account portfolio

throughout Northern California. After Bear Stearns & Company closed down, I returned back to

American Financial Lending Incorporated on good terms and was rehired as the Vice President of

Business Development - Regional Marketing and Sales Manager where I was charged for

expanding the company into new markets while repairing damaged markets. I led the company’s

business development initiatives and surpassed their expectations and goals by 250% through

positive leadership, superior client management, unconventional business development strategies,

strategic planning, innovation, effective communications, and exemplary customer service. In

2008, I was responsible for production over $144M annually in credit sold into Secondary Market

and received President’s Club Award eight years consecutively for exceeding annual revenue

initiatives, and for being an effective team player and servant leader. I worked at American

Financial Lending Incorporated until January 2009 when the company announced their closure

due to financial constraints caused by the 2008 recession.

Due to building an impressive record of achievement and advancement through a series of

progressively responsible positions, I was fortunate enough to earn a great opportunity with Wells

Fargo Bank where I am a Business Banking and Commercial Lending Specialist - Relationship

Manager today. I was recruited to proactively cultivate and manage new and existing client

relationships of high-net-worth individuals, large institutions and their employees.

Throughout my work history I have learned the value of money and relationships. All of my

past employment opportunities have taught me how to effectively communicate with decision

makers, market myself by showing value, utilizing available resources, learning what people want

by organically developing an understanding of psychographics, and finding effective ways to

manage and grow my finances.

Thereafter, the global financial crisis exploded, which marked a new era of global

cooperation. As we approach a new century where global communication will be essential for

survival, we can no longer afford the luxury of international ignorance.

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I decided to pursue a higher education to increase my understanding of global business and

world economy. The effects of world change and financial constraints have a significant impact on

organizations and its people. The Organizational Behavior and Leadership program at the

University of San Francisco has taught me how to contribute to my organization's success by

improving the well-being of its most important asset: its people. Throughout the program, I have

acquired conceptual and problem-solving skills that have given me the ability to identify how the

behaviors and attitudes of people can change the organization, and therefore the world.

I have consulted with three of my professors: Neil Walshe, PhD, Assistant Professor of

Organizational Behavior and Director of the Business Honors Program; Jim Stryker, PhD, Group

Process and Decision Making; and Liaqat Ali, Business Statistics and Human Capital Investment,

and they unanimously agreed that the Saint Mary’s College of California Trans-Global Executive

Masters of Business Administration (T-GEMBA) program would be a wonderful asset in preparing

for my career. I then made the decision to withdraw from the MSOD program at Pepperdine as well

as the jMGEM program at the University of San Francisco. Unlike with the MSOD and jMGEM

program, each of the courses in the T-GEMBA program provides practicable international

experiential learning, prepares leaders in the art and science of managing strategic change, global

enterprise development and management, and how to effectively implement positive and

meaningful change in the organization.

As far as my educational needs are concerned, the T-GEMBA program as a whole will meet

the lion’s share of my educational needs to prepare and advance me for the next level of my career.

I also believe that instructional design and experiential curriculum design skills will be a great

compliment to the skills I will acquire from the T-GEMBA program. I believe these skills will add to

my marketability in the workplace and will be a benefit to an organization that would like to

sustain or expand their vision, mission and purpose in today’s economy.

Professionally, I hope to graduate from the T-GEMBA program with the skill set and human capital

needed to assess and assist any organization experiencing or needing change. After advancing my

abilities, I plan on establishing a global consulting company and become an international

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enterprise development and management consultant to leading organizations in the world. My

focus will be on providing organizations with the most efficient processes to meet their objectives. I

will bridge international business barriers for my clients by developing a team of multilingual

consultants capable of communicating with organizations and world leaders in their primary

language and culture. By doing so, global expansion opportunities will open up for domestic

companies. On a personal level, I intend to use the knowledge I acquire in the T-GEMBA program

to develop a non-profit organization for the purpose of helping the underserved and teens prepare

for the changes life will bring after high school. I would like to design the program to include one-

on-one coaching, facilitated group discussions, panel discussions, mentoring, job shadowing, skill

building, certifications and seminars with themes on character building.

As an ambitious, driven, disciplined, versatile, resourceful, knowledgeable, tactical,

accountable and successful Corporate Executive with over fifteen years of technical experience, as

well as, an community volunteer, practicing humanitarian and visionary, I have the zeal to further

my education to learn everything necessary to help people sustain a better future, leaving no stone

unturned, and finding a way around every obstacle placed on the path to total success. Ultimately, I

want to share a piece of my heart and passion by giving people the resources to achieve their goals

and aspirations.

Thank you for taking the time to read my personal statement. I hope that you have seen in

me the drive and capability to succeed in the program as well as the work experience to be viewed

as a valuable classmate to those who will be in my cohort. I am highly aware of the superb

reputation of your school, and my conversations with my professors have served to deepen my

interest in attending. I hope you will give me the privilege of continuing my studies with your fine

institution. I have attached my resume along with multiple letters of recommendations for your

further consideration. I truly look forward to beginning the program and moving forward in

reaching my professional and life goals.

