Person:
Goldberg, Michael J.

Global Practice Strategy and Operations, The World Bank
Profile Picture
Author Name Variants
Fields of Specialization
Private sector development; microfinance; business development; small enterprise development
Degrees
ORCID
Departments
Global Practice Strategy and Operations, The World Bank
Externally Hosted Work
Contact Information
Last updated January 31, 2023
Biography
Mike Goldberg started his career as a Peace Corps Small Business Volunteer. He also worked for CARE Guatemala, and the Consultative Group to Assist the Poor. With the World Bank since 1992, he has worked in East Asia, South Asia, Eastern Europe, and Latin America and the Caribbean, as a microfinance and small business development expert.  Over the past four years, he has also served as a senior operations officer for the Latin America Region and as an operations adviser in the Development Effectiveness Unit of the Africa Vice Presidency. He was also the Regional Learning Coordinator for Africa, offering technical and operational clinics, workshops and face-to-face courses – always with emphasis on practical solutions and participation. He holds a Bachelors degree from Johns Hopkins, a Masters in economic development from The Fletcher School (Tufts) and an MBA/MSF from Drexel University.

Publication Search Results

Now showing 1 - 3 of 3
  • Thumbnail Image
    Publication
    Microleasing : Overcoming Equipment Financing Barriers
    (World Bank, Washington, DC, 2008-12) Goldberg, Mike
    As their businesses grow, many microbusiness owners would like to purchase new machinery from a microfinance institution (MFI), since such equipment can hold the key to increasing production. However, MFIs are often not able or willing to lend for longer periods of time, with grace periods that long term lending for machinery requires. Long term financing from other sources is usually not feasible, since banks and leasing companies require collateral, a well-documented credit history and financial statements. For many microbusinesses, leasing could provide an effective alternative to taking on more debt. This note reviews financial and operational leasing, describes two microleasing experiences in Latin America, identifies risks, and provides recommendations for launching a micro-leasing program.
  • Thumbnail Image
    Publication
    Building a Dialogue to Promote Microfinance Best Practices in South America
    (World Bank, Washington, DC, 2008-08) Goldberg, Mike ; Palladini, Eric
    This note provides a summary of how the Bank established an eight-part distance learning series for dialogue with South American micro-financing institutions (MFIs). The objectives of the dialogues were to: (1) highlight the Bank's ability to mobilize international technical expertise in microfinance; (2) strengthen MFIs by disseminating new knowledge and technological best practices; (3) promote the sharing of experiences and lessons learned; and (4) promote greater ties among the MFIs in the region. The events became an ongoing forum to provide technical assistance to microfinance networks in Bolivia, Colombia, Ecuador, and Peru.
  • Thumbnail Image
    Publication
    Chile : A Strategy to Promote Innovative Small and Medium Enterprises
    (World Bank, Washington, DC, 2008-02) Goldberg, Mike ; Palladini, Eric
    With its strong export orientation and emphasis on competitiveness, the Chilean economic model has been the envy of its neighbors for more than a decade. However, there are underlying vulnerabilities. Historically, exports have been concentrated in mining and agriculture, sectors dominated by large firms that do not generate a large share of employment. Small and medium enterprises play a key role in employment generation and economic decentralization in Chile, yet their employment was stagnant between 2000 and 2004. Based on work completed in 2003, this study provides a review of the Chilean government's substantial investment in programs that support small and medium enterprises. This review of government programs confirms the importance of coordination and an overarching strategy, in the form of a National Innovation System, led by a single institution. The review also finds that demand-driven programs were more likely to be sustainable. Finally, the study demonstrates that Chile (and other countries with many support programs for small and medium enterprises in place) needs an integrated management information system to analyze, assess, coordinate, and streamline the program portfolio for small and medium enterprises in the future.