360° consulting ·
Dubai · London · India
One firm for decisions that affect the whole business.
We bring strategy, finance, operations, people, technology and marketing specialists together when a problem needs more than one of them.
Why Midvale
Most big decisions need more than one discipline. A pricing review often turns into an operations question, and a technology programme into a people programme. We set up each engagement so the right specialists are already on the team when that happens, working to one plan under one accountable lead.
Teams built around the problem
We staff each engagement for the problem in front of you rather than selling a package. The disciplines you need work together from the first week.
We stay for delivery
Once the plan is agreed, we stay on to oversee delivery. We track the value, get stuck decisions made and change the plan when the facts change.
One accountable lead
One person leads the engagement from the first conversation to the final review, and is the person you hold to account for the result.
Services
Specialist teams that work on the problem together.
Strategy and Corporate Finance
Choosing where to grow, and paying for it.
11 capabilitiesMergers, Acquisitions and Transactions
Buying, selling and integrating businesses.
8 capabilitiesInfrastructure and Capital Projects
Structuring, funding and opening large assets.
6 capabilitiesOperations
Lower operating cost and better service.
9 capabilitiesTransformation and Change
Getting large change programmes to deliver.
7 capabilitiesTechnology and Digital
Technology choices judged on business results.
8 capabilitiesAI (Artificial Intelligence)
Getting AI out of the pilot stage.
5 capabilitiesHuman Capital and Organisation
Building the organisation the strategy needs.
7 capabilitiesRisk, Regulatory and Governance
Proportionate risk control and governance.
8 capabilitiesSustainability
Sustainability plans with costs and owners.
6 capabilitiesBrand, Marketing and Sales
Commercial growth you can measure.
12 capabilitiesInnovation and Business Building
Building new businesses inside established ones.
4 capabilitiesHow problems connect
See which services a situation needs.
Pick a situation. The ring shows which services usually lead, and how they connect.
Where we usually start
Entering a new market
Most market entries are decided on a strategy slide and lost on the ground: a licence that takes a year longer than planned, a local team hired too late, a brand nobody recognises. We plan those pieces together from the start.
Where we usually start
Making an acquisition pay off
The price is agreed before signing. Whether it was worth paying is decided in the first hundred days, when two operating models, two IT estates and two sets of people have to become one business.
Where we usually start
Opening a major asset
A new terminal, port or resort has one opening date. The funding, the contracts, the people and the customer offer all have to be ready by then, and a delay in any one of them moves the date for all of them.
Where we usually start
Getting AI past the pilot
Pilots usually work. Rollouts stall because the data is not trusted, the process around the tool never changed and nobody owns the risk. Fixing that is mostly operations and governance work, not model work.
Where we usually start
Making net zero bankable
A decarbonisation target becomes real when it has a capital plan, an operating plan and disclosures that survive an auditor. Each of those depends on the others, so we build them as one plan.
Where we usually start
Turning performance around
A turnaround needs cash protected this month, costs reset this quarter and an organisation that still works afterwards. Done in the wrong order, each step undoes the last.
Every engagement can draw on any of our services. These are the ones this situation usually needs first.
Industries
Selected industries.
Aviation and Airports
Airport capacity, operations and commercial revenue.
Telecommunications and Digital Infrastructure
Network economics, infrastructure deals and new revenue.
Transportation and Logistics
Freight networks, free zones and warehouse productivity.
Travel, Tourism and Hospitality
Visitor growth, hotel performance and hospitality workforces.
Insights
Recent articles.
Most AI pilots stall for reasons that have little to do with the model
A widely cited study and a widely cited forecast point the same way. The pilots that fail are usually let down by data, integration and unclear value, not by the technology.
Passengers have come back to airports faster than commercial revenue
The 70% failure rate for change programmes has no reliable source
Approach
How an engagement runs.
- Stage 1
Frame
We agree the real question, the decision it feeds, what success looks like and who owns it. We write a one-page problem statement before any analysis starts.
- Stage 2
Diagnose
We test hypotheses with data, interviews and site visits. We look for root causes, put a number on the opportunity and drop the hypotheses that do not hold.
- Stage 3
Design
We build options and test them with the people who will run them. Then we recommend one, with a costed and sequenced plan.
- Stage 4
Deliver
We stay through implementation to oversee delivery. That usually means running the transformation office, tracking value, managing risk and changing course when assumptions change.
- Stage 5
Sustain
We hand over the skills so results hold after we leave: playbooks, KPIs (key performance indicators) built into management routines, and trained internal owners.
Where we are
Headquartered in Dubai, with a presence in the UK and India.
Dubai
Our headquarters, serving clients in the GCC (Gulf Cooperation Council), the wider Middle East and Africa.
Midvale Consulting (DIFC)London
Serves clients in the United Kingdom and Europe.
Midvale Consulting (UK)India
Serves clients in India and South Asia.
Midvale Consulting (India)Working on a decision that affects the whole business?
Tell us what you are working on and what you need to decide.