top of page
Restructuring strategy and business plan for a leading shoes manufacturer
Feasibility study and investment case for land reclamation for an agriculture company
Business plan development for the leading Egyptian peanuts producer
Assessment of Egyptian feldspar market for potential market entry for a major conglomerate
Assessment of Egyptian steel market for potential market entry for a major conglomerate
Funding strategy and financial feasibility for the river passenger transport operations in a major city in the MENA region
Commercial revenue enhancing opportunities for a regional operator
Aerospace & aviation investment strategy for a leading sovereign fund
Concept, strategy and execution for Egypt Economic Development Conference (EEDC)
Detailed fleet planning, design and implementation, for a leading bus operator in the region
Detailed design and implementation of pricing scheme for a leading transport operator in the region
Key process and authority matrix detailed design and implementation for a leading logistics operator in the region
New organization detailed design, manpower plan and implementation for a leading transport operator in the region
Transformation program & strategy development for a leading bus operator in the region
Metropolitan transport authority governance & organization setup
Evaluation of a potential partnership on operating a food processing facility in Egypt
Commercial due diligence for the acquisition of a leading frozen vegetables & fruits manufacturer and exporter in the region
Turnaround and funding strategy for a pioneer tissue paper manufacturer and global exporter in Egypt
Growth Strategy for a growing healthcare operator in Egypt
Full fledged turnaround exercise for a agriculture company in Egypt
Transformation program for a leading construction company in the region
Full fledged turnaround exercise for a food processing company in Egypt

Full fledged turnaround exercise for a food processing company in Egypt

Situation

  • Toll manufacturer business model with squeezed margins; Funding mismatch triggered cash squeeze and inability to pay debt; Founder away from business for two years due to health issues

  • Developed a growth strategy that rested upon four main pillars

  • Review of the business model, shifting from a toll manufacturer with squeezed margins to building own brand, developing product pipeline, distribution and marketing strategies

  • Design of governance model with board structure, roles & modus operandi, Internal Audit, compensation & mgmt Coms and structure, roles & modus operandi, and decision rights

  • Designed new operating model including; new org structure with 4 SBUs and 5 support functions, design of new procurement, warehousing and finance processes

  • Establishment of new legal structures, cleanup and restatement of financials

  • A full implementation plan was designed with management buy in

Contribution

  • A PMO was established to oversee implementation program (1) A detailed business plan and budget, with monitoring system (2) A phased product introduction that involved 9 products under umbrella brand (3) A distribution approach starting with outsourcing then building own fleet (4) Exports through regional distributors for four countries (5) Hiring qualified board members; managed sessions, agenda and decisions (6) Managed migration to new org structure and hiring of key positions (7) Activated IACom hiring auditor, audited / restructured warehousing system (8) Implemented new authority matrix (9) Restructured financial statements

Results
bottom of page