Advisory Services
Owners do not buy disciplines. They need a decision taken well, an institution strengthened, a transition led. Each outcome below draws on whichever capabilities it requires.
01
Turn an owner-led business into an institution that can make decisions without its founder in the room.
Organisational design, delegation of authority, executive committee architecture, reporting cadence, and the recruitment and mentoring of the leadership team expected to carry it.
Capabilities
02
Decide what proportion of wealth sits where, and on what evidence, before deciding what to buy.
Strategic asset allocation, investment policy statements, return and liquidity thresholds, portfolio repositioning, and access to opportunities across MENA, the UK and the US.
Capabilities
03
Provide a steady hand in the executive seat while a permanent structure is built or succession is prepared.
Fractional and interim CEO, CIO and CSO mandates — carrying real accountability for strategy, investment decisions and day-to-day stewardship without full-time cost.
Capabilities
04
Close the distance between strategic intent and delivered outcomes.
PMO and TMO design, establishment and maturity; transformation roadmaps with governed steering; command dashboards; benefits realisation; and clean handover to an in-house team.
Capabilities
05
Sit on the board or in the shareholder seat with the independence the role requires.
Independent director and shareholder representation, board effectiveness reviews, investment committee participation, and oversight of value creation plans in subsidiaries and joint ventures.
Capabilities
06
Modernise the family office so that wealth survives the transition between generations.
Family office structuring, governance charters, oversight frameworks, professionalised investment management, and succession planning across operating and financial assets.
Capabilities
Transformation & PMO practice
Led by Khalid Zubari, the practice designs, deploys and operates high-performance programme and transformation offices — then hands them over.
Programme and project offices at subsidiary and group level — the structure, governance and visibility that make delivery repeatable.
Experienced leaders on a flexible basis, keeping enterprise change aligned and accountable — then disbanding cleanly at close of mandate.
Roadmaps with clear ownership, employees transitioned into change agents, and a fully equipped in-house team at handover.
