GOLAM SAROWER AZAM

Email:azamimc916@gmail.com Electronic profile: www.linkedin.com/in/gsazam Skype: azamirw

EMPLOYMENT HISTORY 38.5 years [24+ YEARS OVERSEAS MOSTLY IN COUNTRY DIRECTOR/
REPRESENTATIVE POSITION]

Country Director South Sudan International Medical Corps May 2013 Present
Providing stewardship to the emergency medical assistance program worth 15m$ implemented through
12 field sites and in participation of 60-65 expatriate and 1,200+ national staff in spite of ongoing funding
shortage suffered by the country. Significantly improved accountability and program quality and
simultaneously diversified donor base and expanded the program portfolio by 300% over a 3 years period.
Established International Medical Corps as a lead organization and a partner of choice within the
international community. Managing project development, donor relations, security, human and fiscal
resources. Completed development of country strategy, salary scale, HR manual and building a strong
cohesive team. Outstanding achievements include but not limited to managing a 1.2 million US$ budget
deficit in 2013 and 0.5 million US$ in 2016; carrying out the largest evacuation in the history of IMC and
South Sudan (45 expatriates and 120 national) in the aftermath of December 2013 and July 2016 armed
conflicts and a multiple of evacuations from Maban, Malakal, Pochalla and Akobo etc. without any casualty
and almost simultaneously ramping up emergency response to expand the program by 3 folds. Developing
capacity of staff and counterpart to reduce dependency on expatriate staff and further improve the program
quality. Served as the Chair and Vice-chair of the Steering Committee that oversees the Secretariat of the
NGO Forum and continue representing the interests of the NGOs to all the stakeholders as an active
member. An elected member to the Board of Trustees of School of Public Services at Juba University and
to the CCM (Country Coordination Mechanism) of the Global Fund. Size of portfolio: 15 million US$. Size
of staff: 1,200+ national & 60-65 expatriate. Funding Sources: DFID, OFDA, ECHO, BPRM, HPF, SIDA,
World Bank, Dutch Govt., JHPIEGO, UN agencies and Gates Foundation and other private funds.

Consortium Coordinator, Oxfam GB May 2012 - April 2013

Bangladesh
Implemented the largest shelter intervention of the country named Flood Resistant Shelter (FRESH)
through a consortium of 6 INGOs (ActionAid, Care, Concern Worldwide, Islamic Relief, Oxfam GB and
Solidarites Intl) in South-Western Bangladesh. Increased the efficiency of the project and managed it so
effectively that it was completed within the deadline delivering 12,073 shelters and equal number of latrines
- 10% extra on top of proposed output, despite starting 3 months late. Taken control of procurement valued
approximately at 7m GBP and significantly expedited the delivery of construction materials and improved
their quality. Strengthen coordination and networking among the stakeholders resulting into highest level
of cooperation and support to the project. Ensured gender balance and significant level of accountability
of the project. Enhanced cohesiveness among the consortium members to become complementary and a
learning community. Facilitated cross learning across the consortium through workshops, seminars and
field visits that resulted in strict adherence to the unique design of the shelter and latrine and yet allowed
flexibility to accommodate innovation and improvement measures to enhance resilience. Successfully
managed the exit strategy and actions of this large scale fast moving project with reasonable guarantee of
community ownership. Size of portfolio: 10 million GBP. Size of staff: 30 national & 1 expatriate Funding
Sources: DFID.

Country Director Chad Concern Worldwide July 2010 - April 2012

Provided stewardship and guidance to country programmme consisting of two project areas: Goz-Beida
in the East and Gore in the South involved with emergency relief, livelihood security, shelter and WatSan.
Developed Short Term Strategic Directions and Annual Plans through participatory workshops. Overseen
Contextual Analysis Survey in the Eastern Chad and subsequently led the development processes of a
1m Euro Integrated Relief and Rehabilitation project funded by ECHO. Established performance appraisal
system and carried out PEER (Preparation for Effective Emergency Response) review and subsequently
developed DRR Plan. Established Accountability Framework including preparation for setting up a CRM
(Complaint Response Mechanism) and introduced the equality
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conceptual framework within the programme. Was also responsible for overseeing financial management,
HR management, general administration, procurement and logistics operations.

Maintained network with the host-government authorities, a variety of donors, UN agencies and
international NGOs. Size of portfolio: app 2.75 million Euros. Size of staff: 80 national & 7 expatriate
Funding Sources: UNHCR, Unicef, WFP, Irish Aid, European Commission, Concern US and a wide range
of private foundations/donors.

