01
Plant & operations assessment
Capacity, utilisation, downtime, scrap and layout — measured on the floor, then read against the financial statements so the losses carry a number.
Every number in your report traces back to a
signature.
Ten service families pass in front of you. Stop the belt on the one that concerns you, and press it to open it on its own.
Drag the cards · press one to open it
Statements
You upload what the company filed.
Extraction
Code reads the figures, line by line.
Sanity gate
Impossible figures are blocked, not rounded.
Sign-off
A person reviews and approves.
Report
The signed figure — and only it — appears.
10
service families under one engagement
38
services you can ask for by name
8
reference frameworks in the library
2
languages, screen and deliverable alike
Official Odoo Partner
We do not just recommend the ERP. We implement it.
Being an Odoo partner means the advice and the build come from the same team — the people who mapped your process are the people who configure it. No handover, no one blaming the other side.
- Finance, sales, inventory, manufacturing, purchasing, HR
- Arabic and English on the same instance
- Migration from spreadsheets or a legacy system
- Training that targets the people who will actually use it
Manufacturing
Industrial governance and the connected factory
A factory is where a governance gap becomes a real cost: a line that stops, a batch rejected, a maintenance log nobody kept. We assess the plant as it runs, put controls where the losses actually occur, and connect the shop floor to the system that plans it.
02
Industrial governance & controls
Quality, maintenance, safety and inventory controls — who approves what, what is recorded, and which control is currently being walked around.
03
ERP for manufacturing
Bills of materials, routings, work orders, quality checks, maintenance and costing — configured against your real process, not a demo company.
04
Shop-floor integration
Machines, scales, barcode and RFID feeding the system directly — so production is recorded as it happens instead of being re-typed at the end of a shift.
The same process maps drive all four: the assessment finds the gap, the controls close it, the ERP enforces it, and the integration proves it happened.
Anyone can generate a report. The question is whether you can defend it.
Deterministic by design
Ratios, scores and simulations run in code with a fixed seed. The same inputs give the same answer today and next year.
A human gate, always
Smart Auto may propose. It cannot approve. Nothing reaches a deliverable without an analyst putting their name to it.
Frozen, not floating
Once an assessment is signed it is snapshotted. Later edits open a new version — they never rewrite what was already delivered.
Roadmap
Being built now
The platform grows one tool at a time, and each one ships only when its numbers can be defended.
RM-01
Odoo blueprint, generated
Your approved process maps turned straight into an ERP configuration blueprint — the analysis and the build finally sharing one source.
RM-02
Turnaround report
The diagnosis says what is wrong. This one says what to do about it, in what order, and what it costs.
RM-03
Integrated relational study
Reads across every completed analysis at once and writes what none of them can say alone.
RM-04
Compliance matrix
Obligations mapped to the controls that satisfy them, and the evidence that proves it.
Bring us an engagement.
Tell us what you are trying to decide, and we will tell you which of these you actually need — and which you do not.
Talk to us
FN
Financial
It starts with the statements the company actually filed — and nothing enters the analysis before a reviewer signs them.
How we work on it
Financial analysis in most engagements starts with a spreadsheet somebody typed out of a PDF. Ours starts with the statements the company filed, in the form a reviewer signed, and it refuses to move until they are in.
From there everything is one chain: ratios, cost structure, forecasts, model, valuation. Change a signed figure and every number downstream moves with it — which is the only way a report survives a challenge six months later.
FN-01
Statements & ratios
In detail
We start from the statements the company actually filed, in the form a reviewer signed. Nothing is retyped from a summary and nothing is estimated to fill a hole — if a year is missing it stays missing, and the analysis says so on the page.
Across those years the engine computes the full ratio set — liquidity, leverage, activity, profitability — and marks every figure that crosses a threshold, with the threshold and the reason stated beside it. The output is not a verdict. It is a list of questions the numbers themselves raise, ordered by how much they matter.
