Charles has been exploring universally symbiotic ways to provide for our needs for about 15 years now. With this goal of providing for our needs in a way that supports all other forms of life, or at least doesn't hurt them (keeping the five precepts) Charles co-founded Arundel Forest Garden. Within this food forest, grown out of necessity from following these precepts for harmlessness, grew a little camp where Charles studied techniques of working in conscious co-creation with nature and her intelligences. Nature is always working to return to a forest and so rather than fighting against her, the camp saught to work with this process and strengthen those aspects of the forest that supply food, resources, bio-diversity and thus bio-security. The basic model of Green Campus has emerged out of what was needed to look after that forest: a community of people who share in the values and therefore value they create.
Arundel Green Camp became a profitable model when the camp was offered up as a space for regenerative programs that cultivated ecological literacy, learning practically from working in co-creation with nature, deepening the connection of the community to the land whilst making it ever more beautiful. The practical educational programs were "subsidised" by affordable vegan accommodation that made the camp and forest garden a regenerator of consciousness, community, environment and co-operative economies.
Charles was invited by team member Reuben Langdon to develop an educational camp concept for James Cameron and the film makers of Avatar, where Na'vi Camp went through a concept phase that was approved for further development then a business planning phase that exceeded the bandwidth / scope of the film makers and probably limited the scope of what our campuses could be by tying the thematic too closely to the Avatar franchise. The formulation of the model was a useful process however and helped to mature the team, business model and concept. From the Na'vi Camp model, Green Campus was born.
However The Norfolk Estate did not want an organic vegan camp to continue to grow on their inorganic and blood sport heavy land land and so the camp was closed down quite sadly. Charles has designed the Green Camp system from 100% non-toxic materials that he has spent years developing with the rest of the team, so that new Green Campuses can be set up very quickly and easily as off grid deployments with a suite of regenerative programs that deliver on the four returns to regenerate consciousness, community, environment and co-operative economies. It is a long held aspiration of Charles that service men and women would be trained in the deployment of the Green Camp system to regenerate areas in need, such as at refugee camps and thus regenerate these broken places and prevent migration and further eco-system collapse which will drive much of the migration that is yet to come. Not to mention, the deployment of Green Camps into nature to provide places where people can learn the Dhamma (consciousness regeneration programs) is a highly a valuable opportunity that some of the world's most powerful and well attained beings that make up this community share our demand for.
The eviction of Arundel Green Camp has also lead to the development of The Green Campus business model where the community invest in the rental or purchase of land and become thus become proportionally represented voting shareholders thereof, keeping the vegan five precepts for harmlessness and protecting the land from any one shareholder from being able to break the connection between the community and the land / nature that we are entirely dependant on. Furthermore if investors are unable to invest financially we have developed a model that share options can be earned for delivering on the four returns: cultivating consciousness (organising and attending meditation events), community (organising and helping at programs that introduce new members), environment (helping out in the food forest and starting new ecological programs) and co-operative circular economies (introducing new investors and green business plans).
Charles is working earnestly to create a platform where beings can practice the Dhamma, to cultivate their concentration such that they can recognise the basic space in which their mind arises and to let go of the ideas (of self) and rest in that awareness, that infinite love. Recognising that we are the awareness that the mind arises within and that we are not the mind arising within the awareness is a transformative process that releases a being from fear into a deep love and peace that also frees one from the behaviours of fear that have gotten us in such a muddle. For when we realise this, compassion is all that remains and when we organise ourselves around precepts of compassion, being unwilling to harm one's self or others, we arrive at solutions that have huge efficiencies and appeal and are thus vastly competitively advantageous.
However once we have all been studying and practicing the Dhamma with amazing teachers like Master Ching Hai and Burgs and we have removed at the root any desire to cause suffering, as a society it is incredibly hard to consume anything that is not involved in a product life-cycle that causes unconscionable harm to countless beings. Green Campus then seeks to be a platform that explores and celebrates ways that we can indeed provide for our needs in this far more desirable and valuable way, : that harms none. However it should be noted again that there is no point in bringing a horse to water if it can't drink and this regeneration of consciousness, the realisation of the Dhamma is necessary for beings to have the kind of mind that is willing or able to conduct it's self in a way that is necessary for the fulfilment of our goals of setting examples universal symbiosis. Thus the practice and delivery of Dhamma programs is a principle function and requisite of the campus; our success of the campus arises with it's member's realising this fact or there is not much in the way of self sustainability, it would have to be enforced which is necessary where there is not this realisation but fortunately quite unnecessary the more that there is.
