Peter Langmead

Film Director, Screenwriter, Composer, Steadicam operator, Social Documentary Photographer

My Curriculum Vitae


Ph.D. in Finance (1998), University of Strathclyde, Glasgow on the revelation of information from initial public offers on the Thai stock exchange (an emerging market)

M.Sc. in Finance (1994), University of Strathclyde, Glasgow United Kingdom, emphasising econometrics, project evaluation (shadow pricing etc.) and securities analysis

MBA (1993), Heriot-Watt University, Edinburgh, United Kingdom, emphasising decision-making methods and negotiation. The career development initiative followed extensive experience in agricultural development in Africa, Middle East and Asia with World Bank projects and the Food and Agriculture Organisation

BA (Hons) 2013 in Creative Arts, University of the Creative Arts, UK, focusing on music composition and social documentary photography.

Raindance MA (Distinction) 2018 in Film, Staffordshire University, UK, focusing on scriptwriting.

Countries of Work Experience
Zambia, Ethiopia, Malawi, Nigeria, Malaysia, Philippines, Singapore, Thailand, United Kingdom and Cambodia

Postcards from Zambia. Langmead & Baker, Zambia. (2013). ISBN 978-9982-896-02-3
The Zambians. Langmead & Baker, Zambia. (2013). ISBN 978-9982-896-04-7
zedscape Langmead & Baker, Zambia. (2014). ISBN 978-9982-896-09-2
ZedPipo Langmead & Baker, Zambia. (2015). ISBN 978-9982-896-13-9
Damyna Damyna the opera; Libretto. Langmead & Baker, Zambia. (2014). ISBN 978-9982-896-07-8
Damyna Damyna the opera; in Full Score. Langmead & Baker, Zambia. (2014). ISBN 978-9982-896-05-4
Damyna Damyna the opera; Vocal Score with Keyboard. Langmead & Baker, Zambia. (2014). ISBN 978-9982-896-06-1
The Legend of Konga Mato, the opera; The Libretto. Langmead & Baker, Zambia. (2015). ISBN 978-9982-896-10-8
The Legend of Konga Mato, the opera; in Full Score. Langmead & Baker, Zambia. (2015). ISBN 978-9982-896-12-2
The Legend of Konga Mato, the opera; Vocal Score with Keyboard. Langmead & Baker, Zambia. (2015). ISBN 978-9982-896-11-5

Opera Productions
Damyna Damyna the opera, premiere performed at Lusaka Playhouse, April 3, 2014
The Legend of Konga Mato, the opera, premiere performed at Lusaka Playhouse, April 9, 2015

Film Productions
Damyna the Musical (2018)
The Borderline (2019)

Langmead & Baker Ltd, Public Relations
Kalundwe Estate, Agricultural Activities
Arulussa Ltd, sold

Short-term assignments/projects

ZAMBIA, April 2015 to date: researching and preparing the libretto for my next opera, to be premiered 2016.

ZAMBIA, Nov 2014 to date: writing the article and preparing the photographs and layout for my next photobook.

ZAMBIA, Sept 2014 (5 days): Study including a detailed rice market value chain; a literature review, a report of donor activities in the chain, a gap analysis with a strengths, weaknesses, opportunities and threats analysis that suggest potential and appropriate developmental policies for the rice sector, for the Zambia Economic Advocacy Programme (ZEAP), a DFID-funded project based in Lusaka.

ZAMBIA, June 2014 - April 2015: writing the libretto, composing the music and producing THE LEGEND OF KONGA MATO, THE OPERA at the Lusaka Playhouse, premiere April 9, 2015.

ZAMBIA, Nov 2013 - June 2014: writing the article, preparing the photographs and layout, and publishing ZEDSCAPE, available in Zambia and from

ZAMBIA, June 2013 - April 2014:writing the libretto, composing the music and producing DAMYNA DAMYNA THE OPERA at the Lusaka Playhouse, premiere April 3, 2014.

ZAMBIA, July - Oct 2013: writing the article, preparing the photographs and layout, and publishing THE ZAMBIANS, available in Zambia and from

ZAMBIA, July, 2012 - June 2013: writing the article, preparing the photographs and layout, and publishing POSTCARDS FROM ZAMBIA, available in Zambia and from

ZAMBIA, 2 August to 31 August, 2011. Team leader, Langmead & Baker Ltd. Rice and Cassava value-chain analyses for PLARD II, Luapula Province, Zambia, including agri-business feasibility studies. PLARD II

ZAMBIA, 12 July to 26 July, 2011, Consultant, ORGUT, Sweden. Review of COMACO’s system for monitoring, evaluation and reporting, including assessments of baseline data, risk factors, performance, M&E indicators, methodology and approach, ownership, income, food security, business sustainability, conservation of natural resources and gender issues. Assessment of sustainability and risk, (economic, financial, environmental and institutional), including financial management risks, management of risks, justification of expenditure, sources of funds, staff organization structure, HR quality and conservation farming compliance. NORAD

ZAMBIA, 28 March to 21 April, 2011, Consultant, ORGUT, Sweden. Responsible for evaluating programme design as an integral part of the appraisal team’s work that addresses goals, purpose, inputs and outputs of the proposed Expanded Food Security Programme. An assessment of the choice, relevance, realism, consistency and quality of activities and indicators was also carried out. The ‘continuous’ monitoring and evaluation system of the EFSP was examined and a comparison was made between the use of e-vouchers and central procurement for the delivery the inputs and services. Currently in Zambia, e-vouchers are being used by the Conservation Farming Unit and World Food Programme among others. The appraisal also focused on political economy risk, fiduciary risk, an assessment of implementing institutions and establishing the extent to which the proposed model will contribute to the long term objective of poverty reduction and sustainable land use in Zambia. This involved establishing the relevance of the EFSP objectives in relation to current Zambian Government poverty reduction and developmental goals. NORAD

