CV

1. D A R R Y L J H A D A W A Y
SUMMARY OF PROFESSIONAL EXPERIENCE
1981 - 2003 Arthur Andersen
Partner (from 1993); Roles included head of
Asia Pacific Health Care and head of Oil
and Gas (including mining) Asia Pacific;
Board of Indonesian practice and head of
Indonesian consulting.
2003 - 2005 Ernst and Young (merger with
Andersen in Indonesia)
Partner
2005 - 2012 Deloitte
Partner- including managing partner for
Central Asia, member of the executive Board
of CIS practice and member of firm
2013- 2014 Kazakhstan Railway (KTZ) / KTZ
Express
Advisor/ Executive Director
2014- 2015 Health City LLP
Deputy CEO and co founder
2015- Silk Route Rail Limited
Founder and Chief Executive Officer
2015- WhiteHill
Partner advisor
Independent director or advisory roles
- 2000-2005 Board Member Amcham and
International Business Council, Indonesia
- 2007-2011 Advisory Board Regional Financial
Center of Almaty
- 2008-2009 Advisory Board Nazarbayev University
- 2010- 2012 Foreign Investment Council of
Kazakhstan Member
- 2013- 2016 Independent Director- National Medical

2. Holding
Highlights
Key industries with multiple engagements in the following
areas;
- Health Care
Headed Andersen Asia Pacific Health Care practice
and also was on that firm’s global leadership team.
Independent director on Kazakhstan health care
group and involved in start up community health as
strategy director/ co founder
- Resources (oil and gas and mining)
Deep historical base of mining and oil gas clients
while working at Andersen and Deloitte. Was head
of Andersen Asia Pacific Oil and Gas including
mining practice.
- Logistics
Supported development of logistics models-
including operating models for rail and transport
hubs for Asia Europe Silk Way and speaker on topic
in number of major forums in Asia in recent years.
Key competency areas
- General management
Involved in strategy projects and led Andersen
(consulting) and Deloitte (audit, financial advisory
services and regional practice in central Asia)
practice areas and regions from management and
profit perspectives. Ran large management
consulting group which included technology,
process, people and strategy perspectives.
- Finance
Member of Australia and New Zealand Institute of
Chartered Accountants. Was auditor for a part of
career while heavily involved in consulting services.
Also oversaw financial advisory services in
Kazakhstan.
- Human capital and Process consulting
Significant part of consulting was around process
improvement (from performance management,
quality improvement, shared services, supply chain

3. and general transformations) and management of
change. Developed series of papers on human
capital and processes around company culture
alignment and led several major IT implementations
with role managing board and senior management
change perspectives.
- Cultural diversity
Has lived and worked, and consulted in many
different environments and countries. Recent
experience in startup with local partner in
Kazakhstan and also worked in State bodies. Has
good understanding and appreciation of cultural
issues and managing in such environments.
- Leadership
Was key project leader for various efforts including
logistics and human capital for the Kazakhstan
Foreign Investors Council. Board member for
various business associations and advisory council
member for Regional Financial Center of Almaty
and of a major university in Kazakhstan. Also while
in Indonesia actively involved and led efforts
through efforts in Amcham and Indonesian
International Business Council work (as board
member) with foreign investors, government of
Indonesia and ILO efforts on regular engagement
with leaders in government on labor reform.
- Innovation
Developed award winning projects in both
Andersen and Deloitte on new approaches that
generated significant new revenues for those firms.
Was appointed to Deloitte Global Innovation
council for six years. These involvements saw
appointments to leading community advisory roles
and even host of a TV program for six months. Also
involved in two major innovation start ups.
Summary
Darryl is known for his energy, high achievement,
creativity and respect of quality and people. Through his
diverse background- from audit to financial and
management consulting, and various countries worked in –

