11 capabilities
Strategy and Corporate Finance
Choosing where to grow, and paying for it.
We help leadership teams make the few choices that shape the rest of the business. Then we tie those choices to capital, plans and performance measures.
Corporate and growth strategy
We set the ambition, make the main strategic choices and sequence the growth agenda. The work rests on facts about your markets, competitors and where you can genuinely win.Market entry and expansion
We assess which markets are worth entering, how to enter, which partners to use and which licences you need. You get a launch plan for the new geography, segment or channel.Feasibility studies and business cases
We test demand, economics, risks and options to the standard an investor expects. The result is a business case that lenders, boards and ministries can approve.Value creation strategy
We identify and size the levers that move enterprise value, such as growth, margin and capital efficiency. Then we turn them into a plan with named owners.Portfolio review and capital allocation
We assess each business for value and fit, and recommend whether to hold, grow, fix or exit. We then set up a capital allocation process that sticks to those decisions.Finance function excellence
We redesign planning, reporting, controls and decision support so finance produces faster, more accurate numbers. Finance then spends more time helping the business decide.Strategic planning and performance management
We design planning cycles, scorecards and review meetings that link strategy to budgets and targets. Strategy then shows up in the monthly management discussion.Business unit strategy
We build strategies for individual businesses: which customers to serve, what to offer, the economics, and the moves that close the gap to the market leaders.Family business strategy and succession
We help families decide portfolio focus, governance, roles for the next generation and succession. The aim is to protect both family relationships and the business.FDI (foreign direct investment) attraction
For governments and economic zones, we build investment propositions and choose priority sectors. We design how investors are handled from first contact to set-up, and how the offer is promoted.International trade and economic development strategy
We work on trade corridors, sector diversification and economic development plans. National visions become funded programmes with measurable targets.
8 capabilities
Mergers, Acquisitions and Transactions
Buying, selling and integrating businesses.
We support corporates, investors and governments through a deal. We help decide what to buy or sell, test the investment case, and deliver the value after signing.
Commercial due diligence
We test the market, customers, competitive position and business plan independently. The work is quick enough for a live process and detailed enough for an investment committee.PMI (post-merger integration)
We set the integration strategy, prepare for Day 1 and run the integration management office. We also handle the people and culture issues that decide whether the combined business holds together.Valuation support
We review the business plan, model scenarios and analyse what drives value. This supports your valuation, bid strategy and negotiating position.Divestitures, carve-outs and separations
We define what is being sold, the standalone cost and operating model, and the transitional service agreements. Then we help run the separation.Vendor due diligence
We carry out diligence for the seller. It sets out the equity story, answers buyer questions before they are asked and protects value during the sale.Synergy identification and tracking
We size synergies from the bottom up, give each one an owner and a target, and track them in the accounts. Promised savings then show up in results.JVs (joint ventures) and strategic alliances
We help choose partners, structure the deal and design governance and the operating model. The aim is a joint venture or alliance that keeps working after launch.IPO (initial public offering) readiness
We prepare the equity story, governance, reporting, controls and operations for listing. We also prepare management for running a public company.
6 capabilities
Infrastructure and Capital Projects
Structuring, funding and opening large assets.
Airports, ports, networks and giga-projects have long timelines and tight budgets. We support owners, operators, governments and investors from the first feasibility question to opening day.
PPP (public-private partnership) and concession advisory
We structure the deal, test value for money, allocate risk and draft concession terms. Credible bidders compete, and the public interest is protected.Capital project governance and assurance
We run stage-gate reviews and independent checks on cost and schedule. Where a programme has drifted, we build the recovery plan.Transaction advisory for infrastructure assets
We advise buyers and sellers of operating assets. The work covers commercial diligence, traffic and demand review, business plans and investor materials.Privatisation and asset monetisation
We assess readiness, compare options and run the process for governments and owners releasing capital from mature assets.Bid and tender support
For procuring authorities, we design and evaluate tenders. For consortia bidding on major contracts, we shape bid strategy, pricing logic and the submission.ORAT (Operational Readiness and Airport Transfer)
We plan trials, staffing, systems integration and go/no-go criteria. A new terminal or facility then opens on time and works from the first day.
9 capabilities
Operations
Lower operating cost and better service.
We redesign how work flows through the organisation. That covers the operating model, supply chain, procurement, assets and the service operations behind what you promise customers.