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APPENDIX 4: INTERNATIONAL CONSULTING PROJECT AND BUSINESS PLAN SAMPLE

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Sustainable Enterprise Development Plan (SEDP)

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Monday, October 25, 2012

AMIT CHANDARANA

Client Relations Manager, Project Researcher and Ecosystem Analyst

TAIYE DOHERTY

Project Researcher and Business Model Analyst

MOHSEN ZAVIEAH SALEHI

Project Producer, Project Manager, Project Researcher, Global Partnership Analyst, Master Project Analyst, Master Project Editor and Graphic Artist

TODD SANCHEZ

Project Researcher and Financial Model Analyst

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EXECUTIVE SUMMARY...............................................................................................................................1

CHAPTER 1: INTRODUCTION AND SCOPE...................................................................................................6

1.0 Chapter Overview................................................................................................................................6

1.1 Virunga Artisans – Client Profile...........................................................................................................7

1.2 Virunga Artisans – Founder Profiles.....................................................................................................8

1.3 Client Management Objectives............................................................................................................9

1.4 SOSERVMAN Program Goals and Objectives ......................................................................................10

1.5 5elements Consulting Team Profiles..................................................................................................14

1.6 Organization of this Report................................................................................................................16

1.7 Summary...........................................................................................................................................18

CHAPTER 2: RESEARCH METHODOLOGY..................................................................................................19

2.0 Chapter Overview..............................................................................................................................19

2.1 Research Problem and Research Objectives.......................................................................................19

2.1.1 Research Problem...........................................................................................................................20

2.1.2 Research Objectives........................................................................................................................21

2.1.3 Research Questions and Research Matrix.......................................................................................22

2.2 Research Approach and Research Design...........................................................................................30

2.2.1 Research Approach Using a Market Research Segmentation Model................................................30

2.2.2 Research Design..............................................................................................................................31

2.3 Data Sources......................................................................................................................................32

2.3.1 Secondary Data

Sources....................................................................................................................................................32

2.3.2 Primary Data Sources......................................................................................................................36

2.4 Tools and Techniques of Data Analysis...............................................................................................37

2.5 Limitations of the Study.....................................................................................................................38

2.6 Summary...........................................................................................................................................39

CHAPTER 3: ECOSYSTEM ANALYSIS AND INDUSTRY ATTRACTIVENESS.....................................................40

3.0 Chapter Overview..............................................................................................................................40

3.1 Business Ecosystem: Defined.............................................................................................................40

3.2 East African Artifact Ecosystem..........................................................................................................41

3.3 Competitive Forces Analysis..............................................................................................................46

3.4 Dominant Economic Characteristics of the Handicrafts/Artifacts Industry..........................................49

3.4.1 Handicrafts/Artifacts Industry Market Size.....................................................................................49

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3.4.2 Handicrafts/Artifacts Industry Growth Rate....................................................................................53

3.4.3 Handicrafts/Artifacts Industry Market Composition........................................................................55

3.4.4 Technology.....................................................................................................................................56

3.5 Industry Drivers and Trends...............................................................................................................57

3.6 Competition – Country and Organizational Comparisons...................................................................60

3.6.1 Country Competitors.......................................................................................................................60

3.6.2 Organizational Competition and Successes.....................................................................................66

3.7 Observations from Visit to Artisans in East Africa...............................................................................69

3.8 Common Takeaways from Competition.............................................................................................75

3.9 Conclusions Regarding Industry Attractiveness..................................................................................76

3.10 Conclusions Regarding Industry Attractiveness................................................................................77

3.11 Summary.........................................................................................................................................77

CHAPTER 4 – BEST PRACTICE BUSINESS MODEL EVALUATION AND IDENTIFICATION OF OPERATING BEST

PRACTICES...............................................................................................................................................79

4.0 Chapter Overview..............................................................................................................................79

4.1 Overview of Business Models............................................................................................................79

4.1.1 Value Proposition...........................................................................................................................80

4.1.2 Infrastructure.................................................................................................................................80

4.1.3 Customers.......................................................................................................................................80

4.1.4 Finance...........................................................................................................................................80

4.2 Business Models for Handicraft/Artifact Businesses...........................................................................81

4.3 Producer Cooperative Handicraft Business Model..............................................................................81

4.3.1 Value Proposition...........................................................................................................................82

4.3.2 Infrastructure.................................................................................................................................83

4.3.3 Customers.......................................................................................................................................83

4.3.4 Finance...........................................................................................................................................83

4.4 Direct Aggregator Handicraft Business Model....................................................................................83

4.4.1 Value Proposition...........................................................................................................................85

4.4.2 Infrastructure.................................................................................................................................85

4.4.3 Customers.......................................................................................................................................85

4.4.4 Finance...........................................................................................................................................85

4.5 Integrated Direct Aggregator Business Model....................................................................................85

4.5.1 Value Proposition...........................................................................................................................87

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4.5.2 Infrastructure.................................................................................................................................87

4.5.3 Customers.......................................................................................................................................87

4.5.4 Finance...........................................................................................................................................88