4. from Europe to Asia, he has developed a rich knowledge
and experience that has allowed him to become a trusted
advisor to a number of major owners in each of the
countries with keen sense of culture, demands of
international quality requirements and multi international
business environments. These are themes you will see
throughout this document and feel in all your dealings with
him.
His career started at Andersen and spanned over twenty
years (22) before the merger in Indonesia with Ernst and
Young and before his move to Deloitte in the CIS. With
Deloitte he initially was in Moscow for 12 months before
moving to Almaty where he was responsible for the
Deloitte practice in the Caspian area until June 2012. He
left Deloitte in September 2012 to pursue personal
interests Initially this was with Kazakh Railways which was
associated with the major Silk Way initiative of the
Kazakhstan Government and then on a Health Care start
up in Kazakhstan as a cofounder on a community based
health system in Almaty. More recently has moved to
Hong Kong developing out a NVOCC rail project between
China, Europe and Middle East and also as a partner in a
financial advisory firm undertaking projects in Kazakhstan
and representing that firm in Asia.
Detailed Background
He originally started in the audit division of Andersen
where he was heavily exposed to a top 20 Australian
entrepreneurial group and was promoted quickly to audit
manager on that account. He was also exposed to the
mining, energy, health care and hospitality industries. This
background, together with his institute of Chartered
Accountants qualification, gave him a solid grounding in
accounting principles and the importance of finance.
In this early part of his career, he was extensively involved
in mining clients including many of the BHP coal mines in
central Queensland, BHP mine at Groote Island, Battle
Mountain’s interests in Australia and Thiess Dampier
Mitsui coal interests in central Queensland as well as a

5. number of other mines (largely coal and gold). His work
included both audit and a number of due diligence reviews.
He was also involved in a number of health facilities and
diagnostic service audits which gave him a good
understand in health care financing.
In 1985, he migrated into consulting and undertook a
number of projects in process, restructure, Total Quality
Management and performance system development
including a time in New Zealand in developing some of
their early measures for the Crown Health Enterprises. His
in-depth exposure in several industries gave him major
insights into dealing with people, performance
management, an understanding of process tools, and of
quality principles. He was also assigned to the London
office for 18 months during this period to do corporate
finance, including due diligence, business planning, and
financial reviews.
Consulting work was primarily with hospitals and regions
across Australia in their facility and regional restructuring
and productivity improvement requirements and in 1993
became head of the firms Asia Pacific health care practice
which he remained until the demise of Andersen in
2002/3. This took him to many countries in the region
with work in a variety of areas including strategy,
performance improvement, quality management,
performance management, operational reviews, and
feasibilities.
In 1993, Darryl moved to the Jakarta office as the senior
expat and in addition to his international health care work-
worked both in the audit and consulting practices
responsible for first-tier foreign companies predominantly
clients such as Newmont, Freeport, Balfour Beatty, as well
as a number of local conglomerates.
Consulting work was extensively with a number of clients
in cultural and transformation programs- key indicator
development, transformation of back office operations
(HR, finance, and supply chain). Darryl was also lead

6. consultant for a regular half yearly forum for the six largest
mining companies on issues ranging from HR to change
programs. He led many best practices sessions and became
a regular speaker in organizations on strategy, change and
improvement, both in Indonesia and in the Asia Pacific
region.
In recognition of his outstanding client abilities, in 1997, he
was appointed as head of Andersen Jakarta consulting
practice (and also on that firm’s executive leadership team).
Under his leadership, the practice focused on quality of
work and people, customer satisfaction, and supporting the
global strategy of Andersen. The practice comprised of 150
professionals serving a vast array of clients with annual fees
of around $10 million. He was further appointed as Head
of Andersen’s Oil and Gas Team for Asia Pacific in 1998, a
segment of the broader energy industry grouping. Darryl
was also a significant member of the firm’s Global Energy
team.
With the merger of Andersen’s Jakarta entity (Prasetio
Utomo) with Ernst and Young in 2002/3, Darryl became a
partner in the business advisory group of Ernst and Young
where he was responsible for human resources
management (including design of pay systems around
performance measures) and overseeing a process
enablement practice (SAP).
Other activities in Indonesia included being the leading
spokes person for Amcham and the International Business
Committee on Human Resources. Work included
arranging and building from almost zero interest to over
2,000 people to regular updates and monthly workshops
on change, productivity and involvement of employees,
HR systems development, pay systems, among other –
where he also built outstanding relationships with
employer associations, ILO and ministry of labor.
He moved to Deloitte in Moscow in 2005- initially joining
as part of the audit division- resources group (clients
included Polus Gold). His background quickly saw him

