Wojciech Mlodziejewski

Member of Advisory Board for 2x1.digital, Board Director of BioOne International Ltd. During Covid-19 pandemic Interim CEO of the IT startup specialised in the design and production of the new class of spectrometers used in Space research and in drones developed in Wroclaw Technical University (2020/2021). Financial adviser to the developers of three new wellness resorts in Poland (total investment of about EUR 700 mln), owner of the new deepwater port in Swinoujście and manufacturer of special industry equipment. Member of the Program Board of conference “Architecture and Infrastructure of the Great Reset - A Study of the Transformation towards an Information Civilization” which was organised in June 2024 in Warsaw

Have advised on investment feasibility, financing options and identifying business partners for agribusiness and food processing projects undertaken by Polish investors in Eastern Europe, Central Asia and Central Africa, including partnerships between regional and local authorities and private investors.
 Invited to participate in the inter-governmental commissions, including meetings of several Ministers and their key advisers (Ministers of Finance, Economics, Agriculture, the Heads of Customs, the Head of Tax Offices etc). Participated in Poland-Georgia and Poland-Kazakhstan Commissions.

Jubail is a city on the Persian Gulf coast of Saudi Arabia which is home to one of the largest industrial cities in the world, an area covering 700 square kilometres. It is also one of the key sites for Aramco, the Middle East's largest and the world's fourth largest petrochemical company. Yanbu is a port city on the Red Sea coast of western Saudi Arabia.
The purpose of the Royal Commission is to develop and manage the cities and ports of Jubail, Yanbu and Jazan. This includes development of hubs for Mining and Minerals Processing, Food Processing, Chemical Production, the Automotive Industry and Multi-Modal Logistics services.
The role encompassed identifying foreign investors and preparing the marketing program for the new ports and for the various industry hubs.
 Identified and introduced leading global investors – Macquarie Bank (Australia), Hutchison Ports (Hong Kong), Royal VOPAK (Netherlands), KGHM Mining (Poland) – to the Chairman and Chief Executive of the Royal Commission.
 Macquarie Bank wished to invest in the renewable industry on the Red Sea coast, VOPAK included the development of tank farms in Yanbu and Jazan on the agenda of their annual board meeting and Hutchison were interested in negotiating with the Commission and offered to enlist several clients into the developments.
 Contributed to negotiations to develop elements of the Arabian Peninsula railway land bridge for the Port of Yanbu development which would avoid potential blockades of Hormuz, significantly reduced the transit time from Europe and the US to the Gulf and enable mineral deposits in the Arabian Peninsula to be unlocked.
 Contributed at working party meetings for the design and development of the road transport infrastructure and road system for the multi-modal logistics hub.
 Represented the Commission at the IMARC Mining Conference in Melbourne in November 2018.

South African mining services company providing dust prevention, wood fire proofing, dust explosion prevention, fire-fighting technologies with a presence in South Africa, Namibia, Botswana, Zambia, and Mozambique.
 Presented the technologies to the Royal Commission Canada which was seeking ways to prevent dust explosions in the Canadian sawmills.

The Commercial arm of one of the Institutes of Ukraine’s Academy of Sciences.
Developed the strategy for the commercial development of an alternative energy project: “Helio-Air-Pressure Tornado Electric Power Station”.
 Identified and negotiated with investors willing to allocate €3.5M for the construction of the first 3 MW power station.
 Engaged with EU agencies on renewable energy policy.
 Located sites for pilot projects.
 Formulated the business plans for elements of the program.
 Secured finance for the development of the pre-production prototype of a 3 MW new generation wind powered power station.

Invited to manage the largest EU technical assistance project in Europe and develop the strategy for Ukraine’s coal mining sector.
Included undertaking financial and technical evaluations of the mines and their infrastructure, coordinating supplies of steam coal with the demand of Ukrainian power stations, conducting environmental assessments of the mines and surrounding areas, evaluating the local and regional transport infrastructure in the mining regions, and evaluating the capacity of ports.
 Developed the strategy and implementation plan for the Ukrainian coal industry to facilitate the opening of new mines by private sector investors, accelerate the closure of the non-performing state-owned mines and develop plans to reorganise the sector.
 Turned around the initially non-performing Technical Assistance project by leveraging senior connections from South Africa, the UK and Canada and by forging links with senior government and military officials to generate the necessary support and momentum.
 Developed and secured Government approval of the program to privatize the coal industry as part of the Government’s Economic Reform package.
 Attracted investors through direct approaches and information disseminated via my global commercial and political networks.
 Conducted workshops and seminars across the mining industry and various Government agencies on work safety, mining technologies, water supply, local infrastructure, labour issues and investment opportunities.
 Advised the Office of the State President on the development of a package of radical economic reforms including the privatisation of the economy, reforms of the justice system, the closure of non-performing industries, and accession to the EU. The Economic Reforms Program for 2010-2014 was completed and approved by the Ukrainian Parliament.

