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Marc's resume (Final)

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Marc's resume (Final)

  1. 1. MARC de LAMOTTE AKF Mozambique & Madagascar Chief Executive Officer (C.E.O) Cell Phone (258) 847803209 Marc.de-lamotte@akdn.org www.linkedin.com/pub/marc-de-lamotte/16/b13/559/ www.flickr.com/photos/mdl85/sets EXECUTIVE SUMMARY A highly successful senior executive with a proven track record of contributing to improve the quality-of- life for people around the globe. Able to deliver business accomplishments using strong General Management and leadership balanced with respect for individual human rights and local country needs. Strategic, creative, innovative and diplomatic in solving problems against extreme odds. Earned the trust and respect of world donors, national and local governments, staff and perhaps most important – individuals in poverty. Highly recognized for successes in Leadership, staff development, empowerment, team building, feedback, motivation, gender equity and diversity – strong advocate, and passionate. Selected to turn around failed organizations, restoring fiscal responsibility and delivering business results. Areas of expertise include: • Leadership and General Management • International Relations including Marketing • People Management • Human Rights – Human Needs • Team Building and Team Work • Program Strategy and Development • Emergency – Disaster Planning REPRESENTATIVE ACHIEVEMENTS AGA KHAN Foundation C.E.O Mozambique & Madagascar since May 2014 • Develop a Strategic Plan for the period of 2015 to 2019 • Lead the New Initiatives Programming Teams • Coach the HR Managers on Staff Development and Gender Strategies • Deliver and facilitate Leadership sessions to Senior staffs • Supervise and coach the CFO, Country Manager Madagascar, the Regional Director (North of Mozambique), the HR Manager, The Quality Assurance & Grants Manager, the Program Director • Report and provide regular reports to the General Manager of the Aga Khan Foundation and the Chairman of the National Committee
  2. 2. CARE International Regional Director, CARE International Southern Africa Regional Office, since August 2012 • Re-dynamize the Southern Africa Regional office for CARE International. Building up the regional team (expatriates and national staff) – Defining roles, responsibilities and priorities - • People Management: Provide ongoing supervision, leadership, support and guidance to 6 Country Directors and 2 deputies in the West African Regional Team (Madagascar – South Africa /Lesotho – Mozambique - Malawi – Zambia – Zimbabwe) – Designing a Regional Leadership Strategy for mid- level staffs. Organizing and facilitating a ToT for HR Managers. Facilitating the debate around CARE’s relevance in Southern Africa and redefining the priorities. • Strategy Development and Oversight: Provide guidance and input into the country-level Strategic Plans, regional strategy documents, and AOPs (Annual Operating Plans), and provide oversight on strategy execution to advance rights-based programming which addresses the underlying causes of poverty and conflict • Financial Stewardship: Provide high-level financial oversight to support proper stewardship of resources. Work closely with Atlanta-based regional finance staff, Global Finance Advisers, and Internal Audit in ensuring risks are managed, CO financial training is continuous and appropriate, and support services provided to COs are consistent and responsive. • Resource Acquisition: Provide support to countries to acquire resources for programmatic needs. Work closely with ER in CARE USA to ensure donors are receiving appropriate feedback from COs and the RMU on allocated funds. Assist ER staff in fund raising where needed. • Program Quality: Provide oversight and support to countries to meet CARE standards for program quality and impact, and are in accordance with CI Programme Principles. Chair the “Country Program Review” committe of CARE International in South Africa/Lesotho and currently in Mozambique, which aims at reviewing and revising the role of CARE and ensure its relevance in Southern Africa. Participate and contribute to the development of the Countries’ Long Range Strategic Planning. Regional Director, CARE International West Africa Regional Office, July 2008 – July 2012 • Setting-up the new West Africa Regional office for CARE International. Building up the team (7 expatriates + 4 national staff) – Defining roles, responsibilities and priorities - • People Management: Provide ongoing supervision, leadership, support and guidance to 10 Country Directors and 2 deputies in the West African Regional Team (Mali – Niger – Chad – Cameroon – Benin – Togo – Ghana – Cote d’Ivoire – Sierra Leone and Liberia) – Designed and still implementing a Regional