7. elevate to running one part of the audit group, and taking
on the development and roll out of the highly successful
capitals markets initiative called “Don’t go to London
without Deloitte” where he started and continued to
develop out a name for Deloitte in the area of governance
and business improvement. The capital markets program
was based on the need to integrate services across the firm
for pursuing and development market brand and included
the development and education of market places, including
internal community. It became the cornerstone of the
Deloitte CIS firm go to market strategy for some four
years and was nominated as a major innovative project in
the Deloitte Global Firm. With his quick successes in
Moscow- he was asked to move to run the firms Caspian/
Central Asia practice in June 2006 based out of Almaty
where he was practice leader for six years. In that time, he
was on the Deloitte CIS executive and also the firm’s
representative for four years on the Global Innovation
Council.
Client work in the Caspian region has included audits,
management consulting and financial advisory services
related. He was involved in restructures of a number of
businesses and also oversaw the work done by the
transaction services teams and due diligence across broad
set of industries- telco, retail, oil and gas, mining, financial
institutions, among others. He was also involved in
feasibility work, notably on Khorgos (a logistics hub) for
Kazakh Railways and in supporting strategy and shared
services consulting work for NMH (hospitals).
He retired from Deloitte in 2012 after six years as leader of
the Caspian practice.
Also while in Kazakhstan for Deloitte, Darryl continued
the work of capital markets and held the first national
share game attracting some 20,000 people and hosted a TV
program called “Talking Business Kazakhstan”. He was
also on the advisory Board of the National University, the
regional financial center and a member of the Foreign
Investment Committee of the country where he personally

8. facilitated two major forums on logistics and human capital
development.
In 2012 he joined Kazakhstan Railways as initially an
advisor to the President and latter took up a role as an
Executive Director of KTZ Express, the new logistics arm
of Kazakhstan Railways. He was heavily involved on
developing out the Silk Way development of connections
between Europe and Asia with transactions with DP
World, route management on a number of key routes
between Asia and Europe and in the development and
concept around Khorgos.
In early 2013, Darryl became an independent board
member of National Medical Holding- a group consisting
of the Kazakh major six super specialty group of Hospitals
under Nazarbayev University in Kazakhstan.
In January 2014, Darryl became the deputy General
director and co founder of a new health start up- Health
City LLP. This is a project that he had been working on for
some eighteen months with his local partner and leveraged
off his personal significant history in health care and also
his governance experience through his long consulting and
leadership positions in global major professional services
firms. In just over 12 months, the concept was launched
with seven locations.
In 2015 he and a partner started another venture in
logistics leveraging on the development of the Silk Way
land bridge in a company, Silk Route Rail Limited. The
company is in the process of developing an independent
common carrier train system using a hub and spoke system
between Asia, Europe and Middle East. This involves
facilitating a large number of major freight forwarders and
shippers and the various operators across the continents.
Lastly, in late 2015, he joined WhiteHill as a partner
advisor to the business and is involved in projects in
Kazakhstan which are linked to the Silk Way and now is on
the investment committee of the second largest industrial

9. area of Kazakhstan.
Throughout his career he has been a regular and popular
speaker at various events regarding strategy, vision,
performance management, change and redesign and has a
list of publications to his name.
And People Matter
Teamwork and collaboration are critical skills. To this day-
his teams he worked with call him coach. Respecting teams
are fundamental to success, building teams, inspiring them,
trust and ongoing learning and development to better
practices are all elements critical to success of any project
and business.
COUNTRIES WITH WORKING EXPERIENCE
Australia, Indonesia (11 years), Kazakhstan (10 years),
Great Britain (3 years), Russia (1 year), United States,
Philippines, Papua New Guinea, New Zealand, Hong
Kong, Singapore, Thailand, Malaysia, and Vietnam

10. MEMBERSHIP IN PROFESSIONAL SOCIETIES
 Australian and New Zealand Institute of Chartered Accountants
EDUCATION
Bachelor of Business, Queensland University of Technology (1981)
Professional year, Institute of Chartered Accountants (1982)
OTHER PROFESSIONAL TRAINING
Has attended numerous in-house training programs run by Arthur
Andersen regionally, at St. Charles, Illinois (corporate training facilities), or
in Europe. Has also attended various executive development courses held
externally. In 2002, attended “Leading Professional Services Firms” at
Harvard Business School, Boston.
In his years with Deloitte he attended worldwide workshops on innovation
from Deloitte.
For Kazakhstan Railway was involved in European development meetings
as well as attendee and speaker at a number of logistic conferences in
China.
PERSONAL DETAILS
Born on April 4, 1960 in Brisbane, Australia.
Australian citizen.
Married to citizen of Kazakhstan with 2 children
Enjoys outdoors and has a strong interest in triathlons.