FN-02
Sales, volume & cost of sales
In detail
Revenue rarely tells you much as a single line. We open it into products, customers and export share, and open cost of sales into the components that actually drive it — including the ones no standard chart of accounts has a row for.
What usually surfaces is a small part of the portfolio carrying the margin, and a cost line everyone had rounded into overhead. Both change the conversation about pricing before anyone touches a strategy document.
FN-03
Financial model & projections
In detail
The model is yours, not ours. You set growth, margin, working capital and cost of capital; the model projects them across the horizon you choose and shows the arithmetic at every step.
Change one assumption and every downstream figure moves in front of you, with the old value kept beside the new one. Nothing is hidden in a locked sheet, so the number you present is a number you can defend line by line.
FN-04
Forecasting
In detail
Forecasts are built from your own signed series, not from a market average borrowed to fill the gap. The method is stated, the history it learned from is visible, and a confidence band is drawn around every projected line.
That band is the point. A forecast presented as a single number invites a promise nobody can keep; a forecast presented as a range invites the right conversation about what would have to be true for the high end to happen.
FN-05
Valuation
In detail
Discounted cash flow, market multiples and cost of capital, run side by side rather than one method dressed up as the answer. Where they disagree, the gap is explained instead of averaged away.
Every assumption behind the valuation sits on the table with its source — the discount rate, the terminal growth, the comparable set. A buyer, a lender or a board can argue with any of them, which is exactly what makes the figure usable in a negotiation.
ST
Strategy & markets
Where the company sits, who it sits against, and which of the market's claims survive being tested.
How we work on it
Strategy work fails when it is built on borrowed market figures nobody tested. We treat every external number as a claim to be checked against its own history before it is allowed to shape a decision.
What the company says about itself gets the same treatment. Signals read from the statements are put to you as claims to confirm or reject, so the strategy rests on what you were willing to sign.
ST-01
Company analysis
In detail
The statements carry signals long before anyone writes a strategy: pricing power that is slipping, collection that is stretching, a cost structure that has quietly become fixed. We read for those signals and put each one to you as a claim, not a conclusion.
You confirm, edit or reject each claim, and the ones you keep carry your name into every later deliverable. That is how a diagnosis stops being an outsider opinion and becomes the company reading of itself.
ST-02
Industry & markets
In detail
Market figures arrive from reports, associations and regulators, and they contradict each other more often than anyone admits. Each one is tested against its own series for consistency before it is allowed into the study.
A figure that fails the test is not quietly dropped. It is carried forward as a named risk with the disagreement on record — so the board sees where the picture is solid and where it rests on a number the market itself cannot agree on.
ST-03
Knowledge & workshops
In detail
Your documents, policies and stakeholder sessions are read once and indexed by topic, so the same material feeds the risk register, the process map and the report without being re-explained each time.
Workshops are run to produce decisions, not attendance. Every session ends with what was agreed, who owns it and what it changes in the analysis — recorded where the next tool can pick it up.
TA
Turnaround & organisational design
When a business is drifting, the org chart is usually part of the answer. We rebuild the model, the structure and the way the work is actually run.
How we work on it
A business in decline rarely has one problem. It has a model that stopped fitting, a structure built for a different size, and a rhythm that no longer catches anything early.
We work all three together and in sequence, with cash first. Every move carries the number it has to hit and the date it has to hit it by, because a turnaround without dates is a description of the problem.
TA-01
Turnaround strategy
In detail
A turnaround plan is a sequence, not a wish list. What gets stabilised first, what gets fixed next, what gets exited — and the number each move has to hit before the next one starts.
Cash comes before growth in every version of this. The early moves are chosen because they buy time, and each is stated with the date by which it must show a result.
TA-02
Rehabilitating a neglected department
In detail
Every company has the function everyone works around. Requests go elsewhere, approvals become informal, and nobody can say what it is accountable for any more.
We rebuild it in one pass: mandate, people, process, tools and the measures it will answer to — then hand it a first quarter of work that proves it is back inside the flow rather than beside it.