ZAMBIA, 15 February to 17 March 2011, Consultant, ORGUT, Sweden. The appraisal of the proposed CAP II and a review of CAP I of the Conservation Farming Unit of the Zambia National Farmers Union, in Lusaka, Zambia. The end-review of CAP I entailed assessing the quality of the project; compare the results of the project compared with its goals, objectives and outputs; review the implementation of the MTR recommendations; assess the economic, financial, environmental and institutional sustainability; Assess the performance of the implementers; and assess the sustainability of the results of the 8 outputs. The Appraisal entailed assessing if CAPII is farmer led and what will happen without paid personnel; assess the relevance of the programme; assess the quality of the prior analysis and the planning process; assess the proposed arrangements for a credit guarantee fund; are the lessons learned included; are other CA/CF programmes planned, and their potential impact; assess the relative impact of Norwegian support; assess possibilities for cooperation; assessment of programme design; assess and discuss need for continued support; and assessment of sustainability and risks. NORAD  

ETHIOPIA, 28 February 2010 to 27 March 2010, Micro-finance Expert, ORGUT, Sweden. Responsible for assessing the overall operation and modality of an Enterprise Development Facility (EDF) including a loan guarantee fund and business development services; assessing the level of livelihood improvements and changes that has been observed in the lives of beneficiaries as a result of EDF intervention using an existing data set; assessing cost effectiveness of the facility to provide guidance to management at all levels for efficient resource allocation and decision-making in future interventions; reviewing the existing modality and procedure with respect to MFIs, SACUs and business development services; assessing stakeholders linkages and the coordination of the programme within regional government, MFIs and business development services; assessing the limitations and strengths of the EDF and business development services; assessing the lessons learned and experience gained during the implementation of the scheme that can be consolidated in the remaining period of the programme and beyond; proposing alternative approach for the future use of EDF loan guarantee; assisting in the design of an appropriate modality for a future intervention; proposing a strategy that can sustain the gains of EDF scheme. Sida

ZAMBIA, 16 May to 9 June 2009 and 17 August to 11 September 2009, Agribusiness Expert, ORGUT, Sweden. Responsible for: reviewing the Agribusiness component of PLARD and assessing the feasibility of the design, the strategies chosen, and the meaningfulness and timeliness of the sub-components, including the risks and assumptions foreseen in the preparation by providing guidelines and prioritisation of activities, lessons learned and an assessment of resource allocation, human and financial, and its appropriateness; and designing the agribusiness component for the second phase including preliminary discussions on a credit guarantee fund with a potential participating bank, preparing two workshops, preparing the agribusiness component and log frame elements, and contributing to and preparing the project document for the second phase. (Finnida)
ZAMBIA, 5 January 2009 to 13 February 2009, Value Chain Expert, Langmead & Baker Ltd, Zambia. Team leader responsible for a feasibility study on developing and strengthening the value chain for production of commercially viable organic cotton, including estimating average production costs and revenues for organic cotton farmers and breakeven points, making assumptions about production volumes and price premiums; projecting production growth of organic cotton in Zambia, given market assumptions, for two-, four- and six-year scenarios; identifying districts for expansion that do not have existing non-organic ginnery interests and estimating expected production growth from new farmers; estimating production costs and cost components, revenues and prices per stage in the cotton value chain that includes cotton cooperative, ginner, spinner, knitting, weaving and CMT (cut, make & trim) with SWOT analyses for  each; assessing the power relationships and interests within the local textile sector to identify the nature of contributions actors might make to local sustainable chain building. The results show the minimum and future organic supplies required to sustain local value chain development, the opportunities and risks for financial investment in the textile sector, identifies potential partners for sustainable chain development and estimates the values added by foreign capital investment. (Stichting Woord en Daad (Foundation) and Solidaridad (Foundation), Netherlands.)
ZAMBIA, 1 September 2008 to 31 October 2008, Financial Adviser, Langmead & Baker Ltd., Zambia. Responsible for valuing a substantial Zambian company and providing the necessary documentation for the company’s directors to negotiate its acquisition by a major international US-listed company with LSE- and JSE-listed interests. (Zambian Co.)

ZAMBIA, 9 June 2008 to 31 July 2008, Consultant/Joint Chairman, Langmead & Baker Ltd., Zambia. Joint chairman responsible for determining the content of consultancy opportunity advertisement and placing it in the Zambia Press to optimise readership, establishing transparent protocols and systems, and ensuring normalised scoring to fairly select and represent consultants to provide three-year consultancy services to extend the existing COMACO project to the west bank of the Luangwa Valley. (Royal Norwegian Embassy, Zambia.)

ETHIOPIA, 5 May 2008 to 8 June 2008, Economic Diversification Specialist, ORGUT Consulting AB, Sweden. Responsible for assessing and making recommendations for the Development of the Economic Diversification Component of the Sida-Amhara Rural Development Programme, SARDP III in Amhara State, Ethiopia, in close cooperation with key stakeholders. The economic diversification component was responsible for adding value to farm produce/product and for developing off-farm and non-farm activities of farmers attempting to supplement their household farming income, through the implementation of the enterprise development facility offering micro to large loans through MFIs and Savings and Credit Unions (secondary cooperatives).  This activity was undertaken through a structure of government-employed facilitators, private business development service providers and government micro- and small-enterprise desks at woreda levels, and is facilitated through local financial intermediaries, organisational development and networking enhancement, strengthening rural-urban linkages and through the crosscutting issues of support to women, vulnerable households and environmental awareness. The assessment found major shortfalls in: the targeting of the enterprise development facility that favoured urban development, over agricultural and rural development, that did not focus on adding value to farm product/produce or at supplementing household farming incomes through non-farm and off-farm activities; anti–competitive behaviour in terms and conditions that discriminated between and conferred competitive advantage on the local microfinance organisation over savings and credit unions. Further, lending by MFIs and SACUs were not required to be revolving, enabling funds to leak out of the programme’s areas. The economic diversification component itself had failed to encourage investment in the latent livestock industry, in wool and meat production. (Sida)