4.6 External Partner Led/Multinational Production/Distribution Partnership Business Model.................88

4.7 Local NGO/Development Agency/Local Agency Production Business Model......................................89

4.8 Direct Local Sales Business Model......................................................................................................89

4.9 Hybrid Business Model......................................................................................................................90

4.10 Business Model Summary Matrix.....................................................................................................90

4.11 Virunga Artisans Business Model.....................................................................................................91

4.11.1 Value Proposition.........................................................................................................................92

4.11.2 Infrastructure................................................................................................................................92

4.11.3 Customers.....................................................................................................................................93

4.11.4 Finance.........................................................................................................................................93

4.12 The For-Profit BoP Social Business Model........................................................................................93

4.12.1 Value Proposition.........................................................................................................................95

4.12.2 Infrastructure................................................................................................................................95

4.12.3 Customers.....................................................................................................................................95

4.12.4 Finance.........................................................................................................................................95

4.13 Business Model Selection Methodology...........................................................................................96

4.14 Identification of Operational Best Practices.....................................................................................98

4.15 Summary.......................................................................................................................................101

CHAPTER 5: FINANCIAL AND DISTRIBUTION ANALYSIS...........................................................................103

5.0 Chapter Overview............................................................................................................................103

5.1 Product Offerings and Product Mix Considered in the Analysis........................................................103

5.1.1 Product Offering: Uganda Baskets.................................................................................................104

5.1.2 Product Offering: Rwanda Baskets................................................................................................104

5.2 Operations and Production..............................................................................................................104

5.3 Distribution Chain Overview............................................................................................................105

5.3.1 Distribution Channels and Channel Participants............................................................................105

5.3.2 Distribution Channel Alternatives in the Ugandan and in the US Handicraft industry....................107

5.3.3 Distribution Alternatives in Ugandan Handicraft Market...............................................................108

5.3.4 Distribution Alternatives in International US Handicrafts Market..................................................108

5.4 Financial Analysis of Distribution Alternatives.................................................................................109

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5.4.1 MODISC Financial Analysis Model.................................................................................................109

5.4.2 Financial Analysis of Ugandan and U.S. Market Distribution..........................................................111

5.4.3 Two Step Distribution Channel (Distributor to Retailer) ................................................................113

5.4.4 Three Step Distribution Channel (Wholesaler to Distributor to Retailer) .......................................114

5.4.5 Comparison of Financial Analysis Results and Best Channel Choice...............................................115

5.5 Critical Risk Factors..........................................................................................................................115

5.6 Financial Analysis of Virunga Artisans’ Financial Statements............................................................116

5.6.1 Financial Analysis..........................................................................................................................116

5.6.2 Financial: Pro Forma Projection.....................................................................................................118

5.6.3 Financial Analysis Conclusions.......................................................................................................120

5.7 Financial Analysis: Funding Models..................................................................................................121

5.7.1 Funding Alternatives.....................................................................................................................121

5.8 Funding Sources...............................................................................................................................123

5.8.1 Micro Finance...............................................................................................................................123

5.8.2 History of microfinance in Rwanda................................................................................................123

5.8.3 Strengths and Weaknesses............................................................................................................124

5.8.4 Recommendation and Conclusion.................................................................................................124

5.9 Summary.........................................................................................................................................124

CHAPTER 6: STRATEGIC PARTNERSHIP PLAN..........................................................................................126

6.0 Chapter Overview............................................................................................................................126

6.1 Virunga Artisan’s Need for Partnerships...........................................................................................126

6.2 Benefits of Partnerships...................................................................................................................127

6.2.1 Benefits to Virunga Artisans..........................................................................................................127

6.2.2 Benefits to Virunga Artisan s’ Partners..........................................................................................129

6.3 Preferred Business Model and Partnerships.....................................................................................130

6.4 Partnership Selection Scheme and Partnership Selection Criteria.....................................................130

6.4.1 Partnership Selection Scheme.......................................................................................................130

6.4.2 Partnership Selection Criteria Explanation....................................................................................131

6.5 Identification of Potential Partners in Each Area..............................................................................132

6.6 Partner Selection Matrix implementation→ Selected Partners.........................................................133

6.7 Potential Partner Profiles and Roles.................................................................................................134

6.7.1 Training - Craftsman and Literacy Training....................................................................................134

6.7.1.1 Craftsman Training.....................................................................................................................134

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6.7.1.2 Training Content........................................................................................................................135

6.7.1.3 Training methods.......................................................................................................................135

6.7.1.4 Potential Challenges Associated with Training...........................................................................136

6.7.1.5 Potential Training Partner Profiles.............................................................................................136

6.7.1.5.1 Azizi Life/ Abarikumwe Association (Rwanda) ........................................................................136

6.7.1.5.2 New Dawn Associates Ltd. (Gisenyi Region, Rwanda) .............................................................137

6.7.1.5.3 Solar Sisters............................................................................................................................138

6.7.1.5.4 Opportunity International Network (OIN) ..............................................................................140

6.7.1.5.5 Women Craft’s........................................................................................................................141

6.7.1.5.6 Ten Thousand Villages.............................................................................................................142

6.7.1.5.7 Christian Women’s Job Corps® (CWJC) ....................................................................................143

