Family 01
Business start-up
For the decision that has not been taken yet — and for the company that is still finding its shape.
Since 2007 — Cairo & Dubai
Most advisers stop at the report. We stay to run it.
We put engineers, analysts, advocates and strategists on the same file — so the decision you take on Sunday arrives with costs, dates, milestones and a name against every line.
- P1 Feasibility & market Wk 1–4
- P2 Plan, costs, schedule Wk 3–7
- P3 Mobilise & controls Wk 6–12
- P4 Delivery & handover Wk 10+
2007Working since
2Cities — Cairo and Dubai
14Defined services
3Service families
4Disciplines on every file
Where companies get stuck
Nine ways a good company stops growing.
None of them is a lack of effort. Every one of them is a decision being made without the information it needs.
- The ceiling
Revenue is flat, or growth is eating the cash, and nobody can say whether the problem is the market, the pricing, the process or the people.
- The commitment
A new branch, a new line, a factory, a second market — real money about to move, with no numbers under the decision.
- The border
You want to open in the Gulf, or come into Egypt, and nobody can tell you what the entry actually takes.
- The number
Someone wants to buy in, buy out or invest, and there is no defensible value for the shares.
- The condition
A tender or a major client has just made certification a requirement, and there is no documented quality system to show.
- The bottleneck
Nothing is written down, so nobody can be held to a standard and no manager can be trusted with a decision.
- The hire
Good CVs, wrong people, high turnover — and every departure takes knowledge out of the door with it.
- The overrun
The project is late and over budget, and the contractor, the supplier and the engineer are all pointing at each other.
- The disagreement
Two partners, or two generations of a family, need an independent view before it turns into a fight.
What we do
Three families. Fourteen services. One firm.
The reason to put them under one roof is simple: the team that makes the recommendation is the team that has to run it.
Family 02
Business services
For the established company: planning, what it is worth, and what happens when someone wants to buy in.
Family 03
Management services
For the part almost nobody else will do: running the project, building the system, putting the people in place.
The engagement
Four steps, and you see three of them before you commit.
This is the sequence the firm has published since it started. Nothing is invoiced before the proposal is accepted.
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01
Reach out
A message through the site, an email, or either phone. Tell us the decision you are stuck on — not your whole history.
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02
First contact
A meeting that runs both ways: you see how we work, and we understand the goal and the constraint well enough to be useful.
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03
Proposal
A tailored proposal, in writing: how we read your situation, what we intend to do about it, and what it costs.
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04
Kick-off
Once you accept, a meeting to align expectations properly, and the project starts.
What you actually get
A plan with a name against every line.
The engagement begins with a comprehensive consult that identifies the gaps and the opportunities. It ends in a document you can hand to your own team.
- 01
The gaps and the opportunities
What is actually holding the business back, and what is available to it — stated plainly, in the order that matters.
- 02
A project plan
Timelines and milestones. What happens, in what sequence, and by when.
- 03
A cost analysis
What it takes to do it — before you commit to doing it.
- 04
A schedule
Dates against tasks, so progress is a fact rather than an opinion.
And then, if you want it: the same team runs the project, builds the quality system, or puts the structure and the people in place. That is the half most advisers do not offer.
Two home markets
Cairo. Dubai. One team.
The same people on both sides of the Gulf — Egyptian cost base, Gulf reach, and a plan that works in either city.
CairoEl-Nozha30.1°N 31.3°E
DubaiBusiness Bay25.2°N 55.3°E
Straight answers
What we can prove, and what we will not promise.
You are reading this half-expecting to be oversold. So here is the whole of it, on one screen.
What we can prove
- Launched in 2007 in Egypt, and now in Dubai.
- Two offices: Marasi Drive, Business Bay, Dubai — and 16 Al-Adib Ali Adham, El-Nozha, Cairo.
- A team of engineers, analysts, advocates and strategists, local and international.
- Fourteen defined services across three families.
- A defined deliverable: a comprehensive consult, then a report with a project plan, timelines and milestones, a cost analysis and a schedule.
- A defined process: reach out, first contact, proposal, kick-off.
- Project management across every phase, from feasibility and FEED through construction, commissioning, start-up and O&M.
- Quality management from conception to certification submission, including Lean 6-Sigma, 5S/6S, and internal and supplier audits.
What we will not promise
- A guaranteed result. No promised revenue increase, cost saving, valuation, funding approval, tender win or certification pass.
- That we certify you. We build and prepare the quality system up to submission; the certificate is issued by an accredited certification body.
- Regulated services we do not hold a licence for. We are not an audit firm, an investment bank, a broker or a law practice.
- A timeline for anything a third party controls — registration, licensing, permits, certification audits.
- Client names, logos, case studies or testimonials. We do not publish a client without written permission, and we do not invent one.
- Numbers about ourselves that we cannot source. No project counts, no success rates, no awards, no "trusted by".
If a claim is not in the left-hand column, we are not making it.
Stop guessing on the big one.
One conversation is usually enough to know whether we are the right firm for the decision in front of you.