• Advised the Privatisation Agency of Serbia on the restructure and sale of major Serbian government-owned companies. Included setting the strategy and monitoring the most complex M&A projects financed by the European Union and other donors and administered by the World Bank.
   Identified foreign investors for major government-owned enterprises which led the sale of several large enterprises in the vehicle manufacturing, tourism, real estate, copper mining and smelting complex sectors.
   Oversaw the largest divestment projects undertaken by Serbian Government. Included the sale of GENEX (one of the largest industrial conglomerates in Eastern Europe), and the sale of the country’s largest agribusinesses, a copper mine and a smelter.
   Exceeded the expected sales price of a government owned mobile phone operator by €350M through a two stage process involving an initial closed envelope tender followed by a televised auction involving the three best offers.
   Elevated the capabilities of the Privatisation Agency by mentoring senior staff to enable them to identify and access potential foreign investors, forge partnerships between private investors and the government sector.
   Oversaw the selection of World Bank regional development experts.
   Contributed to the development of the Agency’s annual budgets and for new programs financed by the EU and the World Bank.

BCEOM is a French based global engineering consulting firm.
 Advised on the privatisation of Montenegro’s railways which led to a new government-approved strategy.
 Assessed the commercial potential of the country’s transport infrastructure which led to a proposal so privatise the port of Bar and the engagement of a commercial operator of the port.
 Instrumental role in the introduction of concession policies for the railways and the development of PPPs in the transport sector.
 Developed plans for the development of the transit market and the port of Bar which led to Government negotiations with foreign investors interested in developing and operating ports in Montenegro.

Maxwell Stamp was an economics and business consulting company.
Managed a structural economic reform project to support the Iraqi Government in developing and implementing pro-poor economic reform programmes with the IMF and World Bank, to:
 Improve the country’s capacity to develop and implement co-ordinated economic reform.
 Elevated the quality of the country’s fiscal, monetary, financial, and balance of payments data.
 Enhance the understanding of the key barriers facing Iraqi enterprises.
 Promote new investment and business opportunities in Iraq to coalition country investors including the UK, Poland, Kuwait, Jordan, Holland and the US.
 Negotiated the participation of the IMF and World Bank experts in the economic reconstruction of Iraq.

Led the Competitiveness Cluster Development Project commissioned by the Government to formulate and execute strategies to develop the non-mining sectors of Kazakhstan’s economy.
 Managed the project team that established seven industrial clusters in Kazakhstan and developed the PPP policy for the non-mining sector. The focus was on exporters and small to mid-sized enterprises in the logistics, tourism, food processing, timber processing and furniture manufacturing sectors.

Restructured and privatised four large holdings in socially owned metals processing, engineering, construction and manufacturing sectors. This was the first time in Serbia that social holdings were successfully dismantled and sold.
Involved overcoming issues associated with the country’s legal framework by forcing the sale of subsidiary companies as groups of assets, with the approach replicated in further privatisations.

As Head of Privatisation and Enterprise Development Directorates for the UN administration of Kosovo, oversaw the commercialisation and pending privatisation of all 450+ socially owned enterprises in Kosovo across all sectors.
 Established and managed the international Regional Business Development Teams.
 Oversaw the administration of all industrial companies of a commercial nature under direct UN administration.
 Coordinated the allocation of international aid for the economic development of Kosovo.
 Promoted investment opportunities in Kosovo to potential investors in Europe which led to investments in building construction, timber processing, textile, battery manufacturing, metal processing, and aerospace companies.
 Evaluated the credit lines for local companies.
 Prepared the participation of the delegation from Kosovo in the Vienna Economic forum involving politicians and business people from Southern Europe and Central Asia
 Through private contacts, facilitated the first official meeting of the occupational authorities and the Government of Yugoslavia to negotiate the economic and commercial relations between Serbia and the United Nations administration of Kosovo.
 Developed the concession policy for the cooperation between the State and the private sector
 Arranged the first post-war official visit of Serbian business people to Kosovo.
 Selected by Heidrick & Struggles (London) as the sole candidate for the role of Chief Executive KPMG International in Washington DC to oversee the expansion of the global network of the firm’s management consulting business.

Partner responsible for the development of this company’s consulting activities in Europe, CIS countries and Southern Africa.

The Phare program is one of the three pre-accession instruments financed by the European Union to assist applicant countries of Central and Eastern Europe in preparation for joining the European Union.
Managed the restructure and sale of a chain of petrol stations, a pharmaceuticals business, an oil and gas company, a shipping line, and a milk processing factory.