ZAMBIA, 10 March 2008 to 16 April 2008, Livestock Business Development Consultant, ScanAgri (Zambia) Ltd. Responsible to ‘Profit’ (Zambia) for a study on the Transition of Beef to Dairy Animals entailing the collection of data from small-scale beef/dairy farmers, in Mkushi, Chongwe, Mumbwa, Monze and Choma, and its (statistical) analysis to establish: the extent of the transition from beef only production, to the collection and sale of milk from beef animals, to the production and sale of milk from dairy animals; the perceived and actual barriers to entry into milk production (beef or dairy); markets where farmers are selling their milk; the perceived barriers to increasing milk production; and the motivation for producing milk. From the results and from discussions with the client, a strategy was evolved to enable cooperation/facilitation between farmers and private sector-led initiatives, and delivered on schedule. (USAID)

ETHIOPIA, 14 February 2008 to 5 March 2008, Planning Consultant, ORGUT Consulting AB, Sweden. Responsible for the preparation of the Programme Document, SARDP III Extension of the Sida-Amhara Rural Development Programme for Amhara National Regional State, which included: preparing a schedule for submission of draft sections of the programme document and the summary together with the client and technical adviser; responding to comments provided by the client and the technical adviser; reviewing existing programme data and selecting relevant data, and updating the existing programme document as necessary; compiling data provided by team members and integrating them into the programme document; ensuring that the different inputs are merged into a cohesive document; ensuring that the document is easily understandable and in correct English; and ensuring that the content of the final programme document contains and meets all the planning and assessment requirements that are required and expected by the donor. Timely delivery of the document was essential. (Sida)

ETHIOPIA, 26 March 2007 to 24 June 2007, Agricultural Marketing Specialist, ORGUT Consulting AB, Sweden. Team leader for the Market Assessment Study for the Ethiopian Nile Irrigation and Drainage Project (Phase II) in Amhara National Regional State (ANRS) and Oromiya National Regional State (ONRS), in Ethiopia, for the Ministry of Water Resources; responsible for three consultants, the production of inception and progress reports, and the delivery of the main report, all delivered on schedule. The purpose of the study was to establish with the increased irrigated output of the small-scale farmers concerned could economically/financially justify expenditure on canal-based irrigation systems from existing dams. Tasks performed included assessing the environment through interviews and discussions with government officials, research station staff, farmers and wholesale and retail sellers; reviewing project and government policies on agricultural development and strategy papers on agricultural marketing, marketing regulations, donor policies and guidelines and local production statistics on trade and investments; identifying existing crops in the locations and analysing them using gross margin analyses, net present value analyses and ranking using profitability indices, including sensitivities and risks; designing appropriate farm models that optimise farmer wealth; estimating the distribution of farm models among risk-sensitive farmers, and adoption, and valuing the outcomes across the irrigated areas; identifying appropriate business value-adding opportunities for the identified; assessing the domestic and export markets for the identified crops and value-added products; identifying and mitigating technical and financial risks; identifying major constraints and opportunities at local, regional and international level. The results from the study were presented to the project’s steering committee and stakeholders from the regions. (World Bank)

ZAMBIA, March 2006, Lead editor, DFID,  Responsible for compiling semi-academic articles on selected tax issues, including those affecting the agricultural sector, both large and small-scale farmers. Many other tax issues impinge on the agricultural sector as well; the book includes chapters on the broadening of the tax base to the informal sector, an assessment of non-tax revenues (licensing, levies etc), and taxation issues affecting the agricultural sector. Tasks included reviewing provided material and selecting articles based on content appropriate to the client’s needs. As lead editor also responsible for ensuring the articles were factually correct. The articles articles are published as the book Tax Policy Issues in Zambia – Selected Papers. (DFID)

ZAMBIA, February 2006, Financial evaluation consultant, Hodi, Did a desk financial evaluationof the Food Security Kala Refugee Camp Project including evaluations of assistance to farmers and vegetable producers, the provision of axes and hoes, training in agricultural practices and blacksmith training. As lead consultant I was responsible for liaising with the client, meeting the objectives of the study, collecting data and evaluating project performance against project objectives, using statistical comparison between planned and actual outcomes, cost effectiveness and efficiency, and delivering and presenting the report to the client in a timely manner. (AUSTCARE)

ZAMBIA, August - September 2005, Agri-business and business linkages consultant, Kosana Consulting AB.  Team-member for the Mid-term Review of Agricultural Support Programme in Zambia. Responsible for reviewing key project documents such as agricultural marketing strategies, trade and investment statistics, marketing regulations and other documents prepared by donors involved in similar projects, such ADRA, CLUSA, CRS and HODI, and agro-processing linkages; and for describing the supply and market chains, the latter from farmers to market, through discussions with small-scale farmers across the project area and representatives of local government staff and other market player’s organisations operating in the area. Specifically responsible for evaluating the project on three criteria: project cost effectiveness, efficiency and performance. Cost effectiveness compared the cost of project implementation (investment) with the (financial) present value of realised and future farmer benefits, in effect the profitability ratio. The analysis of project efficiency was based on the concepts of business efficiency, such as change in farmers’ incomes to project operating costs, project operating costs to cumulated project assets and project investment per farmer household. Such an analysis of project efficiency is rarely used in M&E, but ought to be, for the donors’ benefit. The performance of the project was measured using the programme-stated measures of improved food security and improved incomes, using t-tests under the null hypothesis (of no improvement). Also responsible for recruiting and organising local consultants and some interaction with the client. (Sida)

ETHIOPIA, November 2004 to January 2005, Agricultural Marketing and Enterprise Development Specialist, ORGUT Consulting AB. Undertook a Market Study for Agri-business Opportunities in East Gojjam and South Wollo Zones in Amhara National Regional State (ANRS), in Ethiopia for ANRS and its Sida-Amhara Rural Development Programme (SARDP), phase III. Tasks performed included assessing the prevailing marketing situation through interviews and discussions with government officials, research station staff, farmers and retail sellers; reviewing project and government policies on agricultural development, and strategy papers on agricultural marketing, marketing regulations, donor policies and guidelines and local production statistics on trade and investments; identifying existing potential products of the locality; identifying important consumer groups to be considered and their requirements on existing and potential products; identifying major constraints and opportunities at local, regional and international level, and the human resource requirement. Estimated the duration of technical advisory service and developed TOR of the same, produced LFA-based project document, i.e. the Economic Diversification component, to be implemented from July 2005-June 2008. Recommendations arising from gross margin analysis and preliminary economic analyses were based on increased sales of selected products, including beef and hide production in Awabel and Dejen, with export potential; sheep meat and hide processing plants in Legambo and Wore Ilu, with export potential; dairy products in Awabel and Wore Ilu; broiler production in Tehuledere and fast food chicken franchising; and Honey production in Shebel Berenta, with export potential. Also proposed using commercial banks for funding where the donor underwrites the default risk only, thereby releasing more funds than simply the donor’s contribution. The study also involved teamwork in collaboration with the established working groups and Technical Advisors for business development and rural-urban linkages to cross-fertilise local-based experience with global and national strategies. The results from the study were disseminated in a workshop with working groups on business development and rural-urban linkages. (Sida)