Cost transformation and margin improvement
We diagnose cost across the business and run margin programmes that pair quick wins with structural change. Finance validates every saving.Operating model design
We set structures, processes, roles, decision rights and governance to fit the strategy. The design suits where the organisation is going, not where it has been.Supply chain and network optimisation
We design networks, inventory policy, planning processes and logistics strategy. The aim is the right balance of cost, service levels and resilience.Procurement and sourcing transformation
We build category strategies, run sourcing waves and set up supplier performance management. Procurement then saves money on more than price alone.Service and customer operations
We design services, raise contact-centre and frontline productivity, and fix the processes behind them. Customers get a consistent service.Asset management, maintenance and reliability
We set maintenance strategy, reliability practices and asset lifecycle plans. Equipment is available more often and costs less to own.Manufacturing and Industry 4.0
We introduce lean production systems, automation and connected-factory applications where they pay back. The aim is higher throughput, quality and flexibility.Shared services and global capability centres
We build the business case, choose locations, and design and move work into shared service and global capability centres, including in India.ZBB (zero-based budgeting)
We rebuild budgets from zero, by cost package and owner. This resets spend and builds cost discipline into the annual planning cycle.
7 capabilities
Transformation and Change
Getting large change programmes to deliver.
We design and run the governance, value tracking and organisation changes that take a transformation from launch to results. We also support the leaders who keep people moving.
Enterprise transformation programmes
We set out the case for change, the target state, the portfolio of initiatives and the delivery roadmap for change across the whole organisation.PMO (Project Management Office) and TMO (Transformation Management Office) setup and run
We set up governance, meeting rhythm, value tracking and escalation quickly. We run it with your team until they can take it over.Organisation design and restructuring
We size spans, layers, accountabilities and structures to the strategy. People affected go through a fair and well-managed transition.Change management and adoption
We map stakeholders, build change networks, run communications and measure adoption. New ways of working become normal practice.Performance improvement and turnaround
We diagnose quickly, protect cash and build operational turnaround plans for businesses under financial or performance pressure.Implementation support
We work alongside your teams to deliver the plan. We clear blockers, build skills and adjust the plan when circumstances change.Agile at scale
We design operating models, team structures and portfolio management that take agile working beyond IT (information technology) into the rest of the business.
8 capabilities
Technology and Digital
Technology choices judged on business results.
We help leaders decide what to build, buy, migrate and retire. Then we oversee delivery so platform and data spending produces measurable returns. We are vendor-neutral.
ERP (Enterprise Resource Planning) selection and implementation advisory
We define requirements, run vendor-neutral selection, build the business case and provide independent assurance while ERP and other core platforms are delivered.Digital strategy and roadmap
We set a digital ambition led by the business, prioritise initiatives and build an investment roadmap the CFO (chief financial officer) can approve.Data strategy and governance
We set data ownership, quality standards, architecture and governance. Reporting, analytics and AI can then rely on the data.Cloud strategy and migration advisory
We assess cloud economics and set landing-zone and migration strategy. FinOps (cloud financial operations) practices then keep running costs under control.Cybersecurity and digital risk governance
We assess cyber maturity, build a security roadmap based on risk and set up board-level oversight of digital risk.Enterprise architecture and technology operating model
We define the target architecture, the IT (information technology) organisation, and sourcing and funding models to match business priorities.Technology due diligence
We quickly assess a target's technology, ability to scale, cyber security and investment needs for investors and acquirers.Emerging technology assessment
We assess new technologies plainly: what works today, what matters to you and what adoption would take.
5 capabilities
AI (Artificial Intelligence)
Getting AI out of the pilot stage.
We help organisations move AI beyond pilots. We choose where it creates real value, redesign the work around it, and build the skills and governance to scale it responsibly.
AI strategy and use-case prioritisation
We rank AI use cases by value and assess each for impact, feasibility, data readiness and risk. Each one gets a clear path to production.Generative and agentic AI
We design and deploy generative and agentic AI that completes real tasks. Examples include document-heavy workflows and assistants for customers and staff.AI-enabled process redesign
We redesign whole processes around AI so automation removes work. We avoid adding tools on top of old processes.AI operating model and capability building
We set the organisation, talent, platforms and funding needed to scale AI. This includes designing a central AI team and training leaders.Responsible AI and governance
We write policies, set risk controls and model oversight, and align with regulation. AI can then scale safely and transparently.
7 capabilities
Human Capital and Organisation
Building the organisation the strategy needs.
People carry out strategy. We design workforce, leadership, culture and reward systems that support it, including nationalisation programmes across the GCC (Gulf Cooperation Council).
Workforce strategy and planning
We forecast the skills you will need and the skills you will have. We close the gaps through hiring, reskilling and redeployment, and update the plan as the business changes.Leadership assessment and development
We assess senior leaders against future needs, plan succession and build development programmes for critical roles.Culture and employee experience
We diagnose the current culture, define target behaviours and design the employee experience so daily work supports the strategy.Reward and performance management
We build job architecture and grading, benchmark pay, and design incentives and performance frameworks that reward the right results.Future of work and workforce productivity
We redesign work, set hybrid working models and run productivity programmes that prepare staff for automation and AI (artificial intelligence).Nationalisation programmes
We design Emiratisation, Saudisation and other GCC nationalisation strategies around career paths, skills and retention, not only headcount targets.Executive coaching
We coach senior leaders, individually and as teams, through new roles, transformation or rapid growth.