TA-03
Business model redesign
In detail
Segments, value proposition, channels, cost and revenue structure — examined together, because changing one without the others is how most redesigns quietly fail.
We rework the model only where it no longer earns its keep, and we say plainly which customers the new model is not for. A model that serves everyone is a model that stopped choosing.
TA-04
Organisation & functional structure
In detail
Who owns what, where decisions are actually made, and how many layers sit between the work and the person who can approve it. The current chart is mapped as it operates, not as it was drawn.
What comes out is role charters with decision rights attached, not boxes with titles. If two roles claim the same decision, it is settled on paper before it is settled in a meeting.
TA-05
Working model & operating rhythm
In detail
Structure alone changes nothing. What holds it is the rhythm: which meetings exist, what each one decides, what report arrives before it, and who is accountable for the item that slipped.
We design that calendar with you and run it for a cycle or two, then hand it over. The test is simple — the rhythm survives after we leave.
IV
Investment & feasibility studies
A venture with no history to sign is still a case that has to hold up. We build it assumption by assumption — and label every one as yours.
How we work on it
A new venture has no history to sign, which is exactly why its case has to be built more carefully, not less. Every assumption is named, sourced, and labelled as yours or ours.
We run market feasibility before financial feasibility, and we are willing to say no. A study that always concludes yes is a brochure with a spreadsheet attached.
IV-01
Feasibility studies
In detail
Market, technical, operational and financial feasibility in one file, run in that order — because a venture that fails the market test does not need a financial model to prove it.
The go or no-go is stated plainly on the first page with the reasoning left visible underneath. A study that hides its conclusion in an appendix is a study nobody read.
IV-02
Market & demand study
In detail
Market size, segments, competitors and pricing, built bottom-up from what can be counted before it is checked against what the reports claim.
Where the two disagree, both are shown. A demand figure you cannot trace to a source is not evidence, and we will not let one carry a capital decision.
IV-03
Capital cost & funding structure
In detail
Capital expenditure and working capital estimated item by item, then the funding mix behind them — equity, debt, grants, supplier terms — with the cost of each one stated.
The output includes the repayment profile a lender will ask for on the first call, and the covenant headroom the structure leaves you. Most plans fail there, not at the idea.
IV-04
Investment appraisal & sensitivity
In detail
Net present value, internal rate of return and payback, computed on the same cash flows the model produced — no second set of numbers appearing at the appraisal stage.
Then the scenarios: which single assumption, moved within a believable range, turns the decision. Usually there is exactly one, and knowing which it is matters more than the headline return.
GV
Governance, risk & compliance
GRC as one connected picture: how the work really flows, where a control is walked around, and what that exposes the company to.
How we work on it
Governance, risk and compliance are usually bought as three separate projects, and that is exactly why they fail. The risk register is written by one team, the controls by another, and the process nobody owns at all.
We treat them as one picture. The process map shows how the work really runs; the gap assessment measures it against the framework your regulator or lender actually uses; the critical gaps become risks automatically, carrying their likelihood, impact and the controls that reduce them.
Nothing is ever deleted from the register — items are closed, with the reason and the date attached. A year from now you can still answer the only question that matters in an audit: who knew, when, and what did they do about it.
GV-01
Process maps
In detail
A process map is not a drawing exercise. It is the record of how the work actually moves through your company — who touches it, where it waits, and which approval everyone has learned to walk around.
We build it with the people who do the work, not from the manual. Every step is named by the person who performs it, and every handover is timed. What comes out is usually not what management expected: the delays are rarely where anyone points, and the control that looks strongest on paper is often the one nobody applies.
The map is validated by a deterministic engine before it is accepted. Dead ends, orphan steps, missing approvals and loops that never terminate are flagged automatically — so the map you sign is structurally sound, not merely tidy.
From there the map feeds everything else. Critical gaps become entries in the risk register. Controls map to the obligations they satisfy. And when the company moves to a new ERP, this is the blueprint the system is configured against — so you inherit a process you already agreed on, not a vendor template.