ZAMBIA, February 2004, Team leader, G. Corner Ltd, UK. Responsible for a market study for a specialist UK-based bus-bar business. Tasks performed included liaising with the client, interviewing and discussing the bus-bar business with all mining companies and ore processing facilities, correlating the data and producing, and presenting, a full report to the client in a timely manner. UK business matching grant)

ZAMBIA, July 2003, Cassava and Agricultural Marketing Specialist /Team Leader, Smallholder Enterprise Marketing Programme (SHEMP). Responsible for planning and organising a detailed Cassava Market Study, recruiting international and local consultants, interacting with the client, ensuring the deliverables were completed in a timely manner and that the objectives were fully met. The work involved reviewing relevant key figures, including yields, consumption, distribution and trade and investment, in order to identify opportunities in local and export agricultural markets; reviewing government policies and regulations; analysing the supply and market chains; discussing field operations with extension staff and small-scale farmers; and presenting recommendations to contact farmers in each of the three project areas. The study content was on cassava production, its agronomy and characteristics; cassava products, such as unprocessed, processed and substitute products, animal feed and industrial products; market structure, including logistics, transport and distribution networks, potential urban demand, which was assessed by estimating consumption figures of cassava from the tribal population distribution in urban centres (being the main accessible markets); issues affecting trade, such as product quality, the efficiency of agents and distribution; competitive situation for cassava growers supported by SHEMP, which included competing products and competing cassava growers; and marketing plan. The marketing plan included a SWOT profile, suggested objectives (for SHEMP) that included increasing farmer income and production, marketing strategy and a detailed action plan, and resource requirements for implementation; and gave recommendations on how SHEMP through identified market players could market cassava products and promote cassava utilisation, and how it could promote growing and processing of cassava by farmers.(IFAD)

ZAMBIA, February 2003, Agricultural Marketing Expert /Country Team Leader, jointly with HVH Ltd, United Kingdom. Responsible for the Zambian end of the Market Research on Paprika and Spices in Zambia study, for SHEMP. Specific tasks performed included: review of key local literature and documents such as export regulations, import and export data, local agricultural practices pertaining to paprika and spices, as well as statistics on trade and investment, discussions with small-scale farmers and extension staff to identify main buyers of paprika, some collection and analysis of farmer performance data (yields and methods), estimating yield and grade distribution (some primary research), and reporting geographic distribution, and describing and analysing the supply and market chains. Did also a competitive analysis, including pricing and production costs, quality analysis, comparisons with neighbouring countries to identify constraints to competitiveness and make recommendations to mitigate their effects. One chapter focused on all spices, in the Zambian section, but more detail was covered on the marketing side in the rest of the report that covered the leading spices, recalling that the Zambian component was in effect the indigenisation of an otherwise international report. The predominant focus of the study was however paprika. A SWOT analysis was undertaken, which covered the Zambian paprika industry. Also responsible for(IFAD)

ZAMBIA, January 2003, Agricultural Economics Specialist, ORGUT Consulting AB. Responsible for leading the Cost-benefit analysis of the Land Management & Conservation Farming Programme, LM&CF study. This was a financial and economic cost-benefit analysis using discounted cash flows that took account of economic opportunity costs. The economic analysis used shadow pricing and both were subject to risk and sensitivity analyses. Shadow pricing is used to establish the true economic benefits to the country, i.e. costs and benefits do not include taxes, excise duties and rents, for example, which are merely transfers. There were three project components, which were farmer training, farmer group empowerment and a HIV/AIDS programme. Also responsible for liaising with the client, discussing the proposed model with relevant staff, collecting the data, meeting the objectives of the study, and delivering and presenting the report to the client.(Sida)

ZAMBIA, January 2003, Agricultural Marketing and Enterprise Development Specialist/Team leader, Food and Agriculture Organisation, Rome. Responsible for the Appraisal of Diversification Opportunities: The Zambian Paprika Case Study. The study included analyses of production systems for parika, including producer classifications, distribution of growing activity, level of farm management (with or without fertiliser or using improved seed, for example)marketing activities done by farmers, resource allocation and management by farmers, distribution and use of incremental income, and small-scale farmer opinions about the (private) extension service and paprika buyers (particularly about grading); local and international markets and marketing structures, including product quality, competing crops, buyer profiles, business arrangements and contracts; support facilities, including supply and distribution of inputs (particularly improved seed and fertiliser), sources of finance (usually through buyers), advisory and information services and technical support to paprika growers; policy documents to assess support for diversifying into paprika production. This included reviewing government policies as well as international and regional trade policies. Also responsible for liaising with the client, ensuring the objectives were met and the study was delivered in a timely manner. (FAO)

ZAMBIA, November 2002, Agricultural Marketing and Enterprise Development Specialist /Team leader, Zambia Agribusiness Technical Assistance Center (ZATAC). Responsible for the Assessment of Agribusiness Opportunities in Western Province, Zambia study, liaising with the client, and ensuring the objectives were met and the study was delivered in a timely manner. The objective of the study was to identify and assess small-scale accessible agri-business opportunities in Western province of Zambia. Specific tasks included reviewing documents focusing on Western province, particularly those pertaining to mangoes, cashew nuts and honey, interviewing local government staff and specialists, and reviewing linkages between farmers and markets, and strengthening existing linkages and facilitating new linkages. The study identified a number of agri-business opportunities, through interviews with ministry and technical staff of localised donor projects, with local agri-businesses staff and with target farmers, and selected ten potential agri-business projects (dried mango products and cashew nut processing for example) using agreed weights applied to agreed qualitative criteria. The study included a flood irrigation rice scheme, which was considered but omitted by the agreed criteria. The ten business prospects were assessed financially and economically, which included gross margin analyses for each of the businesses, returns to labour and, subsequently, discounted cash flow analyses taking account of economic opportunity costs, the economic analyses using shadow prices. The technical and financial risks were fully assessed and presented together with sensitivity analyses and measures on how to alleviate/reduce risks. The agri-business opportunities were prioritised using profitability indices (benefit/cost ratios). (USAID)