Charles is working to follow in the scientific footsteps of his Great Grandfather, Charles Lyell, who published the works of Darwin and Wallace as well as his own works on Geology among which our Theories of Natural Selection arose respectively. Lyell and his contemporaries nurtured and organised thought around the idea of what was then dubbed 'uniformitarianism', which is now often referred to as Grand Unified Theory: the idea that one set of laws govern all phenomena, whose realisation was Einstein's goal, just as of course, the truth, is the hoped espousement of the ancient wisdom traditions of the world, from which our civilisations arise, or not...
Charles Fraser published a book, Virtual Photons in Electro-magnetism, a universally unpopular but incredibly sound theory that provides a heretofore absent physical definition of energy. The conclusions of Quantum Mechanics and those of Buddhist cosmology broadly speaking can shake hands. Charles is now hoping to run programs that create an ecological, physical and experiential foundation that this common ground can be shared and the logical compassion that results from these conclusions, built upon.
Green Campus seeks to cultivate this basic ecological literacy, yet we hope to do so not only through the theory, but also through providing an experience of a practical working example that provides for all of our needs with honour and respect for all life (Ahimsa), these self serving conclusions that arise from this "ecological literacy". We are doing this by setting an example of how much more desirable living like this is and offering a worker owned franchise so others can profit from doing so too
We manufacture, via a state of the art 100% non-toxic bio-composite 3D printing system we have developed, and deploy our Green Camp System to provide "Off-grid Popup Palaces" that provide a Hotel model (core business model) that doesn't need planning permission and a thus a beautiful platform in nature to host our regenerative programs upon: vegan permaculture, The Eco-village Design Curriculum, Dhamma retreats, food forest design and all the other programs you need to co-design and dance vegan Edens into form with the local worker shareholders, the other community members. These Green Camps and larger Green Campuses serve then as a regenerative asset whose programs generate further regenerative assets. We are working to create an equation wherein people earn shares (options) in lands they help to regenerate (delivering on the four returns) and can therefore hand something respectable down to the future generations.
Our other work then, is with policy, providing scientific evidence for the most relevant solutions to our most intractable problems (www.worldpreservationfoundation.org), all of which are solved through this compassion, particularly with regard for how we sustain ourselves, with food: lobbying for implementation of macro-level legal frameworks for for true cost social and ecological auditing and 'fee and dividend' taxation systems that tax the socially and environmentally destructive practices and give relief to the socially and environmentally regenerative products and services, particularly within the context of Brexit.
Martin and his team used to work at Siemens Wind power designing and building the world's largest wind turbines. They realised that although they were working to save the planet by making clean energy from wind, the massive turbine blades that they were building were made of highly toxic materials that could not be recycled, that were produced and manufactured using materials and processes that harmed the worker and environment. Martin then went back to the drawing board and developed new thermoplastic materials and has been working with global brands (Nike, IKEA, H&M, NASA and others) developing new product streams.
The 100% non-toxic, 100% plant-based thermoplastic resin Martin has developed can replace toxic epoxy resins and when combined with natural fibre re-enforcement, it can replace toxic composites 1 for 1.
Martin has been supporting Green Campus' work with The National Composite Center, The UK National Lab (that has been matching Green Campus' research budget) to conduct tests on the materials so that we can develop material property data sheets that tell us exactly how the materials behave. We have also been working together to develop manufacturing pipelines suitable for our manufacturing needs and so that this technology can be democratically adopted.
Siemens Wind Power
2011 – Sep 2016
Global responsible for qualification and curing of resin systems. Development of analyticalmethods for laboratory and/or daily production use. Global responsible for qualification of glassfabrics.
Adjungated Associate Professor
2016 – Present
Sep 2011 – Oct 2011
Synthesis of inorganic membranes for desalination of sea water
Robin has been nurturing Green Campus over the years helping to direct development so that Green Campus could be a part of the hugely creative world of inclusive festivals. Robin and his team are invited around the world to design the most innovative thematic environments for the worlds most demanding artists and audiences. We are incredibly lucky to have Robin to help show us the ropes of rapid deployment and enjoyment of modular temporary structures so that we can deploy the Green Campuses where they can do the most good and have the best time, not least of all, for artist liaison areas at Glastonbury and the other festivals Robin is a producer for.
Jan 2008 – Present
Director of Live Operations and Programme
London Pleasure Gardens
“…an unfolding story of extraordinary people, avant-garde art, open-air music, spectacular shows, artisan foods, exotic architecture and inexhaustible entertainments for the Olympic period and beyond…”
Future Tents and Events
Jan 2009 – Aug 2012
Specialising in designing and manufacturing mobile and pop-up architecture.