Country Director Sudan Islamic Relief Nov 2008 March 2010

Significantly increased the visibility of the organization within the international community and developed
a clear understanding of what its mission was and thereby eliminated the prevailing negative perceptions.
Developed a 3 Year Strategic Plan and an Annual Plan with participation of all stake-holders.
Simultaneously completed an exercise of improving programme quality. These contributed to increased
operational efficiency and impact of the programme implemented through 7 offices located in the Blue Nile,
Greater Kordofan, Khartoum and West Darfur States in the North and Central Equatoria, Upper Nile and
Wau/Warrap States in the South. Provided oversight to approximately 20 projects involving WatSan and
Health/Hygiene Education, Livelihood Security, Education, Emergency Humanitarian Assistance and Child
Welfare. Reviewed the Orphans Sponsorship Programme to improve service deliveries to 2,000+
children. Also developed and implemented components of self-reliance through community sponsorship
interventions for the Orphans Programme. Established relationship with non-traditional donors such as
Qatar Charity and secured funding. Provided support and guidance to Blue Nile Consortium consisting 6
members (Save the Children, Mine Advisory Group and Islamic Relief Worldwide plus their local NGO
partners) in implementing livelihood security, education and mine clearance as well as mine risk education
interventions funded by UNDP. Managed safety and security of personnel and properties of the
organization in high risk areas including West Darfur and Southern Sudan. Set up remote management of
programme in high risk areas at the time of greatest insecurity. Developed partnership with 7-8 national
NGOs. Was a member of the Steering Committee of INGO (International NGOs) Forum that represented
70+ organizations and represented INGO interests and positions to the CHF (Common Humanitarian Fund
- a pool-funding mechanism of the UN) Advisory Group. Played an active role in discussing and negotiating
the Cluster Coordination Mechanism with the UN. In the aftermath of expulsion of 13 INGOs in 2009,
carried out various advocacy initiatives on behalf of the INGO Forum and Islamic Relief namely regaining
humanitarian space, respect to humanitarian principles and nationalization etc. Size of portfolio: app
7 million Euros. Size of staff: 150 national & 5 expatriate Funding Sources: ECHO, EC, UNDP, WFP,
UNHCR, UNICEF, and a wide range of private foundations.

Country Director Sudan HelpAge International Sep 2005 Oct 2008

Transformed HelpAge International from a little-known Organization in Sudan to one of the lead-NGOs
through active participation in the Humanitarian Forum, networking within the international community, and
engagement with the Government departments. Provided leadership to the Country Programme in South
Sudan and West Darfur aimed at empowering older people realizing their rights and improving their lives.
Completed the Strategic Planning exercise for a 3 year period which was the first of its kind in the history
of this organization in Sudan. Wrapped up 7-8 small projects and started a couple of big ones to break the
cycle of fund-chasing on a semester basis. Re-vitalized the previous programme and simultaneously laid
foundation to expand the portfolio to the Eastern Sudan and Khartoum State. Designed and implemented
emergency relief and community development projects with focus on HIV/AIDS, health and nutrition,
geriatrics, and livelihood security. Developed income-generating activities requiring low-investment and
interventions creating inter-generational harmony. Developed 15 (medium to small size) project proposals
in 36 months and 10 of them already received funding while 3 were under consideration. Expanded the
total program portfolio by 35% in 24 months. Reduced the administrative costs of Khartoum office by 38%
(15,000 Pound Sterling/year) through re-organization and efficiency measures. Dealt with complex
accounting systems and compliance requirements of various donors/foundations further complicated by
different fiscal years and currencies. Overseen implementation of Blue Nile Consortium consisting of 6
members (3 Intl and 3 Local) in its final (3rd) year and wrapped up the activities along with final reports to
the donors. Managed safety, security and
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well-being of all staff, properties and assets of the organization located at 3 different places sometimes
requiring long-distance programme management. As a member of the working group within the Ministry
of Social Welfare formulated a Policy Paper on Older People. Built capacity of 4-5 indigenous NGO
partners to diversify their funding bases. Was an elected member of the Steering Committee that guided
the forum of international NGOs in Sudan. Size of portfolio: 2.50 million GBP. Size of staff: 120 national
& 7 expatriate Funding Sources: ECHO, Cordaid, DEC, WFP, UNHCR, UNICEF, UNDP and wide range
of private foundations.