6.7.1.5.8 Artisan E-Learning...................................................................................................................144

6.7.2 Potential Distribution Partner Profiles..........................................................................................145

6.7.2.1 Ten Thousand Villages (Domestic and Global Distribution) ........................................................145

6.7.2.2 United Parcel Service of America, Inc. (Domestic and Global Distribution).................................147

6.7.2.3 East Africa Distributors and Manufacturers EDMAN Ltd.............................................................147

6.7.3 Potential Management Execution Partner Profiles ........................................................................148

6.7.3.1 Ten Thousand Villages................................................................................................................148

6.7.3.1.1 Pricing Process........................................................................................................................148

6.7.3.1.2 Artisan Salaries.......................................................................................................................149

6.7.3.1.2 Program Dependency..............................................................................................................149

6.7.3.1.3 Organization of Individual Enterprise Operations....................................................................149

6.7.3.2 Opportunity International (OI)...................................................................................................151

6.7.3.3 Accounting for International Development................................................................................152

6.7.4 Potential Capital Access Partner Profiles.......................................................................................153

6.7.4.1 Ten Thousand Village (TTV) .......................................................................................................154

6.7.4.2 Opportunity International..........................................................................................................154

6.7.4.3 ACB Amasezerano Community Banking......................................................................................155

6.7.5 Potential Internet Marketing Partner Profiles...............................................................................156

6.7.5.1 John Aleman Media (JAM) .........................................................................................................156

6.7.6 Potential Print Marketing Partner Profiles ....................................................................................158

6.7.6.1 Magnetsonthecheap.com...........................................................................................................158

6.8 Implementation Steps to Forge Partnerships...................................................................................158

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6.8.1 Understanding the Context for Collaboration................................................................................159

6.8.2 Expanding the Involvement of Families and the Community.........................................................159

6.8.3 Forming a Partnership...................................................................................................................160

6.8.4 Establishing an Effective Governance Structure.............................................................................161

6.8.5 Establishing Guidelines for Partner Relationships..........................................................................162

6.9 Summary.........................................................................................................................................162

CHAPTER 7: RECOMMENDATIONS.........................................................................................................164

7.0 Overview.........................................................................................................................................164

7.1 Major Conclusions...........................................................................................................................166

7.1.1 Ecosystem and Market Attractiveness Conclusion.........................................................................166

7.1.2 Market Attractiveness...................................................................................................................167

7.1.3 Business Model Analysis, Selection and Best Business Practice Conclusions..................................168

7.1.4 Funding and Financing Conclusions...............................................................................................169

7.1.5 Partnership Analysis and Conclusions...........................................................................................170

7.2 Strategic Recommendations............................................................................................................170

7.2.1 Product Market Selection based on Market Analysis.....................................................................172

7.2.2 Market Selection...........................................................................................................................173

7.2.3 Business Model Recommendation Conclusion...............................................................................173

7.2.4 Funding and Finance Model Recommendation Conclusion ............................................................174

7.2.5 Partnership Recommendation Conclusions...................................................................................175

7.2.6 Final Partnership Recommendation..............................................................................................175

7.3 Phased Implementation Plan............................................................. .............................................176

7.4 Summary.........................................................................................................................................177

Appendix A – Potential Partner Contact Information.............................................................................179

Appendix B – 5elements Consulting Team Contact Information.............................................................181

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EXECUTIVE SUMMARY

This report presents the research completed by the 5elements Consulting team in the Trans-Global Executive MBA Program at Saint Mary’s College of California for Virunga Artisans of Orinda, CA and Kinigi, Rwanda. The research was completed over the September 2011 to April 2012 period. This executive summary summarizes the major objectives, research methodology, research findings and recommendations of the study.

Virunga Artisans (www.VirungaArt.com) was founded in 2006 as a social profit enterprise operating in the remote communities surrounding mountain gorilla habitat in Rwanda, Uganda and DR Congo to help the women of this region and help the displaced Batwa pygmy people. Richard and Katie Cunningham of Orinda, California, started Virunga Artisans to provide a business opportunity for these women and provide livelihoods to the Batwa pygmy people of the Impenetrable Forest. The founders manage the company as volunteers and all profits are reinvested in conservation and sustainable business development for women and the forest people. Currently, the primary products are artisan baskets exported to the United States for resale.

The women associated with Virunga Artisans are inhabitants of East Africa and reside near the magnificent Mountain Gorillas of the Virunga National Park. These women, many of whom have been displaced in the name of conservation and are the primary providers of their families, are seeking a sustainable future. The mission of VA is to improve the lives and livelihoods of the most disenfranchised populations in the remote Virunga Massif and Bwindi Impenetrable Forest by helping them build sustainable businesses within their communities. Although the business continues today, the Cunningham’s enlisted the expertise of the Trans-Global Executive MBA program at Saint Mary’s College of California (T-GEMBA) to scale up Virunga Artisans’ current business model.

The following are the main and sub-objectives of the study:

Main Objective: Understand the worldwide and African best practices in product and micro and small enterprise development at the BOP addressing systems, strategic, organizational, operational, logistics, technology, marketing and supply chain issues as well as the best practice business models developed in Asia, Latin America and Africa as well as Europe and North America. The focus would be on developing local products for local markets and creating the business and enterprise systems that sustain local development.