Transformational Leadership Strategy for Country Directors and Deputy Country Directors. The strategy has been evaluated very positively and has been mentionned in a report on NGO leadership recently published by Harvard. • Strategy Development and Oversight: Provide guidance and input into the country-level Strategic Plans, regional strategy documents, and AOPs (Annual Operating Plans), and provide oversight on strategy execution to advance rights-based programming which addresses the underlying causes of poverty and conflict • Financial Stewardship: Provide high-level financial oversight to support proper stewardship of resources. Work closely with Atlanta-based regional finance staff, Global Finance Advisers, and Internal Audit in ensuring risks are managed, CO financial training is continuous and appropriate, and support services provided to COs are consistent and responsive. • Resource Acquisition: Provide support to countries to acquire resources for programmatic needs. Work closely with ER in CARE USA to ensure donors are receiving appropriate feedback from COs and the RMU on allocated funds. Assist ER staff in fund raising where needed. • Program Quality: Provide oversight and support to countries to meet CARE standards for program quality and impact, and are in accordance with CI Programme Principles. Chair the “Country Program Review” committe of CARE International in West Africa (Liberia and Cote d’Ivoire), which aims at
  3. 3. reviewing and revising the role of CARE and ensure its relevance in West Africa. Participate and contribute to the development of the Countries’ Long Range Strategic Planning. Country Director, CARE International, Mali 2005 – July 2008 Concentrating on Program quality (CARE Unifying framework: Underlying Causes of Poverty) • Supporting the ACD Program in new program development – Promoting innovation – Promoting reflection on Underlying Causes of Poverty (UCP) and dialogue with Donors and Partners • Led CARE Mali’s study on Nomads and climate changes, offering suggestions to integrate the nomads and in particular the Touaregs who decided to settle down and help them taking the lead of their own development (CARE Mali’s contribution to the peace agreement) • Promoting and developing HR strategies and models for Succession Management/Talent review, Planning and Performance Management, Leadership Emergence through rotating positions of Regional Teams Coordination, which could be replicated within the Organization. • Leading the International European NGOs group reflection on Aid Efficiency. Coordinated a Study on Direct Budget Support in Mali in order to support the civil society to contribute to the debate with the Government and the Technical and Donor Groups. • Member of the core group (NGOs and Government) that is concentrating on the MDG, initiated by “InterAction” in the USA. The group is currently designing a programming approach aiming at eradicating Malaria in Mali and at enhancing the Agricultural Value Chain in order to become Food self-sufficient. Director Human Resources, CARE USA, Atlanta, GA, 2003 – 2005 • Selected for key developmental assignment to realign HR strategy with CARE vision, mission and values – position HR as a strategic partner vs. tactical support. • Provide HR Generalist expertise servicing the US headquarters group of 350 people plus over 10,000 worldwide. • Directed a professional staff of 8 (HR Generalists and Compensation & Benefits), and key advisor to the SVPHR and senior leadership team – helped enhance the decision making process. • Streamlined and simplified the employment process improving the quality of hires and responsiveness for hiring managers. • Focused on people management, providing managerial advice to senior level executives, coaching and counseling and conflict resolution. • Special emphasis on National Staff Development and Empowerment – Access to Higher and International Positions – Participation in strategic thinking and Decision-making process Country Director, CARE International, Mozambique, 2000 – 2002 • Selected to turnaround a failed program following a critical audit recommending closure and abandonment – completely reversed results over 2 years, restoring morale, fiscal performance and credibility of staff. • Directed 15 expatriates, 459 nationals with a FY2001 budget of US$ 9.5 million. • Led a major Emergency Program in the middle part of the country where no other NGOs wanted to work due to logistical challenges • Provided leadership and used sound judgment to realign staff based upon performance, ethics and initiative. • Developed new sector programs to address crucial needs (AIDS, education and emergency preparedness). • Used personal diplomacy to stimulate fundraising and negotiation skills to build alliances that contributed to an organization that delivered results.
