Key projects

Six mandates, described by sector and period.

The work is set out as the business profile sets it out: anonymised, sector and period only. No company is named, and no outcome on this page is attached to a company.

Healthcare, West Cairo

2018

The problem

  • A startup with one full year of operations.
  • Corporate governance and due-diligence gaps.
  • No clear business plan.
  • Exposure to incoming aggressive competition.
  • Financing unclarity around the hospital expansion.

What we delivered

  • Full business transformation and organisational restructure.
  • People development, compensation, benefits, and job satisfaction.
  • Redesigned finance operations and decision-support tools.
  • Designed new products, a first for the industry.
  • New policies and schedule of authority.
  • A full investor data room covering 60% of internal due diligence.

A five-year financial roadmap targeting 4× sales in three years at approximately 80% utilisation. All targets met by 2021. Market leadership taken and held in the West Cairo region.

FMCG, Retail Ice Cream

2018 – 2019

The problem

  • A startup factory built only to make minimal product for a US franchise.
  • No FMCG or go-to-market experience.
  • A large-scale international market leader already in place.
  • Limited human and financial capacity for kickoff.

What we delivered

  • Convinced investors to back a new retail ice-cream brand built to compete domestically, with strong export potential.
  • Selected the brand name from five options and approved the full artwork and brand book.
  • Negotiated the US master-franchise agreement, including non-competition and competing-product definitions.
  • Built a five-year business plan: cost structure and pricing model, five-year financial projections, full go-to-market and marketing strategy, organisation chart and people plan.

All five-year financial projections met to date.

Publishing and Bookstores

2018 – 2023

The problem

  • A stagnant business with minimal growth for seven to eight years.
  • Recurring losses across 13 years.
  • Vague financial information.
  • Major corporate-governance issues.
  • Delegation-of-authority and structural ambiguity.
  • Collapsed morale across the organisation.

What we delivered · Phase I

  • Full business transformation and organisational restructure.
  • People development, compensation, benefits, and job satisfaction.
  • Redesigned finance operations and decision-support tools.
  • New policies and schedule of authority.
  • Reacquired all private-equity-held shares back to the original owners.
  • A five-year business plan backed by a detailed financial model.

What we delivered · Phase II

  • Backward integration into the sector supply chain: an 80% stake in a newly established publishing house plus a private label, on an asset-light model.
  • Acquired 12-year local and international rights to a major literary catalogue.
  • A Phase II governance restructure for healthy, sustainable growth.
  • A profit-enhancement programme with clear results from the first implementation year, 2023.
  • Formed the group and its management structure.
  • Capital increase and shareholder-structure restructuring.
  • Debt financing and a standard banking data room.

4× sales in four years, 60% of it from volume growth through vertical and horizontal expansion. Breakeven in 2018, with rising profit sustained thereafter. Incremental revenue approaching EGP 1 Bn from the literary catalogue rights.

Consumer Brand, Cookware and Small Appliances

2020 – 2021

The problem

  • Severe sales decline three years running.
  • Rising competition and significant market-share loss.
  • Internal conflict, with no corporate governance.
  • Negative profit and a severe cash crisis.
  • Fully centralised authority, vague structure.

What we delivered

  • Full business transformation and value-chain restructure.
  • People development, compensation, benefits, and job satisfaction.
  • Redesigned finance operations and decision-support tools.
  • Hired a complete marketing team.
  • Full corporate-identity transformation across all sub-brands.
  • A new marketing strategy, with all platforms relaunched.
  • Redesigned go-to-market and sales channels.
  • New policies and schedule of authority.

Approximately 35% sales growth in 2020 against 2019, through COVID.

FMCG, Herbal Products

2022 – 2023

The problem

  • Severe sales decline three years running.
  • Internal conflict, with no corporate governance.
  • Negative profit and a severe cash crisis.
  • Fully centralised authority, vague structure.

What we delivered

  • Full business transformation and organisational restructure.
  • New policies and schedule of authority.
  • Full corporate-identity transformation across all sub-brands.
  • Redesigned go-to-market and sales channels.
  • Redesigned finance operations and decision-support tools.

A five-year business plan covering cost and pricing model, five-year projections, go-to-market and marketing strategy, organisation and people plan, and a value-chain transformation roadmap.

Enterprise Technology, AI Deep Tech

2024 – present

The problem · Structural

  • An unclear commercial model, with long sales-cycle dependence and no scalable route to market.
  • Inconsistent financial reporting, with statutory and management views misaligned across entities.
  • Material historical tax exposure, weak documentation, elevated regulatory risk.
  • Insufficient governance and controls, with decision rights misaligned to risk.
  • Underdeveloped people-process discipline and support-function architecture.
  • Limited forward cash visibility and inconsistent capital allocation.

What we delivered · Phase I · Structural reset

  • Rebuilt the financial and compliance architecture across Egypt and the UAE, with the statutory chain reissued and independently audited under IFRS.
  • Reduced historical tax exposure by approximately 60% through restructured documentation and corrective filings.
  • Deployed an HR policy framework, compensation logic, and performance discipline.
  • Established procurement governance, cash-flow projection models, and a board reporting cadence.
  • Implemented dual-scenario budgeting, growth against worst case, as a live control instrument.

The problem · Commercial

  • A commercial reset required to unlock scalable revenue.
  • Investor architecture needed for the next capital phase.
  • Margin structure and pricing leakage to resolve.
  • Multi-entity governance to streamline.

What we delivered · Phase II · Commercial and investor

  • Co-architected a scalable B2B go-to-market engine, opening a new SME revenue stream in Egypt as a replicable regional blueprint.
  • Repositioned the core technology as an enterprise-enablement layer and launched a mass-market AI sales agent in September 2025.
  • Designed a dual pricing architecture, SME against enterprise, restoring margin and eliminating leakage.
  • Structured a multi-entity operating framework across the United States, Egypt, KSA, and the UAE.
  • Led the Series B investment narrative: full pitch architecture and a five-year multi-market model.
  • Re-established stakeholder confidence, with the platform diligence-ready for the next strategic phase.

Historical tax exposure reduced by approximately 60%. The statutory chain reissued and independently audited under IFRS. A multi-entity operating framework structured across the United States, Egypt, KSA, and the UAE.

The method behind these mandates is set out in the approach. The programme now in formation is SME 360.