Project objectives: development of the new markets

Main activities:
International Marketing Expert responsible in the Post-privatisation Business Support Centre for developing new marketing strategy and financing expansion strategy for WILLING Ltd. - the Slovak manufacturer of the construction and mine clearing equipment.

Assessment and financial evaluation of an investment opportunity for PPTL in Canada

Project objectives: creation of the Russian management consulting company

Main activities:
Consultant in the Regional Enterprise Support Agency responsible for the assistance in project design, improvement of the marketing and for the search for international investors and available credit lines for a large chemical company in Tver, for a very large manufacturer of electric motors and a large manufacturer of the heavy
construction equipment in Pskov.

• With Power of Attorney from the Government, restructured companies and their debts and orchestrated the privatisation of six of Bulgaria’s 26 largest companies. Included a copper mine, a group of 17 zinc and lead mines, two major holiday resorts on the Black Sea, a meat processing plant, and a textile factory, with all companies sold to private investors.
  Was offered the role as the Bank’s Chief Executive with responsibility for Poland, Estonia, Latvia, Lithuania, and Kaliningrad. Was also offered the role of Chief Executive of the EBRD Post-Privatisation Investment Fund created for Bulgaria.

Project objectives: takeover of the polyamide fibre producing plant

Main activities:
Assisted in the preparation of the business plan, market survey, and participation in the take-over negotiations of a large polyamide fibre producing plant in Poland.

Project objectives: creation of the Russian consulting company

Main activities:
Approved by the European Union as the Executive Director of the Technical Assistance Centre for Medium to Large Enterprises in Voronezh (Russia); TACIS project No.
PRRUS 9406. Responsible for identification, supervision and co-ordination of all restructuring projects undertaken by the Centre, improvement of the corporate governance
in client companies, advised on the new tax policy, advise to the Russian Duma (parliament) on the new State Property Governance Law. Projects included work with
companies such as manufacturers of aluminium profiles, aircraft manufacture (TU 144, IL 86 and IL 96 airbus), various electronic factories, sugar refinery, garment
manufacturers, cement plant, tires manufacturer, mining equipment manufacturer and others. I was mentoring the local senior staff, teaching them about the development of the international markets for their products and services. This twice extended contract included also a trip to South Africa and Zambia to assist our Russian client to enter a
new market for their mining equipment.

Project in Almaty region financed by the New Zealand Ministry of Foreign Affairs and Trade. The team was assessing the viability of certain food processing factories in Central Asia.

The World Bank Special Restructuring and Privatisation Program in Armenia – Enterprise Triage Selection and Restructuring. Companies included: oil refinery, chemical
plant, brandy and wine producer, carpets manufacturing, electronic equipment manufacturer. The Yerevan Brandy Company Ararat was sold to the Pernod Ricard
International Group of companies

The World Bank Pilot Privatisation Program in Bulgaria (20995-BUL); Privatisation of two large Bulgarian furniture companies in Lovech (sale by MBO) and Khardzhali
(liquidation), and the silk textile plant in Haskovo (Joint Venture / Foreign Investor).

Was advising program (TACIS/91/DRU/FDO 38) to provide business re-engineering and institutional development for AKKOR (Private Farmers Union of Russia) - the organisation representing (then) over 280 000 private farmers. We were asked to present our finding to the (then) Prime Minister of Russia, Mr. Yegor Gaidar.

CLIME GROUP - one of the largest private companies in New Zealand, where as the Group Marketing Director (designate), advised on their take-over of several paper mills in Poland. We were negotiating a purchase of two paper mills with a total production of over 25 000 tones of tissue per year. Clime were planning to increase sales from USD 25 mln to USD 75 mln (in 1992 USD).

EU PHARE project No. 9105, where as the Financial Analyst / Economist, I was advising the Polish Ministry of Agriculture on the “Restructuring and Privatisation of Five Selected State Agricultural Enterprises”, including food processing factories, farms, greenhouses and cold stores.

Advised on the take-over attempt of the PZL Swidnik - one of the largest helicopter factories in the world.

Member of the team initiating negotiations leading to normalisation of the diplomatic ties between Poland and South Africa as well as between Czechoslovakia and South Africa.
Responsible for preparation of meetings with Mr. Lech Walesa (then the leader of the Solidarity Trade Unions), BishopTadeusz Goclowski of Gdansk, Bishop Tranda of the
Polish Ecumenical Council and other political leaders of Poland. Full diplomatic relations were established in 1991.

PEPKOR GROUP - the largest retail group in Africa (several thousands shops and supermarkets world-wide) and large manufacturer of textiles. Matters consulted with the Group Board of Directors related mainly to the market research and the feasibility of an expansion into Eastern Europe, the establishment of a chain of supermarkets in Poland and development of the export market for PEPKOR-made products.