ZAMBIA, June to August 2002, Agricultural Research Coordinator and Analyst/Team leader, Conservation Farming Unit. Responsible fororganising and working with existing CFU staff to measure the effects of CFU’s method of conservation farming, for the benefit of funding agencies and for fine-tuning CFU’s recommendations. This was done through reviewing local and regional literature on conservation methods, collecting and analysing data from (demonstration) farmers on their timing and valuation of agricultural activities, and their practice. The data were collected from farm visits and from CFU extension staff. Three reports were prepared: on the influences of basins and ridges on yields in conservation farming practices, in maize, groundnuts and maize intercropped with sunnhemp; on the influences of basins and ridges on yields of two maize varieties - PANNAR 67 and Zamseed 603 - in conservation farming practices; On the influences of lime and fertilizer on conservation farming practices. (CFU)

ZAMBIA, May 2002, Cassava, Finance and Marketing Specialist/Team leader, Langmead & Baker Ltd. Feasibility study for a 3,500 hectare cassava farm with starch production facility, starting with food production, proceeding to feed production and then to starch production. The feasibility study was done by reviewing all available academic and local and international production literature (often from Brazil and Thailand) on cassava production and processing, from food products to ethanol production. The plan, mentioned above, included discounted cash flow analysis that took account of economic opportunity costs, budgeting and financing decisions determined under capital rationing conditions; local and international market analyses that involved reviewing market opportunities flour and marketing channels for cassava, substituting maize with cassava in animal feeds and cassava starch; collecting market data, including local consumption, assessment of imported feeds and starches and of regional export opportunities for cassava feed pellets and cassava starch. The study formed the basis of the later SHEMP study but was on a larger commercial scale. It was later implemented as Kalundwe Estate Ltd; see above. (Langmead & Baker Ltd)

ZAMBIA, April to May 2001, Agricultural Development Specialist/Team leader, Private Sector Development Programme of the Centre for the Development of Enterprise. Responsible for a study, Optimisation of returns to support small-scale irrigation and rainfed farms to determine the optimal prices that Arulussa could pay small-scale farmers for essential oil biomass, given that the farmers had to repay their share of the cost of the windmill pump, provided to Chibombo farmers by the Conservation Farming Unit, used to irrigate one-hectare plots. Tasks performed included reviewing local literature, collecting agronomic data for a variety of traditional crops, vegetables and essential oil crops, gross margin analyses for each crop, and calculating farmgateprices using parity pricing, i.e. backwards from prices in Lusaka in the case of traditional crops and vegetables, and backwards from world market prices for essential oils. The study used linear programming, which was used to optimise profit, subject to a set of mathematical constraints defining labour availability (labour can be scarce at some times of the year, during land preparation and planting, for example), farmer cash flows (also a scarce resource) and yield variance. Financial and economic discounted cash flow analyses, taking account of economic opportunity costs, were prepared to examine the viability of a replicable one-hectare windmill-operated drip irrigation system together with rainfed crops, given labour and cash constraints. Unlike ranking profitability indices, the levels of yield risk and financial risk is explicitly included in the analysis and results in an optimum risk-return ‘portfolio’ of crops that dictates land areas under each crop. The method is sometimes used on large mixed and multi-cropped farms and may be appropriate if inducements can be used to ‘arrange’ the optimum distribution of crops (otherwise rational farmers will select the most profitable crop given their personal risk threshold). The traditional technical and financial risks analyses were still performed, together with sensitivity analyses for the individual crops, vegetables and essential oil crops: yield risk is much reduced under irrigation, although input supply and market risks still exist. Risk alleviation/mitigation measures were also presented. (EU)

THAILAND, November 2001 to January 2002, Agri-business specialist (Team leader), BAE Systems plc, United Kingdom. Responsible for leading the Identification of agri-business opportunities and detailed implementation study, liaising with the client, ensuring the objectives were met and that the report was delivered in a timely manner, and presenting the results to the stakeholders. The objectives of the study were to identify potential agriculture-based business enhancement opportunities that would have a very sizeable and significant economic impact at national level. The study entailed extensive travel in Thailand, but focused on the poor areas of the country, particularly the northeast. Meetings were held around the country with ministry officials, staff at research stations, small- and medium-scale farmers, management at agro-processors, and members of relevant associations. The identification of replicable agri-business opportunities was done by analysing eight potential projects selected from a previous scoping study, by the same consultant, that was narrowed by client-agreed weighted criteria. The projects ranged from extension, training, research and seed multiplication, with longer term benefits, to crop production and value-added processing, soya (for oil and cake) and cotton being predominant at the time. The analysis was financial and economic; both used discounted cash flow analysis that took account of economic opportunity costs. The economic analysis followed the assumptions of UNIDO’s method using domestic pricing (the World Bank’s method uses world pricing). IRR hurdle rates were also included together with profitability indices (benefit-cost ratios) to rank the opportunities. In addition, extensive risk and sensitivity analyses were performed on technical and financial issues and risk alleviating/mitigating measures were presented. The economic purpose was to offset expenditure of US$2bn. Since the study was likely to be subject to review by leading UK and Thai officials, this was a complex study by usual standards. The consultant presented the analysis to BAE Systems but was not party to high-level government discussions, either in Thailand or UK. (BAE Systems plc)

CAMBODIA, December 2000 to February 2001, Team leader, Private client. Undertook a financial analysis and capital structuring study for an Area Control Centre, including primary and secondary radars. (Private client at behest of BAE Systems plc)