Program Director Iran Mercy Corps International Jun 2003 July 2005
Established the main office in Zahedan and 3 field offices for implementation of Afghan Refugee
Repatriation Program in 2003 in an environment extremely hostile towards international NGOs in general
and US NGOs in particular. My negotiation skills tested in different context was helpful in securing
permissions from various levels of the Government of Iran. Overhauled and redesigned Afghan Refugee
Program that provided potable water to a refugee population of 4,000 people and health/hygiene education
to 35,594 women in Sistan-Balouchistan province. Increased the traditional repatriation rate by three folds
through skills training to (1,963) women, delivering (8,624 sets) productive assets and disseminating
repatriation related information to 25,000 families. Remarkable success of this program yielded confidence
of the host Government and BPRM, the donor, to extend the program for an additional year. Supervised
procurement of 0.75 million US$ worth of project materials for this 1.75 million US$ program. Managed 60
staff including an expatriate. Incorporated and monitored gender equity and diversity aspects both in
program focus and human resources. Worked with UNHCR on rights of refugees and taking measures to
protect them from potential discriminations and forced repatriation. Developed security management and
evacuation plan for the country mission and taken care of issues pertaining to security of staff and
properties of the organization. Lead a 300,000 US$ emergency response in the aftermath of earthquake
in Bam. Ensured Mercy Corps presence and delivery of relief supply to the affected area in less than 24
hours of the disaster. Worked with the professionals of Global Emergency Operations Team to develop
additional proposals and secured 3.2 million US$ for Bam Relief and Reconstruction. Worked with the
Government and international NGOs to begin the process of disaster preparedness, response and
mitigation plan. Size of portfolio: 1.75m$ to 3.2m$ Size of staff: 60 national and 1 expatriate.
Funding Sources: BPRM, OFDA and private donors

Acting/Dy. Country Director Sudan Save the Children - USA Jan 2002 May 2003
Lead the processes of revising and expanding a 0.85 million US$ multi-sector program in Nuba Mountain
areas to become the largest in the area with 1.5 million US$ portfolio. Organized lobbying campaigns and
incorporated advocacy interventions to all projects for complete realization of rights of children and prevent
them from potential abuse specifically in the forms of child-labor and child-soldiers. Provided capacity
building, skills development and relief support to approximately 50,000 most vulnerable people - majority
being internally displaced women and children. Developed and incorporated a Landmine Risk Education
component into the program. Also implemented a school feeding program in Nuba Mountain areas.
Supervised implementation of a school rehabilitation and a teachers training program in Um Ruwaba
province. Guided and facilitated the processes of developing a proposal by a multi-disciplinary team for
supporting IDPs in Abeyi province. Managed the human resources of the country office consisting of 60+
members and established an affirmative action plan. Provided oversight to the Finance, HR and
Administration Departments. Worked in close cooperation and collaboration with WFP UNICEF, UNDP
and other NGOs to establish Save the Children as a Lead Agency in Nuba Mountain areas where the
organization later received the government award of being the best NGO. Developed the strategic plan,
annual plan and security plan for the country mission. Initiated and led the process of bringing 3 Save the
Children entities (USA, UK and Sweden) on a single platform of Save the Children Alliance. Size of
portfolio: 1.5m$ Size of staff: 62 national Funding Sources: USAID, WFP, UNICEF AND UNDP
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Asst. Country Director Angola CARE USA Jul 1999 Dec 2001
Provided stewardship to the program support division that rendered administrative, logistical, procurement
and human resources management services of the country mission having a multi-sector program portfolio
of six projects of US$5 million budget per year. Overseen procurement (both local and international) of
project materials and equipment averaging US$100K per month in compliance with the regulations set by
the organization and its donors. Ensured the performance management of approximately 140 national and
8 international staff in compliance with HR policy and kept the HR Manual updated. Extended warehousing
and logistical support to 3 Sub-Offices and a wide range of administrative support to main office in Luanda.
Ensured security of staff and assets and safe evacuation (when necessary) of staff and their dependents
in this high risk working environment. Established the Gender Equity and Diversity policy of the country
mission and monitored compliance of these policies by the projects and departments as well as practice
of core values set by the organization. Developed an affirmative action plan to provide opportunity to the
groups/tribes generally marginalized.