GV-02
Gap assessments
In detail
Your practice is compared with a reference framework item by item, and each item carries a weight — because a missing board charter and a missing form are not the same finding.
Critical gaps do not sit in a spreadsheet waiting to be typed up. They become entries in the risk register automatically, carrying the clause they came from, so the assessment and the register never drift apart.
GV-03
Enterprise risk register
In detail
Each risk carries its likelihood, its impact and the controls that reduce it, and behind the register sits a quantified view of exposure rather than a colour on a heat map.
Nothing is ever deleted. Items are closed with the reason and the date attached, so a year later you can still answer the only question an auditor really asks: who knew, when, and what did they do about it.
GV-04
Compliance & control matrix
In detail
Obligations are mapped to the controls that satisfy them and to the evidence that proves it — one row per obligation, with the owner named. Where one control covers three obligations that is visible, and where nothing covers an obligation at all, that is visible too.
The matrix covers national cybersecurity and governance frameworks alongside sector regulation, so a single document answers the regulator, the auditor and the board instead of three that disagree.
ES
Sustainability & ESG
Environmental and social governance stops being paperwork when it is wired into the same controls and risk register as everything else.
How we work on it
Sustainability stops being paperwork the moment it is wired into the same controls and the same risk register as everything else the company answers for.
We start from the framework your market actually asks for, and we separate what is compliance from what genuinely lowers cost — so the board can fund the second without arguing about the first.
ES-01
ESG assessment & reporting
In detail
Where the company stands on environment, social and governance, measured against the framework your market, your lender or your buyer actually asks for — not the one that produces the best looking score.
The output is a report you can submit and a gap list you can work through, with a cost and an owner attached to every item.
ES-02
Environmental governance & compliance
In detail
Permits, emissions, waste and resource use, mapped to the obligations behind them and to the evidence that proves compliance — including the permits that expire while nobody is watching the calendar.
Environmental findings enter the same risk register as everything else. A fine and an outage are both operational exposure, and treating them separately is how they surprise you.
ES-03
Sustainability roadmap
In detail
A sequence of moves that reduce exposure and cost at the same time, ordered by what pays back soonest and what a regulator will ask for first.
We are explicit about which items are compliance and which are genuine efficiency, because a roadmap that mixes the two loses the board at the first budget review.
ER
ERP advisory & implementation
Most ERP projects fail on the process, not the software. We map the process first — then configure a system that matches how you actually work.
How we work on it
Most ERP projects fail on the process, not the software. The system arrives, the old workarounds arrive with it, and within a year people are keeping a spreadsheet on the side again.
So we map the process first and configure against that map. As a certified Odoo partner we do the implementation as well, which means the people who agreed the process are the people who build it.
ER-01
ERP readiness & selection
In detail
What the business needs, what it is ready for, and which system fits — assessed against your processes rather than a vendor feature list.
The total cost of ownership is stated before anyone signs a licence: licences, implementation, data migration, training, and the internal time nobody budgets for.
ER-02
Process-to-blueprint
In detail
The process maps we built with you become the configuration blueprint. Each step names the screen, the role and the approval that will carry it inside the system.
This is why the system ends up matching how you work: it inherits a process you already agreed on, instead of a template that assumes a company you are not.
ER-03
Odoo implementation
In detail
Configuration, data migration, Arabic localisation, training and go-live across finance, sales, inventory, manufacturing, purchasing and HR — delivered by the same team that mapped the process.
Migration is where most implementations bleed. Opening balances, customer masters and stock counts are reconciled against the signed statements before anything is loaded.
ER-04
Post go-live support
In detail
The first year on a new system is when the real requirements appear. We stay for adoption follow-up, for the reports nobody asked for until they needed them, and for the changes the business could not have specified in advance.
Support is measured by how quickly your own people stop calling us, not by ticket volume.