ZAMBIA, October 2000, Consultant, ORGUT Consulting AB. Responsible for an econometric the study on maize for the Land Management and Conservation Farming (LM&CF) Project. The objectives of the study were to measure the net benefits of a number of conservation interventions. The consultant worked with LM&CF staff on the collection of the data, which included field discussions with small-scale farmers and extension staff. The data were analysed by the consultant using regression models and the partial adjustment model. The purpose of the study was to establish the maize yield per hectare, the financial returns to small-scale farmers and the economic returns to Zambia from selected land management and soil conservation interventions. (Sida)

BHUTAN, April 2000, Financial analyst, BAE Systems, UK. Financial cash flow analyses for a helicopter service. (BAE Systems plc)

THAILAND, March 2000, Financial analyst, BAE Systems plc, UK. Equity and debt finance for a Bangladeshi aviation project, (aircraft) in South-East Asia. The study was undertaken in Thailand, the potential source of finance. (BAE Systems plc)

THAILAND, March 2000, Team leader, Gokarna Hotel, Nepal. Equity for Gokarna hotel, a Nepali business, which entailed a discounted cash flow analysis to establish the net present value of the business, to establish equity requirements and the distribution of shareholding. The study was conducted in Thailand, as the country was the potential source of finance. (Gokarna Hotel)
CAMBODIA, December 1999 to February 2000, Team leader, BAE Systems plc, UK. Assessment of aviation opportunities in Cambodia, particularly the re-establishment of Sihanoukville Airport, Sihanoukville being a possible tourist destination. (BAE Systems plc)

THAILAND, October 1999, Team leader, Pansea. Equity and debt for two hotels in Thailand, entailing discounted cash flow analysis and capital structuring issues. (Pansea Ltd)

THAILAND, October 1999, Team leader, Pacific Transportation Ltd. Analysis of the financial requirements of a railway project in Laos PDR, to arrange debt and equity finance, entailing discounted cash flow analysis and capital structuring issues. (Pacific Transportation Ltd)
THAILAND, September 1999, Securities analyst, Finansa Ltd. (a regional fund management company). Extracting quarterly accounting data on 50 selected companies from raw data from the Stock Exchange of Thailand, using Fortran, minitab and perl. (Finansa Ltd)

THAILAND, July 1999, Agri-business Development Specialist/Team leader, subcontracted by agent - client undisclosed. Responsible for analysing opportunities for developing rice seed production in Thailand for large American company. Analysis was done through interviews and discussions with Thai officials and seed producers to establish capability and capacity, reviewing agricultural literature on rice, import and export data and regulations on rice seed, including photosanitory regulations, and local pricing. (Subcontracted by agent, client undisclosed)

THAILAND, May 1999, Team leader, LocBlock Ltd. Preparation of a business and marketing plan to establish the worldwide manufacturing of LocBlock, a new type of lightweight building block. Manufacturing facility to be established in Thailand with opportunities in Turkey, Bangladesh and Canada under review. (Langmead & Baker Ltd)

THAILAND, April 1999, Team leader, owners of Bangkok Securities. An evaluation of a proposal to establish an essential oils production facility in Northern Thailand, essentially based on the Arulussa model, which at the time was to produce rose, melissa and other essential oils under drip irrigation and then process them with the phytonics process. Specific tasks performed in doing the evaluation included visiting the proposed location, measuring the farm size (by triangulation), assessing yield potential and undertaking a discounted cash flow analysis. (Arulussa, Langmead and Baker Ltd)

THAILAND, April 1999, Team leader, Multicolour Ltd. On-going provision of perl and CGI programmes to automatically arrange data on client and server computers for, a major international internet-based gemstone wholesaler/retailer (Multicolour Ltd)

THAILAND, December 1998 to January 1999, Team leader, BAE Systems plc, UK. Econometrics and statistical-based study to establish a value of the maintenance and overhaul division of Thai Airways International in the absence of internal data, using annual reports and data from other airlines, the aviation business more generally and international organisations. There was some suggestion at the time that it was to be spun off from Thai International, a listed company on the Thai stock exchange. (BAE Systems plc)

THAILAND, September 1997, Securities analyst, Bangkok Securities. An econometric analysis on the exposure of the Thai banking sector to interest rates, exchange rates and other market sectors using par, dividend and rights issue adjusted data in CAPM (Bangkok Securities Ltd)

THAILAND, August 1997, Securities analyst, Bangkok Securities Ltd. An econometric analysis (event study) on abnormal returns from rights issues in Thailand, using par, dividend and rights issue adjusted data. (Bangkok Securities Ltd)

PHILIPPINES, July-October 1996, Financial analyst, LURGI (subsidiary of Metallgeselschaft), Germany. Preparing financial and economic discounted cash flow analyses for Build-Operate-Transfer (BOT) water utility projects in Philippines (LURGI)

PHILIPPINES, July-October 1996, Financial analyst, LURGI (subsidiary of Metallgeselschaft), Germany. Debt financing for water utility projects in Philippines, entailing discounted cash flow analyses and capital structuring issues. (LURGI)

SINGAPORE/MALAYSIA, August 1996, Team leader, Langbridge Associates, Singapore. Responsible for financial and economic analyses for fibreboard production plants in Malaysia and Zambia, entailing discounted cash flow analyses and capital structuring issues. (Langbridge Associates)

ZAMBIA, December 1995, Finance director, Arulussa Ltd. Sought debt finance for the development of proprietory phytonics processing equipment for own company producing essential oils. See elsewhere (Arulussa)

THAILAND, October to December 1995, Financial analyst, Owners of Bangkok Securities. Preparation of financial discounted cash flow analysis for negotiations with the finance director of Renault in Paris for a new Thai group to establish Renault cars in Thailand. At this time the Thai economy was overheating badly and was expected to collapse, so negotiated heavily for substantially more marketing budget for advertising. (Private investors)

THAILAND, July to September 1995, Financial analyst, Bangkok Securities Ltd. Training investment analysts and preparing econometric and statistical material on the Thai capital market including beta analysis, domestic and exchange rate risk analysis, portfolio selection, future and forward interest rate estimation and Black & Scholes evaluation of warrants for a securities house. (Bangkok Securities Ltd)
THAILAND, May to June1995, Financial analyst, Zambian private investor in Uganda. Responsible for a financial discounted cash flow analysis of an essential oils project in Uganda. This was done by visiting the proposed site and establishing the agricultural viability and local production costs; determining gross margins and discussing production and market issues with local producers; and determining fob prices Entebbe. Discussions were also held with the authority responsible for issuing licences, to be eligible for foreign investment incentives. (NORAD)

ZAMBIA, October 1994 to February 1995, Financial analyst, private investors including self. Responsible for the economic and financial discounted cash flow analyses, taking account of economic opportunity costs, for an essential oils phytonics project in Zambia, and jointly setting up project and management, including planning and organisation, financial management and budgeting. The study resulted in Arulussa Ltd, see above. (Private investors, including self).

