Decks don't change a P&L. We stay until the savings are banked, the revenue is real, and the CFO signs off on the number. Below is the proof, engagement by engagement.
Zero-based budgeting across G&A expenses and a performance system cascading corporate strategy to every individual, with KPI-linked bonus payouts.
ZBB implementation across G&A, organization-wide SOPs, and a redesigned meeting cadence, with PMO support to track every initiative to completion.
Push-pull supply chain strategy for vaccine delivery to every region in the country, with end to end vibility, standardized processes and ministry level project tracking
KPI-driven performance management, logistics network restructuring, warehouse modernization and a redesigned collections model, working directly with the CEO and regional MDs.
Daily-to-monthly ML forecasts, weather- and seasonality-adjusted, feeding production allocation, perishable inventory and distribution-network decisions.
Three-year strategic plan, organization restructuring, inventory optimization and sales incentive redesign, plus knowledge transfer to build lasting internal capability.
Redesigned design, production and installation phases: SOPs, partner incentive schemes, made-to-order/made-to-stock inventory framework, and barcode-led process automation.
Rebuilt monthly closing, FP&A reporting and budgeting; proposed a to-be structure and transition plan for the finance function across the group.
Market and regulatory landscape study, product portfolio and launch strategy, compliance tracker per SAMA norms, and a scale-ready organization structure.
Gap analysis across all customer touchpoints, re-engineered customer-facing processes, and a transition plan shifting offline customers to cost-effective digital channels.
Probability-of-default and loss-given-default models driving risk-based pricing, plus micro-segmentation, churn prediction and campaign analytics across channels.
Served as extended arm to the founders: strategy, org design, stakeholder engagement models and launch plan, then requirements for an in-house healthcare system.
Documented and redesigned processes across every department, then steered the migration from an on-premises ERP to a cloud solution.
IoT sensors on every truck (location, temperature, cold-storage access) feeding a central command center with automated alerts and daily operations support.
KPI trees and targets for portfolio companies, integrated with the fund's IT architecture, delivered as mobile and desktop dashboards for leadership.
Mapped the Kingdom's SR landscape, built the strategy and 5-year projection tied to Vision 2030, and operationalized an agile central project team inside the ministry.
Built the Export Potential Index and Market Attractiveness Index, macroeconomic dashboards for Minister-level decisions, and SOPs for the export intelligence unit.
Corridor-level growth options, vertical prioritization across ports, freight and economic zones, and the operating model to run them as one network.
Route-level P&L built from scratch, then a ZBB pass on the network cost base, AI-assisted routing and productivity targets cascaded to every hub.
Five-year strategy with where-to-play / how-to-win choices, feasibility studies on new business lines, and corporate KPIs cascaded to individual level.
Market sizing at global, regional and country level, competitive benchmarking, operating and revenue model selection, and a detailed 5-year financial model down to unit economics.
As-is documentation and gap analysis across every department, global ERP evaluation, and vendor selection through structured BRD and FRD development.
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Client names are withheld in line with our confidentiality commitments. Detailed references, including named clients where permitted, are available in conversation.
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