Sub-objective 1: Document the best practices in enterprise creation, product development, best-practice transfer and training and micro and small enterprise development at the BOP in the continents of Africa, Latin America, Asia, Europe and North America so as to provide models and best practice methods to develop the Southern Ugandan and Northern Rwandan peoples’ livelihoods and economic and social condition. Understand skill development models and experiences in the best practice countries and in the specific Ugandan/Rwandan context.

Sub-objective 2: Recommend local-to-local and local-to-external business models, funding models, systems and practices for business creation, product development, skills transfer and training at the BOP and the steps for proper implementation of such a system and business processes in the specific Southern Ugandan and Northern Rwandan context.

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Sub-objective 3: Understand and develop appropriate funding/financing models that would work in the Ugandan/Rwandan region to finance the BOP business and product development and skills training and development activities to embed a self-perpetuating product development and local marketing and sales system.

The focus of the project was to develop business processes that encourage the development of local products made from local resources that are locally marketed and locally consumed.

The 5elements Consulting team members have an eclectic background and possess practical business experience across many industries. The team consists of Amit Chandarana, Taiye Doherty, Mohsen Salehi, Todd Sanchez, and research associate Adriana Sandoval. This team has direct affiliations with large, multinational corporations, midsize operations, and smaller, independent proprietorships. With current roles in personal and corporate finance, sales and marketing, project and legal management, and investment banking, 5elements is well positioned to develop a research roadmap and report for Virunga Artisans.

In this endeavor, we approached the large amount of research in a strategic manner by identifying data requirements and sources, gathering primary and secondary research, and compiling data collection processes and tools to analyze our findings. For example, when evaluating possible business models, we conducted surveys to weigh the importance of variables and create a scaled metric.

To gain a deeper and more organic understanding Virunga Artisans’ current position, research associate Adriana Sandoval conducted on-site visits within East Africa with the stateside clients. This primary research experience provided detailed field assessments and allowed our team to validate our initial secondary research findings.

Interviews confirmed that women in the region are highly dependent on income generated from weaving baskets for food, medicine, and their children’s education. Providing a better life for their kin is their ultimate objective. Aside from this commerce, the only opportunity most women have to generate income with their limited education is by selling goats, chickens, produce, or land. Virunga Artisans has proven that basket weaving is a viable business for local women in the region; however, Virunga Artisans relies heavily on the direction and management from its U.S. based parent team, Richard and Katie.

In conducting our research, we used a detailed description of both the primary data, such as visiting the weavers in East Africa, and secondary data, such as worldwide best practices, current Base of the Pyramid success stories, and the BoP (Base of Pyramid) research materials and techniques learned during our MBA program. This led us to look at the industry and the current operations of Virunga Artisans in great detail. The industry overview allowed us to measure the viability of Virunga Artisans’ current business model, while looking at the entire business ecosystem. We utilized Porter’s Five Forces model and other ecosystem analysis tools to assess Virunga Artisans’ artifact enterprise. 5elements determined that although the industry is viable, its success depends on the disciplined use of proven social enterprise business models.

We identified other BOP endeavors in this business space worldwide and analyzed their business models and their best practices. This analysis highlighted common threads of success and practices to

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avoid. Competitors such as Fair Winds Trading and Ten Thousand Villages prove to be good sources of well-developed enterprises in this business space. These operations allowed us to dissect alternative business models and compare these models to Virunga Artisans’ current enterprise.

Virunga Artisans’ value proposition is to sell unique artifacts, produced by women artists, to the high-end market in the United States. When sold, each basket woven by the women artists contains a woman’s story and signature. However, in reviewing Virunga Artisans’ business model, we found gaps on the infrastructural side and identified issues with production, quality control, distribution, and financing. As previously mentioned, Virunga Artisans is based in Orinda, California, and manages the business remotely. This distance creates difficulties, as Virunga Artisans does not have a partner network to help mitigate some of the infrastructural challenges.

We explored models like the Direct Sales Business Model, the Producer Cooperative Business Model, the Integrated Aggregator Business Model, and the Direct Aggregator Business Model. Using criteria like market access, distribution channels, employment potentials, access to capital, appropriate technology, and management execution, we rated the criteria on a scale of one to five. The aforementioned determined if the models are financially, environmentally, and socially sustainable, and established that two models scored the highest in our rating systems. The Producer Cooperative Business Model and the Direct Aggregate Business Model are the optimal business models for Virunga Artisans.

Next, we analyzed Virunga Artisans’ provided financials to gain an intimate understanding of the organization’s underlying business activities. The financial analysis section reviewed Virunga Artisans’ income and balance sheet for the year ending 2011. We identified Virunga Artisans’ efficiencies in utilizing resources (e.g. raw materials, labor) in operations to generate revenue; however, we discovered costly expenditures that negatively impact the total bottom line.