In addition, developed a proposal for providing emergency relief to 1,000 displaced families in Quipongo
municipality of Huila province. Provided oversight to a food relief project covering an average of 100,000
internally displaced people and distributed about 1,200 metric tons of food commodities every month. Lead
an Audit Team to review the project and provided with guidance and strategies on ways to increase
accountability and achieve greater impact. This Audit was highly commended by the Regional Office and
WFP. Provided management oversight to CARE's Mine Related Interventions (CAMRI) project from March
to October 2000. Negotiated a mine clearing contract with CARE - UK and Greenfield, a private de-mining
company. Lead an assessment of this project to determine methods and strategies for the next phase of
implementation. Represented CARE in Angola Monetization Consortium involved with monetization of
approximately 18,000 metric tons of food commodities under a PL 480 Title II program to generate
approximately 8 million US$ per year. Provided informal technical support to the other members (CRS,
SCF/USA and World Vision) of the consortium on project development issues. Lead CARE - Angola relief
responses for the victims of 2001 flood at the outskirt of Luanda city. Developed disaster preparedness,
response and mitigation plan for the country office. Coordinated the Country Programs efforts in
developing its Annual Operating Plan for FY 2000. Was a member of the Senior Management Team and
actively involved in development of Country Program "Long Range Strategic Plan". Played a key role in
adapting rights based approach to programming, policy advocacy and incorporating 'Sphere Standards' in
all program interventions. Represented CARE to the host government and donors. Helped CARE
Mozambique setting up its relief operations in the aftermath of 2000 flood. Size of portfolio: 5 m$
Size of staff: 140 national and 8 expatriate Funding Sources: USAID, EU, DFID, DUTCH
GOVT., WFP and OCHA.

Dy. Country Rep/Food Program Advisor- CARE USA Dec 1997 Jun 1999
Tajikistan
Assumed management responsibilities of a Food Distribution Program worth 4 million US$ per year. In
addition to ensuring that the project met the most vulnerable segment of population, incorporated a health
and nutrition education component to deliver the basic messages at the distribution sites to increase the
impact and sustainability of the project. Developed and implemented Monitoring and Evaluation strategies
for the program. Held budget management responsibilities of the project. Overseen the warehouse
management and inventory control of the country mission in addition to those of the food project. Also
developed a 25,000 tons monetization program to support primary education in Tajikistan through school-
feeding, rehabilitation of classrooms and providing means of income to the school committees. Was
responsible for planning and managing performance of Country Office human resources (20 direct and 80
indirect personnel). Developed and implemented the affirmative action plan to bring in diversity and
gender balance within the staff. Lead and coordinated the finalization processes involved with Long Range
Strategic Planning. Providing oversight to the Finance and Administration Departments of the Country
Office in processing/managing expenses of an average 50,000 US$ per month. Developed and enforced
the Security Plan. Maintained donor and counterpart relations. Developed the Disaster Preparedness and
Response Plan. Size of portfolio: 4m$ Size of staff: 100 national Funding
Sources: USDA
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Country Rep. Azerbaijan CARE USA May 1994 Nov 1997

Achievements included but were not limited to: Setting up the office and country operations. Recruitment
and training of about 100 staff with a back-up plan to cope with extremely high turnover to oil companies.
Expanding the country program portfolio from 0.5 million US$ to 5 million US$ per year. Refining and
adapting a 900 metric tons food relief project to a 11,000 metric tons project a year. Also increasing the
impact of the project and enhancing the accountability to such a level that a Food Program Expert
considered it to be 'the best ever seen'. Developing a mud-brick Shelter Construction project for the IDPs
and facilitated its implementation on a self-help basis. Negotiating with the host Government and obtaining
in-kind contribution to the projects valued at 10,000 US$ per year in the form of warehouse space etc.
Developing Long Term Strategic Plan and Annual Plans of the Country Office. Developing budgets and
effectively managing expenses of 70 - 100,000 US$/month. Developing disaster preparedness &
response plan. Preparing all donor reports. Ensuring best management practices and continued growth
of the Country Office. Size of portfolio: 5m$ Size of staff: 100+ national and 3 expatriate
Funding Sources: USAID, USDA, and Department of Defense of USA

Country Representative Armenia CARE USA Jan 1993 Apr 1994

Major achievements: Establishment of the office and country operations. Orientation and supervision of 6
expatriate staff. Recruitment and training of about 90 national staff. Refining and implementing a 4,800
tons food distribution project targeted towards women and children. Negotiation with the host Government
and obtaining in-kind contribution to the projects valued at 5,000 US$/year. Maintaining a high morale
among the staff despite prevailing dire conditions of no heat, no gas, no running water and almost no
electricity within the country. Development of budgets and management of fiscal resources up to 50,000
US$/month. Implementation of kerosene and heater distribution project for the elderly isolated pensioners.
Completion "Operation Provide Hope - II (distribution of US Military surplus after the Gulf-War)" in Armenia
and Georgia. Establishing and maintaining a very cordial relationship with USAID office. Size of portfolio:
3m$ Size of staff: 90 national & 6 expatriate Funding Sources: Department of Defense of USA
and USADA