TE
Technology & platforms
We build the software behind the advice — and we are explicit about which parts compute and which parts merely propose.
How we work on it
We build the software behind the advice rather than buying a platform and calling it a method. That is why the engines are deterministic and the numbers are reproducible.
We are also explicit about where a model is used and where it is not. It drafts wording and proposes items; it never touches a figure. Anyone who will not draw that line for you is hiding it.
TE-01
Deterministic platform engineering
In detail
Deterministic means the same inputs always produce the same output — a ratio, a score, a simulation with a fixed seed. Run it today or next year, in front of a regulator or a lender, and the number does not move.
That is what makes a figure defensible. Every engine behind our analysis is built this way, and where a calculation depends on a choice, the choice is recorded next to the result.
TE-02
Hybrid systems: computed core, assisted edges
In detail
The engine computes. The model only drafts wording and proposes items a human then confirms or rejects. Nothing a model writes reaches a number, and nothing reaches a deliverable without approval.
We say which is which on every screen, because a system that blurs the line teaches its users to trust the wrong parts of it.
TE-03
Websites, from WordPress to bespoke
In detail
A brochure site on WordPress or a bespoke platform built from scratch — the same team, sized to what the business genuinely needs rather than what is fashionable this year.
We will tell you when WordPress is the right answer. Most companies do not need a custom platform, and the ones that do usually know why before they call.
TE-04
Integration & data plumbing
In detail
Systems that already exist, made to talk: ERP, accounting, e-commerce, payment gateways, government portals, and whatever legacy database still quietly runs the place.
Integration work is judged on what happens when one side is down. Every link we build states its failure behaviour before it states its features.
PM
Project & programme management
Certified project management applied to the engagement itself — and to the projects the diagnosis says you should run next.
How we work on it
Certified project management applied to the engagement itself, and to the projects the diagnosis says you should run next — because a recommendation nobody schedules is a recommendation nobody does.
Scope, schedule, budget, risk and change control run on one board, including ours. You always know what is late and who owns it.
PM-01
Project & programme management
In detail
Scope, schedule, budget, risk and stakeholders run to a professional standard, with one view of where every workstream stands and what it is waiting on.
The same discipline is applied to our own engagement. You see the plan we are working to, and the slippage in it, on the same board as everything else.
PM-02
PMO setup
In detail
A project office your organisation can keep running after we leave: templates, stage gates, a reporting cadence, and the authority to escalate when a date is missed.
Most project offices die because they report and cannot decide. We define the decision rights first and the templates second.
PM-03
AI project delivery
In detail
AI projects fail on data readiness and governance, not on models. We manage the whole lifecycle — data, evaluation, the points where a human must review, rollout, and monitoring after launch.
Before anything is built we agree what would make the project a failure. Projects without that line drawn never get stopped.
PM-04
Change management & adoption
In detail
The part that decides whether any of it survives: communication, training, resistance, and measuring adoption instead of assuming it.
Adoption is tracked with the same rigour as everything else — who is using the new process, who has gone back to the old one, and why.
DL
Delivery
A document you can hand over, defend in the room, and edit without losing the thread back to the data.
How we work on it
The deliverable is not the end of the work; it is the part of the work you keep. So it is built to be handed over, defended in a room, and edited a month later without losing the thread back to the data.
Everything is bilingual by construction. An Arabic report is a report — not an English one translated at the last minute.
DL-01
Situational & historical analysis report
In detail
The whole diagnosis pulled into an A4 report: findings, evidence, figures and the recommendations that follow from them, in the order a reader needs them.
Every page is editable and every figure still traces back to the analysis it came from, so a question in the meeting is answered by opening the source rather than promising to check.
DL-02
Arabic and English, throughout
In detail
Every screen and every deliverable works in Arabic and English. The report follows the language you build it in, including the direction of the page and the way numbers and dates are written.
This is not a translation layer added at the end. It is how the platform was built, which is why an Arabic report does not read like an English one wearing a different font.