Our research on funding models detailed a methodical and institutionalized approach to building a reliable revenue base for Virunga Artisans’ core services (e.g. baskets). Our findings provide a need for the women weavers to create a group enterprise that will qualify for independent funding. This transformation will meet the owners’ Richard Cunningham and Katie Doyle’s ultimate goal of sustainability. The women weavers essentially become their own self-sustaining manufacturing enterprise, while Virunga Artisans operates strictly as a United States wholesaler of baskets.

Based on the preceding research methods, our evaluations also concluded that partnerships are integral to sustainability. In addition, we identified marketing opportunities based on emerging and proven market successes.

Marketing opportunities are also identified. When analyzing Product, we identified that Virunga Artisans needs to achieve consistent quality, capitalize on the stories of the artisans, and increase product diversification. When analyzing Price, we identified that Virunga Artisans’ artifacts are positioned at a higher price than competitors; however, this pricing can be justified with the successful brand equity that their story provides, which higher-end clientele can appreciate. When analyzing Place, we identified that Virunga Artisans should sells its artifacts in third-party retail stores, directly online through the company’s website, and through an outside sales representative. Local consumption opportunities do exist within areas that are visited by tourists. These opportunities provide lower infrastructure challenges as well as reduced shipping costs. When analyzing Promotion, we identified that Virunga Artisans needed to increase its Internet presence. Its

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current search results are not as strong as they can be with the utilization of a search engine optimized website. Finally, we identified local marketing opportunities. On-car advertising has become a new fashion of advertising in East Africa, especially in the high tourist areas. Vehicle-advertising magnets are relatively inexpensive.

In this report, we provide Virunga Artisans with a set of priority actions for developing a sustainable plan that resolves the organizational development and management challenges that Virunga Artisans has identified over the last six years. As the final chapter of the study, it is the culmination of significant research, public input, and strategic meetings. The strategic recommendations aim to bridge the gap between Virunga Artisans’ operations in Orinda and Uganda.

1.5 5elements Consulting Team Profiles

Amit is a sales and marketing executive in the automotive industry. His breathe of experience includes brand management, distribution efficiencies and customer satisfaction initiatives. He has over ten years of experience in brand optimization, product management, B2B sales, incentive development, strategic marketing and B2C business development.

Amit is currently the Brand Manager for Scion, a marquee of Toyota Motor Sales, in the largest market in the U.S. Prior to joining the Southern California Region he held roles such as District Sales Manager and District Service and Parts Manager in Toyota’s San Francisco Region. Amit’s professional marketing experience began as an Associate Account Manager at Initiative Media North America. He is also a Founding Investor in Counsyl, a Medical Genetics Company, and Investment Advisor to 33 North LLC which operates wine bars and eclectic kitchens in the San Francisco Bay area.

Amit received his Trans-global Executive Masters of Business Administration in Finance, Leadership, Strategy and Sustainability from Saint Mary’s College of California, and his Bachelors of Administration in Marketing Management from the California State Polytechnic University.

AMIT CHANDARANA

Client Relations Manager,

Project Researcher,

Ecosystem Analyst

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TAIYE DOHERTY

Project Researcher, Business Model Analyst

Taiye is a VP, Financial Advisor and Personal Wealth Manager for Citigroup Global Markets Inc.; his responsibilities include establishing investment strategies for individual and corporate clients, selecting appropriate investments and allocating each investment for tax efficiency. He is principally responsible for developing investment policy statements, risk analysis and portfolio asset allocations. A 20 year veteran of the securities industry, Taiye previously worked as Managing Director for Sub-Saharan Africa at Internet Securities. He sources and structures corporate finance transactions in energy, technology, financial and real estate sectors. Taiye also work at Merrill Lynch in the Private Wealth Management division doing planning for small business owners and corporate clients. He started his career as a licensed Stockbroker at Charles Schwab. Taiye received his Bachelors degree in Economics and Finance from Golden Gate University and a MBA from Saint Mary’s College. He is an Accredited Investors Fiduciary and holds the Financial Industry Regulatory Authority FINRA licenses Series 7 & 24, and an Associate of the Private Equity Institute of New York.

Todd is a corporate banking and finance professional, specializing in global markets, research, and corporate finance. He has over ten years of experience in money markets, audit compliance, mergers and acquisitions, acquisition timelines, originating and structuring transactions, portfolio company exits, buyout investing, pricing, structuring, and financing. Todd is currently an Associate 2 with the Global Income Operations Group of State Street Bank and Trust located in Sacramento, CA. Previously, he held roles such as Associate 1 for the Derivatives Pricing Operations Group of State Street Bank and Trust and has received numerous performance awards including the company’s Spotlight Award for his work and training contributions and outstanding performance in the company. Todd received his Trans-global Executive Masters of Business Administration in Finance, Leadership, Strategy and Sustainability from Saint Mary’s College of California – School of Economics and Business Administration and his Bachelors of Administration in Business Administration with an emphasis in Professional Accounting from California State University in Chico.

