Critical team member/champion in coordination of resources, oversight of projects execution in the expansion and refurbishment of airports and airstrips.

Critical team member of coordinating mobilizing resources, projects’ planning and execution for enhanced generation, transmission & distribution infrastructure for increasing electricity access from about 29% to 75% by adding more than 6 million customers to the starting base of 2.3 million customers in 2013 (that is more than 260% growth in only about 8 years which is an unprecedented achievement in electrification access rate growth, globally).

Critical team member in coordinating the activities of oil and gas exploration/drilling towards achieving commercial quantities. The construction of the pipeline development is earmarked to commence soon in order to monetize the oil and gas resources for economic development of our country.

Effective stewardship of Kenya Power leading to an increased pre-tax profit of 36% which translated into KES 8,507 million. In this period, electricity sales grew from 6,123 million units to 6,341 million units. Through the rural electrification and enhanced customer connectivity project, 307,000 customers were connected and supplied with electricity, a 23% growth from the previous year. During the time of my leadership (at the helm) in Kenya Power from 2007/08 to 2011/2012, pre-tax profit increased from Kshs.2.7 billion to Kshs.8,507 billion; new customer growth per year 120,000 to 307,000; electricity sales from 5,322 million units (Kwhrs) to 6,341 million units and average repair response time improved from 8.0 hrs to 3.0 hrs.

Embarked on an organizational culture change and corporate rebranding exercise, which aimed at enhancing Kenya Power’s image, customer service and financial performance through employees’ (6,000 permanent and 4,000 contract in number) cultural change. The project entailed the creation of a new organizational culture in line with internal and external customer expectations; establishment of methodologies and frameworks for embedding the culture and tools to monitor and evaluate its performance. Comprehensive training of all staff aimed at achieving the project goals constituted a core component of the programme. A performance management information system (dashboard) was also installed, that among others had harmonized and integrated all functions towards the corporate targets and objectives.

Oversaw the implementation of a KES 1.9 billion Supervisory Control and Data Acquisition (SCADA)/ Energy Management System (EMS) and fibre optic project. The project enhanced effective and efficient management of the national power transmission and distribution grid. The fibre optic project was to generate additional income through the lease of dark fibres to Safaricom, Jamii Telecommunications and the Wananchi Group.

Awarded Presidential honor of Member of the Burning Spear (MBS), as a result of demonstrated record of public service and effective role in National Development.

Effectively steered the team overseeing an Energy Sector Recovery Project of Kshs.12 billion funded by the World Bank and other multilateral lenders (EIB, AFD, NDF) which got completed. In 2009/2010, I led the team negotiating for additional Kenya Power funding by the World Bank and other lenders culminating in further support of Kshs.6 billion as additional funds. In the 2010/2011 financial year a further funding of Kshs.9 billion for Kenya Electricity Expansion Project (KEEP) was realized. This total funding of Kshs.27 billion resulted in several major projects for additional transmission substations, distribution substations/lines infrastructure/projects.

Member of the Central Joint Council (CJC) which effectively represented Kenya Power management in various negotiations pertaining to industrial relations and the collective bargaining agreement with KETAWU (Kenya Electrical and Trade Allied Workers Union).