  4. 4. • Emphasized staff development, empowerment and good managerial practices to restore effectiveness. • Member of the Humanitarian Response Committee coordinated by WFP. - Proactively promoted emergency preparedness plans and actions. Country Director, CARE International, Honduras, 1997 – 2000 • Directed 6 expatriates, 220 nationals and managed a FY 1998 budget of US$ 9 million. • Led the major Emergency Program during the all period of hurricane “MITCH” • Conceived and led a major multi-year sub-regional team building event in Central America • Proactively conceived and promoted a new regional (Central America) emergency preparedness plan and managerial model that proved very effective in the aftermath of Hurricane Mitch. • Instrumental in adjusting key programs (education, agro-economics, minorities) to align with Human Rights approaches. • Raised funds and negotiated with international donors and local governments to permit increased rehabilitation efforts following local disasters. (US$ 6 Millions in 3 months). • Developed new projects with special emphasis on AIDS in collaboration with the private sectors, economic and urban needs. General Executive Director, CARE France, 1994 – 1997 • Hand picked by the Secretary General of CARE International to rescue and restructure bankrupt CARE France. • Provided strong leadership to identify and prioritize problems, realign staff, restore fiscal discipline and set a path to get back on mission. • Established trust and partnerships with institutional donors including the European community, Ministry of Cooperation, Ministry of Foreign Affairs, the “Agence Francaise de Development” and other CARE International members increasing budgeted funds from US$ 40k to US$ 1.9 million in just two years. • Relaunched new sector projects impacting AIDS, SEAD, emergency and rehabilitation services in Asia (Vietnam, Laos, Cambodia and Thailand) , Africa (Mainly West Africa) and Latin America (Cuba). • Served on the board and earned respect for building key alliances and showing the way for cooperation. • Participated in the design and the fundraising of a highly successful “AIDS TV soap opera” program in Vietnam. Country Director, CARE International, Mali, 1993 – 1994 • Directed eleven needs based sector projects in the fields of agriculture, national resources, health, water, education, small economic activities and new AIDS initiatives. • Used negotiation skills and personal relationships to raise funds with donors (EEC, USAID, Dutch government and CARE International) – 1993 budget US$ 5.9 million. • Improved the performance of national staff by the use of empowerment and team building techniques. Country Director, CARE International, Togo, 1989 – 1993 • Focused sector projects in agroforestry, family planning, training, education, and a novel “credit project” for women in rural areas that proved effective in poverty reduction. • Proactively reached out to raise funds with donors (EEC, USAID, French Cooperation, French Development, UNDP, WHO and CARE International). • Coordinated the Design, Monitoring and Evaluation Unit to assess programs, performance and accountability. • Participated in the conception of a very innovative AIDS program with the government of Togo that focused on the transporters of AIDS (TTCS) that became a model replicated in other parts of the world.
  5. 5. Project Manager, Coordinator Emergency Program, Logistician, Administrator, Supervisor, CARE International, Mozambique, Ethiopia, Niger, Mauritania, 1985 - 1989 • Developed rehabilitation project for disabled war victims in Mozambique in partnership with Handicap International and I.C.R.C. • Coordinated free food distribution and “food for work” programs in Niger and Ethiopia. • Conceived a program that transformed a shanty area into a more healthy residential area in Dire Dawa, Ethiopia. • Managed truck fleet of 44 vehicles, transportation and distribution of 64,000 tons of food in Ethiopia. • Built warehouses, negotiated railway line usage, monitored inventory and supervised maintenance (22 trucks and 30 cars). • Developed a sanitation and environmental protection project for the City of Nouakchott, Mauritania. • Upgraded emergency capacity and capabilities in partnership with NGO’s, local governments and international CARE teams. UNICEF, Chad 1981 – 1985 Program Officer/Emergency Coordinator/Logistic Expert • Appointed resident advisor on emergency issues, logistic services, social, nutritional and national education issues. • Represented UNICEF and coordinated the emergency response between UNICEF, WFP, other NGOs and the Government • Led twice the successful evacuation of the country for the UNICEF and United Nations' staff. FRENCH ASSOCIATION OF PROGRESS VOLUNTEERS (A.F.V.P) Senegal 1977 – 1979 • Logistician - Accountant • Managed 60 volunteers (salaries, benefits, housing, vehicles) EDUCATION AND PROFESSIONAL DEVELOPMENT • Executive Secretariat, Administration – Military (Navy) Diploma, France • Agronomy Professional School , Rouen (France) through UNIECO ( International Union of correspondence Schools) - Diploma in “Animal Breeding” Specialist in Dogs - (Equivalent to Senior Technician) (1979) • First Year Certificate (completed one year towards the License) at the Chad University Faculty of Law and Juridical Sciences • Humanitarian Leadership Program, Harvard Business School, 2004 • Coaching & Counseling, University of Michigan, 1999 • HR Strategy, Creative Competitive Advantage Through People, Cornell University, 2003 • HR Generalist, SHRM (US Society for Human Resources Management), 2003 Internship: C.R.E.D., Center for Research and Development, France Internship: C.I.D.R., International Center for Development and Research, Paris, France UNICEF: Training: Logistic / Supply, Abidjan Ivory Coast CARE International (Main Training): Management, Mozambique Agriculture & Natural Resources, Togo Management, Togo Financial Management, Philippines Senior Management Course, Guatemala
  6. 6. Leading With Impact, Seattle (USA) LANGUAGES French: mother tongue - English: Good - Spanish: Medium Portuguese: Medium Wolof (Senegal): used to be good – need practicing
  7. 7. Leading With Impact, Seattle (USA) LANGUAGES French: mother tongue - English: Good - Spanish: Medium Portuguese: Medium Wolof (Senegal): used to be good – need practicing

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