The 30m Dome, The World's biggest touring dome by Future Tents
Sep 2003 – Jan 2011
Touring mid-scale venues and festivals
Sean and his team at Nautech Composites joined the Green Campus team in 2017 and have been supporting prototyping and general introduction of the bio-materials to the marine and composites industry they are leaders in. Sean has been introducing invaluable composite manufacturing experience to Green Campus.
Together with the wider team members we have developed a technique for manufacturing the Spaceplates for the Green Camp System that just needs very basic tools, some wood and a table, casting the panels from 80% bio-based materials. We are working to install the fully automated robotic arm 3D printing bio-composite manufacture system at Nautech's HQ in Itchenor near Green Campus Ellanore where the first structures be set up.
NauTech Composites Ltd
2018 – Present
BMG Marine Ltd
2008 – Present
Pattern, tooling & moulding manufacturing, from high performance craft to production mouldings.
Royal Motor Yacht Club
Sinesh joined the Green Campus team in 2017, turning the basic financial projections that had been drawn up thus far into a highly sophisticated financial model that could simulate various scenarios in order to help Green Campus organise it's business model and finance targets. Accomplished results driven, transaction and finance professional with extensive experience across a variety of sectors including Education, Primary Health, Renewable Energy and Property across the UK and Europe and other OECD countries. Proven track record of origination, project and finance delivery and asset management to drive significant revenue and growth.
A strong leader with Board Director and Investment Committee experience of resolving commercial issues and approving investment decisions. Adept at implementing and managing business functions from accounting, finance, treasury and tax, legal and compliance and technical. Entrepreneurial in approach building strong consortium and advisory teams with success in raising and managing over £3 billion of equity and debt finance.
Chief Financial Officer
EMPIRE PROPERTY CONCEPTS LIMITED
Responsible for Finance & Accounting, IT and HR functions and teams.
Main Board Director actively managing operational and business functions, implementing newsystems, raising capital, executing acquisitions and disposals.
PRE FC Limited
Project Finance Consultancy (Infrastructure and Real Estate) specialising in raising debt/equitycapital and assembling teams for Mergers and Acquisitions, Business Expansion and CorporateRestructuring or Refinancing.
May 2018 – Present
Amber Infrastructure Limited
2012 – Mar 2018
Operational responsibility of the UK education portfolio consisting of 50 PFI assets.
Senior management and board representation on 50% of the portfolio with a total value of £100m+. Managing a finance function of 3 qualified project accountants and 3 general managers
Sir Robert McAlpine
2010 – Aug 2012
Legal and finance lead for the King Edward VII Hospital (Bermuda) – Winner of PartnershipBulletin Project Finance Deal of the Year 2011.
Board responsibility for 2 PPP projects with direct reports of general managers and finance in the UK and Bermuda
International Investment Manager
Westmont Hospitality Group
Sep 2009 – Feb 2010
Financial Controller of 2 Bermuda funds with European and Canadian investments
Responsibility for the worldwide finance and accounting functions based in Amsterdam, Luxembourg, Mauritius, India, Japan, South Africa, Morocco, British Virgin Islands, Curacao and Canada
Head of Finance
Mar 2009 – Sep 2009
Lead for public and private sector opportunities across Europe, TCV £100m+
Successful outcomes for 3 opportunities of £400m+ (MOD, DWP, Telefonica)
Transformed investment committee decision making to ensure economic viability and increase confidence in the ability to deliver forecast profits of all new business opportunities.
Transaction & Project Finance Manager
Balfour Beatty Investments
Feb 2005 – Feb 2009
PPP/PFI transactions executed:
Health – executed 2006 - 2007 – total bond financing (£1.3bn bond financing)
Street Lighting - 2007 (£30m bank financing)
Regulated Acquisition (Water) – 2007 (£383m)
Airport Acquisition – 2008 (£14m)
Achieved financial close on the QE 2 Hospital Project, Birmingham within 6 months after the original funders retracted, receiving £93m into the company in time for half year results.
Successfully reduced capital costs to mitigate against budgetary constraints ensuring delivery of £32m of finance for the Derby City Street Lighting Project.
Group Financial Controller
Savoy Hotel Group
Jun 2002 – Jan 2005
Management of Group finance function, including central overhead departments, group payroll, group pension scheme, all consolidation of management accounts, management reporting, statutory reporting, tax, treasury, banking, loans documents compliance and administration
Company Secretarial Duties
Disposal of The Lygon Arms Hotel, Worcestershire (£17m)
Disposal of the Savoy Group of Hotels (£750m)
Group re-financing (£375m)
Disposal of The Savoy Hotel to Fairmont Hotels (£250m)
Management and cost control of major Capital Expenditure Projects (£20m – £40m)
Involved in the introduction of Gordon Ramsay outlets within the group and in the review of the operational contracts and agreements pre signature stage