TODD SANCHEZ

Project Researcher,

Financial Model Analyst

Financial Modeler

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MOHSEN Z. SALEHI

Project Producer,

Project Manager,

Project Researcher,

Strategic Partnership Analyst,

Master Project Analyst,

Master Project Editor,

Graphic Artist

An award-winning, energetic, versatile, resourceful, knowledgeable, tactical, successful, visionary Trans-Global Executive MBA and Global Enterprise Development, Corporate Development and Strategy, Organizational Development, Business Development, Leadership Specialist and Consultant with excellent customer service, business acumen, and strong communication and articulation. Mohsen has extensive experience in Corporate and Organizational Development, Strategy, Business Development, Leadership and Performance Improvement Authority specializing in Global Enterprise Development & Management. He has been designated a Thought-leader and Exemplar in Change Leadership by his clients. The Eastern Medical Center conferred upon him the title of Visionary. Mohsen has worked with over a dozen organizations and executives with leadership and corporate improvement. His ability to teach innovative and intuitive techniques that spread change fast has won him high regard. Mohsen is Executive President & Chief Consultant at Visionary People Consultancy. He currently holds several external directorships, including those as Business Advisor and BOD at Eastern Medical Center, Business Advisor at Senior's Tender Care, Founder/President of Gift of Life Foundation (GOLF), and Director of Global Business Development and Client Relations at Markazi Broadcasting Company. Mohsen has over 12 years’ practical work experience in leadership, executive management, corporate design and strategy, business development, project management, corporate development, organizational development, new market development, commercial and residential lending, business banking, research, operations management, customer service, public relations, negotiations, training, coaching, mentoring, change management, technology and diversification, business performance management, business analysis, financial analysis, and underwriting; and over 8 years’ international business experience in sustainable enterprise development, management execution, business development, funding, product development and distribution, organizational development, and corporate social responsibility. Mohsen has extensive expertise in high net worth client needs analysis with a consultative approach to sales, cross selling, planning, and implementation of improvement strategies for financing, management execution, market expansion, funding, distribution, production, communication, training and economic development.

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Mohsen Z. Salehi Profile Continued Mohsen received Mohsen received his International EMBA at La Salle Business School-Universitat Ramon Llull (BES), his Trans-Global Executive Masters of Business Administration in Global Business Management in International Finance, Global Economics, Multinational Enterprise Development, Executive Management, Strategy, Governance, Ethics and Sustainability from Saint Mary’s College of California (SMC) – School of Economics and Business Management, his Bachelors of Science degree in Organizational Behavior and Leadership from the University of San Francisco (USF) - School of Business and Management (SOBM), 5 stand-alone Microsoft Computer Applications Certificates in Excel, PowerPoint, Outlook, Access and Word at Chabot/Las Positas College (2008), and his Multimedia Engineering certification with concentration in rich media design and production, enterprise resource planning, rich media, social media and open-source informatics at Diablo Valley College. He has completed international business consulting projects in North America, Europe, East Africa and the Middle East. For Mohsen’s complete career history, please visit his professional profile on LinkedIn at www.LinkedIn.com/in/mohsensalehi

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APPENDIX 5: 90-DAY NEW RECRUIT BUSINESS PLAN SAMPLE

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90-Day New Recruit Business Plan - Banking

First 30 Days

Meet and discuss with upper management to prioritize what is expected of me, within a specified time frame. The goal would be to narrow the focus on a new business sales strategy leading to positive growth for the region.

Set up communication/data network (phones, pagers, fax, computer, and office, business cards). Submit all HR/admin. paperwork required by company.

Begin to meet personally with each internal partner (e.g. Senior Department Managers, Personal Bankers, Payroll Specialist, Merchant Services Specialist, Business Insurance Specialist, FX Specialist, and Commercial Banking Specialists, etc) in the region to get to know them and become familiar with sales process:

— Discuss successes,

— Discuss challenges (i.e. competitive threats etc.),

— Discuss expectations of me,

— Discuss my performance to ensure we "start on the same page,"

— Discuss Manager’s/Company’s goals,

— Discuss my goals,

— Identify target accounts and together, establish a game plan to exceed goals,

— Identify key decision makers who I need to meet immediately in their territory.

Complete any mandatory training on sales process, products, technology, company procedures, etc. Focus on entire product line and key advantages vs. competition.

Submit report on progress; by territory, and entire region.

30-60 Days

Conducting a market analysis, competition analysis as well as a demographic and psychographic analysis to better understand potential customer needs and my new business development potential.

From discussions with internal partners, company managers and from my research, formulate a strong plan to maximize the potential of existing sales and how it can be expanded.

Follow up with sales representatives and address immediate needs to establish a level of

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trust, communication, and sense of teamwork. "Your needs are my needs". Also attempt to use this visit to determine a business plan that ensures products are getting proper exposure.

Meet with key, influential decision makers within the region, that are (or could be) used as "third party" partner referral.

Identify external business development sources (e.g. local chamber of commerce, local county clerk’s office and local property management companies for new fictitious business name listings, D&B for incorporated business and contact lists per county, competing banks, local professional groups listed on social networks such as Meetup, Facebook and LinkedIn, industry events, local family and friends, local churches, collegiate contacts and relationships, Persian, Spanish, Asian and African American community groups and events, etc).

Develop and maintain customer calling program on prospects.