Long term assignments and projects

MALAWI, 7 July to 14 August 2009, 14 September 2009 to 26 February 2010; 1 April to September 22 2010, Agricultural Marketing Consultant (Cassava), NIRAS Denmark. Responsible for defining the geographical limits of the ‘Cassava belt’ with central and local government as well as local representatives (MPs); undertaking a brief initial assessment of cassava production figures (area and yields) for the cassava belt region by cross-checking with national production figures for these areas, and by making comparisons with other countries in the Southern African region; documenting the main cassava varieties grown, their availability and the sources of certified planting material. In short: “what is being grown; how is it being grown”; building on the previous value chain analysis work completed and build a cassava “marketing picture” in concentric circles of; current markets; easily to reach  / easy to create markets (for example through basic processing such as chipping, milling etc); markets that can potentially be developed within a 5 year period (for example basic starch processing); and lastly markets which require either long term development (5 years or more), major financial investment, or where Malawi is simply not suited to reaching (e.g highest quality food starch); advising on the potentials and viability of setting up further cassava (starch) processing plants, including products from the processing; providing feedback to modify cassava production so that small holders are growing the most appropriate varieties for a particular market; assisting GoM with the tendering process (drafting of tender dossier and technical specifications, launching, facilitating the evaluation but not being an evaluator, drawing up draft contracts) under the PE for propagation material, inputs, tools, processing equipment (drying, chipping, milling etc.); supporting capacity building (training, exchange visits) and elaboration of information material on 'good husbandry practises' in cassava production as well as processing technology and marketing; assisting in implementation of all aspects of the programme estimate for cassava; facilitating information exchange between stakeholders in the sector and relevant GoM Ministries and their respective departments as well as with FIDP and its Steering Committee and the National Cassava Taskforce.

ZAMBIA, September 2002 - 2005, founding Director, Managing Director and Chairman of the Board, Kalundwe Estate Ltd. Kalundwe Estate Ltd is an agro-industrial company focusing on the marketing and production of cassava starch, cassava meal and other cassava products. The full feasibility analysis preceded the start-up of the company and is described in short-term assignments (see below Zambia, May 2002). Responsible for national and international marketing of cassava products and liaising with clients including millers, bread and biscuit manufacturers, sausage manufacturers, glue manufacturers, wholesalers as well as retailers. Other activities performed include designing and making packing decisions, public relations and advertising. Also responsible for strategic, financial, human resource and marketing planning, overseeing and organising production and transport of products. Main activities performed within this area of responsibility include quality control, labour management and organisation, organising efficient distribution and transport to clients, arranging transport maintenance, and recruiting staff. Additional areas of responsibility include financial management and analysis, which include activities such as budgeting, determining performance ratios and monitoring them, and fulfilling national account reporting requirements by liaising with the company’s accountants and providing the data (in Pastel). The company’s turnover for 2005/6 was about US$20,000. Between 50 and 350 people were employed at any one time during the course of the year on work including land clearing. During phase one the implementation plan (was developed as a short-term assignment, see below) was to produce 100 metric tonnes of dry product (flour) per annum. Currently there is 200ha planted, which will produce about 1,600 metric tonnes of finished product, and a production capacity of between ten and 20 metric tonnes of dried product per day. So, while output remains at phase one, capacity is at phase two. The plan for phase 2 is to move on to feed production (1,000 metric tonnes of dry product (gratings) per annum – 200ha. At this time, the company is a little behind planned schedule due to land clearing, planting and harvesting delays, often associated with rain. The plan for phase 3 is to move to the production of 10,000 metric tonnes of native starch over time – finally harvesting up to around 2,000ha per annum - which may include the use of centre pivot irrigation, which is technically relatively easier to manage on large-scale operations with staff constraints. The implementation plan is however currently under review: there are discussions about possibly moving production and looking at ethanol production. (Kalundwe Estate)

ZAMBIA, October 1998 - on-going, founding Director and Chairman of the Board, Langmead & Baker Ltd. The company focuses on Public Relations based in Zambia with operations Zimbabwe, Malawi, Namibia, Botswana, Mozambique, including clients Emirates, Zambeef, Proflight, Zambia Breweries. The compay has been involved in rural and agricultural development, marketing, industrial and commercial research, and statistical and econometric analysis. Additionally, the company published five magazines, including Development Zambia, The Zambian Marketer and Insurance magazines. Development Zambia focused on rural and agricultural development, health issues including HIV/AIDS and education development issues from the perspectives of the development industry, donors, government and the private sector. The magazine and its archive can also be found at The Zambian Marketer, published quarterly, is the official journal of the Zambia Institute of Marketing, which can also be found with its archives at For further information on published articles on rural and agricultural development, see attachment ‘Publications and Presentations’. They and other articles can be found at (Langmead & Baker Ltd)

ZAMBIA, September 2002 to May 2004, Research Coordinator, Conservation Farming Unit, Lusaka. Responsible for planning and organising the work of a research team consisting of extension staff employed by CFU; monitoring the collection of quality data from 330 on-farm trials/demonstrations in Southern, Central, Copperbelt and Northern provinces, creating and organising a large database, analysing the data using statistical and econometric models, and reporting and providing publishable articles; designing 2 x 2 and 3 x 3 trials/demonstrations in the regions mentioned and determining and arranging inputs for demonstration and control sample farmers; arranging and visiting demonstration and control sample farmers on a fortnightly basis from land preparation to harvesting. The numerous studies, listed in the attachment ‘Publications and Presentations’,investigated yield changes from using conservation methods, including the use of planting basins, precision use of lime and fertiliser, mulching, early planting, and some effects of social behaviour, such as funeral attendance. The purpose of the studies was to report the performance of the various conservation interventions to donors and fine tune recommendations for small-scale farmers, the importance of early land preparation being the most significant, (European Union and Norad)

THAILAND, May 2000 to November 2000, Team leader, Expo-Line Ltd (a children’s garment marketer and manufacturer exporting to Europe). Responsible for identifying sources of equity and debt finance, which entailed discounted cash flow analysis, IRR hurdle rates, tabled sensitivity analysis and risk analysis and weighted cost of capital considerations. Measures to alleviate/mitigate risks identified were also presented. (Expo-Line Ltd).