Team Leader Eketarinburg CARE USA Nov Dec 1992

Was responsible for overall management of the Sub-Office. Provided oversight to the implementation of
'Operation Provide Hope - II' funded by the US State Department. Assignment in Yekaterinburg was cut
short in order to address the emergency needs of strengthening CARE's Country Office in Armenia.
Size of portfolio: 2m$ Size of staff: 60 national & 6 expatriate Funding
Sources: Department of Defense of USA and USDA

Team Leader Uzbekistan CARE - USA Jun Oct 1992

Achievements were not limited to but included: Recruitment and training of a dozen of national staff. Setting
up 3 Warehouses and 6 Field Offices. Managing 'Operation Provide Hope - II (distribution of US Military
surplus after the Gulf-War) within 6 regions of Uzbekistan including Andijohn. Providing training to the
project staff of CARE - Kyrgyzstan and CARE - Kazakhstan on Warehouse Management, Distribution
Planning and Monitoring. Size of portfolio: 1m$ Size of staff: 62 national & 3
expatriate Funding Sources: Department of Defense of USA

Ast. Program Coordinator Bangladesh CARE USA Jul 1989 May 1992
Major achievements: Designing and commissioning a feasibility study of Income Diversification Pilot
Project (IDPP). Developing IDPP proposal. Designing a functional training component for illiterate rural
women to learn critical business issues such as loss, profit and working capital etc. Recruitment of 30 staff
and their orientation. Successful implementation of pilot phase of IDPP that involved 1,350 women of 3
districts. This project was later replicated countrywide. Managed all operational aspects of a CIDA
(Canadian International Development Agency) funded 18 million US$/year monetization program titled
Rural Maintenance Programme (RMP) that employed 60,000 women for maintaining farm-to-market roads
across the country. Recruited and inducted on average 50 staff every year due to high turnover. Provided
oversight to the unit extending training and development efforts to approximately 350 staff.
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Ensured effective fiscal management and accountability including large scale procurement of maintenance
tools. Supervised the units responsible for Research and Development (R&D) and Monitoring and
Evaluation (M&E). Lead and coordinated a working group responsible for developing modus operandi to
instill the CARE International theme across the projects. Managed a part of receipt, dispatch and
inventory control of a multi-million dollar relief intervention pursued in the aftermath of 1991 cyclone in
Chittagong. Coordinated NGO responses within the cyclone-affected areas. Established a 50 bed Field
Hospital within the affected areas in cooperation with Medicines du Monde (MDM) Greece. Size of
portfolio: 18m$ (Canadian) Size of staff: 350+ national Funding Sources: CIDA, USAID, EU and
others

Area Manager Bangladesh CARE USA Jul 1985 Jun 1989

Provided programmatic and management support for implementation of Rural Maintenance Program.
Employed 30,000 destitute female heads of households in Bogra and 20,000 in Sylhet in this program for
maintaining firm-to-market dirt roads in exchange of a stable income paid through the rural banks.
Subsequently implemented the Womens Health Education program to enhance knowledge and change
attitudes of these women on basic health and reproductive issues. Supervised 40-60 staff. Maintained
liaison with district and divisional counterparts. Coordinated program interventions with other NGOs
working in the area and key-stakeholders. Closely worked with dozens of banks to ensure wages made
available were reaching the women in a timely manner in exact amount. Also provided oversight to Local
Initiatives for Farmers Training project that worked with small farmers to help increasing their income
through various type of agricultural techniques. Funding Sources: CIDA, SIDA

Asst. Area Manager, CARE USA, Bangladesh in Mirzapur and Gopalpur, Jan 1981 Jun 1985
Program Officer, CARE USA, Bangladesh in Khulna and Faridpur, Sep 1979 Dec 1980
Asst. Field Engineer, CARE USA, Bangladesh in Chuadanga and Meherpur, Sep 1978 Aug 1979

Overseer, Military Engineering Services, Bangladesh (Dhaka), July August 78

Site Engineer, Concord Construction Co. Ltd., Bangladesh, March June 78
Overseer, City Corporation Sreemangal, Sylhet, January February 78

ACADEMIC QUALIFICATION: Bachelor of Arts (Social Science major). Diploma in Civil Engineering.

LANGUAGE SKILLS: Fluent in English, Russian, Portuguese, Hindi, Urdu and Bengali (native). Functional
comprehension in French, Arabic, Armenian, Pharsi/Daari/Tajik and Azeri/Turkish.

IT SKILLS: Proficient in word processing, spreadsheet analysis, data-base management, power point
presentations. Can work within LAN/WAN environments and thoroughly familiar with UHF/VUF radio
communication systems.

PERSONAL INFORMATION: Date of Birth: 7 January 1959 Nationality: Bangladeshi

References:
Available on request