Develop formal and informal training for banking staff (e.g. Branch Managers, Personal Bankers, Payroll Specialist, Merchant Services Specialist, Business Insurance Specialist, FX Specialist, and Commercial Banking Specialists, etc) and supports stores' goal achievement within territory.

Lead by example and mentor/coach:

Banking Staff on: how to identify referral business opportunities and how to introduce partner services to existing and potential customers,

Business Customer’s HR department on: how opening a business account with our bank allows them to expand their current employee benefit packages, at no cost, through the solicitation of Free personal checking accounts and direct deposit which includes all the benefits that the business owner receives.

“Showing your employees that you care through expanding their benefits package will help your company retain employees as well as develop company attractiveness.”

Ensure all plans for first 30 days are completed.

Report on progress for this 30 day period

60-90 Days

Begin to develop a network amongst fellow regional managers and top-performing internal partners across the region. Tap into their experience and opinions from the field and implement ideas and information that would make the region more productive. "Success breeds success".

Based on input from the field, product development, and senior management, develop strategies designed to defend against competitive threats. These could be organized by product category and/or competitor.

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Review opportunities to strengthen sales performance by implementing strategies to access new, or protect base business.

Continue to service, prospect, educate, build new business and retain great report with customers.

Develop new methods to further build relationships with centers of influence and overall referral network.

Continue to service, prospect, educate, build new business and retain great rapport with customers.

Report on progress to date by territory and total region.

Develop a new 90 day business plan. Historically proven, business practices and models must be adaptable in order to be sustainable and effective.

Make my Manager(s) extremely proud of me by surpassing his/her expectations and performance on all daily, weekly, monthly, quarterly and annual basis!!!

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APPENDIX 6: PERSONAL PROJECT SAMPLES

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GIFT OF LIFE FOUNDATION (GOLF) SUMMARY

With the help of industry and academic professionals, GOLF is a startup nonprofit organization established to teach the underserved the necessary skills that will help them obtain career opportunities and possibly certified, as well as, to help those with jobs to maintain and advance in their careers. Eventually, a network of accredited/certified professionals will be developed and asked to donate anywhere from one to three days of their life to facilitate and teach an educational/trade workshop to those that qualify (e.g. people in poverty, BoP, etc).

GIFT OF LIFE FOUNDATION (GOLF) DESCRIPTION

Our aim is to help empower individuals and communities to be able to live a more sustainable lifestyle, by teaching them work skills that can enable them to build their own affordable homes and community buildings, and to then use those skills to gain future employment. By teaching building and management skills to individuals who are currently unemployed or unemployable, it is hoped that they will start their own building or related business within their community, which will provide much needed employment and income for not only them, but others as well. We also hope to inspire people to change through practical example; by showing them appropriate mechanisms for sustainable survival, and by assisting them to apply these techniques to their everyday lives, so that their quality of life will improve, they will be able to provide more for themselves, and will become less dependent on others from outside their communities.

GENERAL PROJECT EXPENSE FORECAST

Generally, the only overhead that GOLF will mostly encounter is the time to contact potential venues where the workshops will be conducted, the time to locate and contract workshop facilitators, capital to build and maintain a user-friendly website, calling costs, and the capital for any print materials.

Mohsen Z. Salehi, TG-EMBA

Founder | Global Ambassador | Executive Director of Training and Talent Development

48 | P a g e

49 | P a g e

Welcome to Visionary People

Visionary People (VP) is a full-service, transnational business consulting firm. Our purpose is to be the world's best business visionaries, forward thinkers and business advisors that help organizations develop effective, efficient and productive organizational ecosystems - bar none. Together with our partners, we strive to put a meaningful human purpose at the center of our clients' initiatives, to transform the way people think, feel, and ultimately behave. Combining unparalleled experience, comprehensive capabilities across all industries and extensive research on the world’s most successful companies, VP collaborates with clients to help them make high-performance businesses decisions. Our "high performance business" strategy builds on our expertise in consulting, business and outsourcing to help clients perform at the highest levels so they can create sustainable value for their customers and shareholders. Using our industry knowledge, resources, service-offering expertise and capabilities, we identify new business trends and develop solutions to help clients around the world:

Enter new markets

Increase revenues in existing markets.

Improve operational performance.

Deliver their products and services more effectively and efficiently.

We have extensive relationships with the world's leading business professionals and companies and work with organizations of all sizes. Among the many strengths that distinguish VP in the marketplace are our:

Extensive industry expertise.

Broad and evolving service offerings.

Business Transactions

Investments

Business Model Analysis and Designs

Project Implementation and Management

Business Banking Analysis and Financial Consulting

Proven and experienced management team.

By enhancing our consulting and business outsourcing expertise with alliances and other capabilities, we help move clients forward in every part of their businesses, from strategic planning to day-to-day operations. With experience in more than 52 countries, deep industry and business process expertise, broad and global resources, VP can mobilize the right people and skills to help clients improve their performance. Call us today for a consultation.

Mohsen Z. Salehi, T-GEMBA

Executive President | Chief Consultant | Strategist | Analyst | Visionaire

www.visionarypeople.co – www.visionarypeopleconsulting.com – www.vpglobal.co