Your business units may each have a strategy.
Are they aligned with the Group?
We build the one strategy your whole portfolio runs on, and stay until it delivers.
The effort is there. A single strategy isn't.
Most groups are not short of talented people or hard work. They are short of one coherent strategy that the whole portfolio is actually executing. So good businesses pull in different directions, capital follows habit, and a year of real effort adds up to less than it should. The work of strategy is not to shrink your world onto a page. It is to give a genuinely complex group a clear, shared logic for where it wins, and the discipline to hold to it.
Make the group worth more than the sum of its businesses.
That is what one strategy, owned and executed across the whole portfolio, is actually for.
Two words you have heard. Rarely from someone offering to deliver them.
Strategy that survives contact with the quarter.
Most plans are sound and still stall by March. We build the governance, operating rhythm and accountability that turn decisions into delivered results. You have been sold strategy, and sold tools. You have rarely been sold the discipline that makes either one pay off.
A core that runs better every quarter, not just bigger.
Growth hides waste. We sharpen the engine of the group: clearer processes, tighter procurement, real grip on cost and quality, and a standard your people can hold without us in the room. Not a one-off cut, but a way of working the whole portfolio is measured against.
Three jobs, one arc.
Set the strategy
Working with you and your leadership, we build a strategy the whole group can act on. OGSM gives every business clear objectives, goals, strategies and measures that ladder up to the group's. Strategy Maps make explicit how the group creates value, so the CEO, the owners and operating management read one logic, not twelve.
Execute the change
Strategy is worthless on a shelf. Together we build the governance, alignment and operating rhythm that turn the plan into quarterly progress, drawing on real depth in operations, procurement, marketing and HR.
Build the capability
We do not create dependence. Through workshops, organisational development and management education, your people learn to run the discipline themselves. It is the same capability transfer behind the Qatarisation and Omanisation programmes I have led.
A senior operator, not a junior consultant.
Forty years running operations, growth and change across multinational businesses in finance, technology and telecommunications. I have worked on the ground in Qatar, the UAE and Oman, and delivered Qatarisation and Omanisation programmes, so building capability in the region is not theory to me.
I work alongside the CEO carrying the group, as a peer who has actually run businesses, and as a neutral outsider with no stake in internal politics. Based in Cyprus: EU, English speaking and discreet, a natural bridge to the Gulf, EMEA and Asia.
The empty middle of three crowded markets.
who send junior teams, hand over a deck, and leave.
who sell tools without a strategy to put them in.
for whom the region is a slide, not a track record.
One senior partner who has actually run businesses like yours, sets the strategy with you, stays for the execution, and leaves you able to run it.
AI belongs inside your strategy, not on top of it.
It is one of the pressures on every group right now, and most of the noise comes from adopting tools in search of a purpose. We decide together where AI genuinely creates advantage, then build it into the plan you are already executing. Strategy first; AI as a tool, not a religion.
Straight answers.
Do you use OGSM?
Yes. OGSM (Objectives, Goals, Strategies, Measures) is the core framework we use to give a complex, multi-business group one strategy every business can act on and be measured against.
What is a Strategy Map, and why does it matter for a complex group?
A Strategy Map makes explicit how your group creates value across four linked perspectives: financial, customer, internal process, and people and learning. For a diversified group it aligns the CEO, the owners and operating management around one shared logic of how value is built.
Have you actually worked in the Gulf, or only remotely?
On the ground. I have worked in Qatar, the UAE and Oman, and delivered Qatarisation and Omanisation programmes, so the region's commercial and regulatory realities are not theory to me.
Are you an AI consultant or a strategy consultant?
A strategy consultant who is fluent in AI. We decide together where AI genuinely creates advantage and put it inside a sound strategy, rather than adopt tools in search of a purpose.
Do you take interim or fractional roles?
Yes. Fractional CEO or COO and interim leadership for groups that need senior firepower through a transition, alongside the strategy work.
Where your group is now, and where the strategy needs to go.
A short, confidential conversation. No deck, no pitch, just a senior view on your situation.
Book a conversation