03 · Industries
Experience grounded in how businesses work.
More than twenty years across manufacturing, trading, service businesses and technology, with a Middle East base and an international outlook.
Sector understanding
Different economics. The same underlying questions.
A factory and a trading house make money in completely different ways, yet their owners tend to be asking the same things: where the margin really sits, why cash is tighter than profit suggests, who is accountable when something slips, and what needs to be stronger before the next stage of growth.
Manufacturing
Costing that reflects what a unit truly consumes, capacity and planning, yield and wastage, inventory and procurement discipline, dealer and distribution margins, collections, and the process control that keeps quality steady when volume rises. Most manufacturing businesses have the data to answer these questions and no routine that turns it into a decision.
Trading
Working capital is the whole game. Stock ageing and purchasing habits, sales velocity by item, gross margin after discount, receivables and credit control, territory and distributor performance, and the number of days between paying a supplier and being paid by a customer. Small changes in that cycle release more cash than most cost cutting exercises.
Service Industries
People are the capacity and the cost. Utilisation where it can be measured, consistency of delivery across teams, pricing that reflects effort rather than habit, the customer experience when something goes wrong, recurring revenue where the model allows it, and the delegation required before the business can take on more work without the owner absorbing it.
Technology
Cash discipline and a clear view of unit economics, product priorities that reflect what customers pay for, the revenue model and its renewal behaviour, team structure as headcount grows, reliable data, and readiness for investment conversations. The common risk is adding complexity faster than the organisation can carry it.
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