ZAMBIA, December 1994 - 2005, Finance director of Arulussa Ltd (significant shareholder). Arulussa Ltd. is a company specialising in essential oil production by solvent extraction, and by hydro- and steam distillation. Responsible for financial management and analysis. Activities performed include budgeting, evaluating new activities by calculating the net present values of cash flows and prioritizing them using profitability indices (the financial version of benefit-cost ratios in economics), setting performance targets, analyses of financial contributions from different crops and processes, and the analysis of time and motion values in phytonic (solvent) processing. Responsible for meeting national accounting requirements. Activities performed include liaising with the company’s accountants and providing the necessary data (in Pastel). Arulussa has extensive drip and overhead irrigation systems. The decision to install such systems was based on an analysis of the technical and economic factors; the drip system is more efficient in placing water and economic in its use, and less environmentally damaging, while the overhead irrigation system is cheaper to install but more expensive to operate. Responsible for the financial analysis behind the decision to invest and for raising finance for the design and construction of the proprietory phytonics process, see below. Also responsible for marketing the company’s products and liaising with clients: Activities performed included collecting a database of all essential oil buyers and users in the world, using Compass and other directories, and faxing/emailing promotional material describing our products and their specifications. Positive responses were then followed up by telephone and/or visits, if easily accessible. Among my main achievements as finance director for Arulussa were convincing other directors to make the investment; obtaining finance for the processing equipment; and initiating the change of the production in response to the changed needs of the market. In the past, the company produced rose oil, which followed an in-company analysis that showed Bulgaria and Turkish production declining due to political and economic difficulties (1993). After some production difficulties, low oil yields, and difficulties breaking in the rose oil market (an oligopoly), the company responded by producing other relatively new-to-the-world organic essential oils, predominantly from tea tree, rose geranium, lemon grass and from various herbs, from which it manufactures and markets high-quality soaps and essential oil products for the local market and for European export markets, principally through UK-based agents. The company also produces cassava cuttings and sweet potato vines for local donor markets, such as GTZ and Care International, which supply cuttings and vines to their small-scale farmer projects. (Arulussa)

THAILAND, February to August 1999, Director, Langmead & Baker Ltd. Web-based provision of data from the Stock Exchange of Thailand on all company stocks with more than 3,500 pages, most updated daily, using Fortran for the databases and analyses, Java for graphics, CGI programmes and perl for uploading. The analysis included econometric analyses of stock performance,using the capital asset pricing model (regressions), five-year and quarterly accounts, sector-specific financial ratios, and the cross-interests of directors and shareholders. (Langmead & Baker Ltd)

THAILAND AND UNITED KINGDOM, October 1995 to September 1998, Researcher, University of Strathclyde, United Kingdom. Responsible for an econometric-based research study on the revelation of information from initial public offers on the Stock Exchange of Thailand, incorporating CAPM in the traditional IPO pricing model and using instrumental variables to isolate the information. (University of Strathclyde).

MALAYSIA, May 1996 to February 1997, Visiting tutor, University of Strathclyde, United Kingdom. Responsible for planning, preparing and providing tutorials on finance for Malaysian M.Sc. students in Kuala Lumpur. (University of Strathclyde)

UNITED KINGDOM, July 1993 to September 1994, Deals and Financings editor, Corporate Money, a specialist UK financial newsletter published by Centaur Publications plc. Responsible for managing a financial database of quoted company financings and acquisitions. (Centaur Publications plc)
NIGERIA, 1982-1984, Agricultural Communication Specialist, Bauchi State Agricultural Development Programme. Responsible for devising, implementing and managing a statewide agricultural development support communication network, including the installation of video and radio production facilities, initiating the concept of mobile video units and evolving their sufficiently rugged construction to support programme extension and training activities, training staff in the production of video and radio agricultural training programmes, and printed materials. The media unit achieved the production of fortnightly video and radio programmes to support the training and demonstration system of agricultural extension programmes used in the field and fulfilling other programme training and public relation needs in conjunction with the extension and training department. The video and radio programmes were also broadcast on the Bauchi-based TV and radio stations. Programming entailed working closely with farmers in the field, and farmers were used in the video and radio programmes. Partially responsible for the evolution of the ‘training and demonstration system’ of agricultural extension system with R. China, co-authoring ‘Training and demonstration system: an adaptation of the T&V system’, which was published in the Agricultural Information Development Bulletin and other journals. (World Bank)

MALAYSIA, 1985-1993, built 65ft Bill Dixon designed topmast schooner on Pulau Duyoug, Terengganu.

NIGERIA and UNITED KINGDOM, 1975-1982, Agricultural Media Producer, AM International Ltd./Agrivisual Ltd. Responsible for the production of agricultural training, extension and training support materials, such as 16mm films, filmstrips with tape, flipcharts, booklets, information pamphlets, magazines, promotional brochures that often entailed working in conjunction with small-scale farmers in Nigeria. These were produced liaising with extension and training staff. Clients included, but were not limited to, the World Bank’s Funtua Agricultural Development Programme, Gusau ADP, Gombe ADP, Lafia ADP, Ayangba ADP and Kano State Agricultural Development Programme. Responsible also for developing and building the original (solar powered) video-based mobile training unit for KSADP. (Agrivisual Ltd)

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The Next Movie

The script is prepared for my next movie and pre-production is in progress. This is the most time-consuming part of filmmaking and production is expected to begin at the end of the year,