Our Work

From Factory to Company

Client is a Third-generation family-owned textile manufacturer in El-Mahalla El-Kubra, established in 1964, employing 500 to 1,000 staff.

The Objective: Support the business in transitioning into a sustainable, forward-looking enterprise ready for the next generation.

The Problem: The business operated informally with no structured financial records, limited visibility into profitability, and rising tension between older and younger generations over leadership direction. There were no clear processes for decision-making, capital allocation, or reinvestment, and the company is at risk of losing relevance in a rapidly modernising industry.

The Approach:

• Conducted a three week business audit involving review of informal financial documents, interviews with all family stakeholders, and operational walk-throughs of manufacturing sites

• Developed a simplified accounting framework aligned with Egypt’s SME reporting standards and trained internal staff to maintain it

• Facilitated intergenerational dialogue sessions to address trust gaps, expectations, and leadership vision

• Crafted a Family Constitution outlining roles, rights, and succession rules

• Crafted roadmap to assist executive team to monitor, plan, and anticipate regulatory changes and risks across North America and Europe

• Carried out Current State/Future State blueprinting exercises with the executive team to improve processes, using Miro for remote collaboration. These two-step exercises involved mapping current workflows to identify inefficiencies and designing improved, resilient systems.

  
  

The Outcome:

• Reduced unnecessary costs by 22% through real-time expense tracking

• Launched new product lines tailored to overseas clients within six months

• Transitioned leadership to a next-generation family member with clearly defined governance oversight

• Created long-term family agreement securing reinvestment structure for future expansions

Small businesses and start-ups

Clients are a cohort of small, women-owned businesses in the creative industry in Egypt.

The Objective: Empower creative entrepreneurs with the business tools and insights needed to build sustainable enterprises.

The Problem: Many of these founders had strong creative visions but faced challenges in formalising their business models, resolving operational inefficiencies, and accessing financing. Strategic direction, pricing clarity, and basic financial systems were often missing or misaligned with their growth ambitions.

The Approach:

Partnered with each business through a tailored weekly advisory sprint focusing on:

• Business model design and strategic positioning

• Operations mapping and workflow optimisation

• Pricing and financial planning using accessible, modular tools

• Confidence-building around business language, planning, and investor engagement

• Delivered 1-on-1 coaching and peer learning sessions to build a sense of shared momentum

The Outcome:

• Set foundation for them to be investment-ready

• Equipped them with know-how and tools to better growth their businesses

• Established credibility through investor-aligned monthly reporting process

Public Policy

Cross-Regional Environmental Policy & Advocacy Support

The Clients were two international environmental organisations based in the United Kingdom.

The Objective: Strengthen environmental policy impact across Africa and West Asia through advisory support and multi-stakeholder collaboration

The Problem: The organisations were navigating fragmented regulatory environments and lacked sufficient regional policy presence to influence environmental sustainability efforts on the ground. There was a need for context-specific insights and coordinated action pre- and post-COP27.

The Approach:

• Provided strategic policy advisory on climate action, sustainable agriculture, and renewable energy pathways tailored to regional political and economic contexts

• Supported advocacy strategy development, including stakeholder mapping and influence planning across ministries, civil society, and local authorities

• Facilitated alignment with global frameworks through technical memos and pre-COP27 briefings for policymakers and partner

• Designed post-COP27 action plans to embed environmental goals into national policy priorities and donor-funded programmes

The Outcome:

• Strengthened advocacy positioning of both organisations in the run-up to and aftermath of COP27

• Improved alignment between international agendas and local implementation pathways in target countries

• Catalysed new cross-sector partnerships around sustainable farming and energy access in priority regions