8 capabilities
Risk, Regulatory and Governance
Proportionate risk control and governance.
We strengthen how organisations are governed: risk frameworks, regulatory strategy, board effectiveness and resilience. The work is proportionate and fits the jurisdictions where you operate.
Internal audit and compliance advisory
We co-source internal audit, design compliance programmes and test controls. Boards get assurance without extra bureaucracy.ERM (enterprise risk management) frameworks
We set risk appetite, a risk taxonomy, key risk indicators and reporting. Risk then becomes part of strategic and operating decisions.Regulatory strategy and regulator engagement
We track coming regulation, map licensing routes and build compliance roadmaps. We also help you deal constructively with regulators.Corporate governance and board advisory
We design board structures, committee charters and delegations of authority, and run board evaluations. This covers listed, family and state-owned companies.Financial and commodity risk management
We build market, credit, liquidity and commodity risk frameworks. We also set hedging policies and governance for treasury risk.Operational resilience and business continuity
We identify important business services, set impact tolerances, and write and test continuity plans. Critical operations keep running.Crisis management
We write crisis playbooks, run simulations and support leaders before, during and after a major incident.Geopolitical risk advisory
We assess geopolitical, trade and sanctions risks using scenarios. We then show what they mean for strategy, supply chains and investment.
6 capabilities
Sustainability
Sustainability plans with costs and owners.
We help organisations turn sustainability commitments into strategy, operations and finance. That means credible targets, practical decarbonisation and disclosures that stand up to scrutiny.
ESG (Environmental, Social and Governance) reporting and disclosure
We assess what is material, set up data systems and report against the main disclosure frameworks. Reports are ready for external assurance.Decarbonisation and net-zero roadmaps
We set emissions baselines, build abatement cost curves and phase the roadmap. It balances ambition against cost and what operations can deliver.Sustainability strategy and transformation
We link sustainability ambition to corporate strategy, then set governance, targets and a programme to deliver it.Climate risk, adaptation and resilience
We assess physical and transition risk, run scenario analysis and build adaptation plans for assets, operations and portfolios.Sustainable operations and supply chain
We run energy, water, waste and supplier programmes that cut both footprint and cost in your operations and supply chain.Sustainable finance and green investment
We build green and sustainability-linked financing frameworks and investment cases. We support capital raising for transition projects.
12 capabilities
Brand, Marketing and Sales
Commercial growth you can measure.
We link brand, marketing, sales and reputation to commercial results. That covers pricing, go-to-market models and the positioning of companies, leaders and destinations.
Pricing and revenue management
We set pricing strategy and price architecture, control discounting and build revenue management systems. You capture more value without losing volume.Go-to-market strategy
We define target segments, propositions, channel mix and sales coverage for new products, new markets and growth drives.CX (customer experience) design
We map how customers buy and use your service, write service blueprints and redesign the experience. The aim is higher satisfaction, loyalty and lifetime value.Customer insight and segmentation
We use research, analytics and needs-based segmentation to show who your most valuable customers are and what they need.Digital marketing and e-commerce
We work on digital acquisition, marketing effectiveness, measurement and e-commerce models, with profitable growth as the test.Brand strategy, positioning and architecture
We define brand positioning, narrative and portfolio architecture. The brand stands apart and works across markets.Sales channel and distribution strategy
We analyse channel economics, set partner and distributor strategy and design the sales force for coverage and productivity.Revenue growth management
We manage pricing, promotions, product mix and trade terms together, so revenue and margin grow at the same time.Corporate communications and PR (public relations)
We set communications strategy, develop the narrative and handle media for companies, transactions and transformations.Executive positioning and leadership communications
We plan positioning, thought leadership and communications that build the profile of CEOs (chief executive officers) and leadership teams.Stakeholder and reputation management
We map stakeholders, assess reputation risk and run engagement programmes with governments, investors and communities.Destination and place marketing
We set destination brand strategy, prioritise source markets and plan campaigns for countries, cities, districts and giga-projects.
4 capabilities
Innovation and Business Building
Building new businesses inside established ones.
We help established organisations create new businesses and business models. The work runs from innovation strategy to venture incubation, scale-up and corporate venturing.
Innovation strategy
We set the innovation ambition, portfolio and governance, so effort goes to the opportunities that fit your strategy.Business model innovation
We design new revenue models, platforms and partnerships, and test them against real customer demand and unit economics.New venture incubation and scale-up
We design the venture, build the minimum viable product, launch it and scale it. Each venture gets a team, funding gates and governance.Corporate venturing
We set corporate venture capital strategy and investment theses, build deal flow and support portfolio companies.
