Consultancy
One Measure:
Enterprise Value Created.
Five service lines. One value journey. Every mandate priced against a number you approve.
The Value Case
A Quantified Hypothesis, Agreed Before Work Begins.
Value is measured from an agreed baseline to what is captured at close, through three gates that can stop the work. The figure itself is agreed with the Chairman before work begins.
Exhibit · three structural drivers, one effect
- 01
Baseline
Where value stands at commissioning.
- 02
Target
The value to be created, agreed with the Chairman.
- 03
Gates
Three checkpoints that can stop the work.
- The effect
Value Captured
Measured at close against the target.
Each stage carries a figure agreed with the Chairman. Those figures are commercially sensitive and are not published here.
The Framework
Establish. Develop. Growth. Exit.
A four-stage model of corporate evolution — engineered from a career of building, and proven from venture to public market. Each stage carries its own lead engine.
Establish
Governance architecture, financial visibility, leadership alignment, and the Value Case baseline.
Lead Engine · MarketDevelop
Operating-model redesign, strategy integrated into operations, talent and capital sequencing.
Lead Engines · Operations · TalentGrowth
Revenue acceleration and scalability proven against institutional benchmarks.
Lead Engine · FinancingExit
Value crystallization at capital events; transaction or exchange readiness.
Governance & Market Readiness
The System
Four Stages, Four Engines, One Cycle.
The four stages run as a loop, gated at every transition. Beneath them four engines — Market, Talent, Financing and Operations — must run in phase. Value compounds when they do.
Three gates, each qualified differently. Nothing passes on assertion.
- 01Ownership GateEstablish → DevelopThe structure needed to hold the value exists and is operating, and the value hypothesis has identified owners.
- 02Readiness GateDevelop → GrowthThe organization can carry the next stage without breaking.
- 03Value Realization GateGrowth → ExitThe value created is demonstrated in the accounts and would survive diligence — realized, not reported.
A gate not met stops the work — including ours.
The EDGE Framework was developed by Yousry Atlm.
How We Engage
Diagnostic, Design, Delivery.
- 01
Diagnostic
An informal conversation framed through the EDGE Framework, surfacing where value is being left on the table.
Opens every engagement - 02
Design
The operating model, the sequence to get there, and the gates that will govern it.
One to two quarters - 03
Delivery
Implementation oversight to agreed Value Case milestones, with a gate review at every transition.
Two to four quarters per stage
Services
Five Service Lines. One Value Journey.
Each engagement opens with a quantified Value Case and closes against the result.
Board & Chairman Advisory
Standing counsel to the Chairman and Board on value-creation strategy, governance and succession.
Ongoing retainer, min. 6 months
Corporate Transformation Program
The EDGE Framework applied end to end, run as a value lifecycle. Stage diagnostic, three-gate assessment, roadmap, implementation oversight.
2–4 quarters per stage
AI Strategy & Operating Model Design
Board-level ambition translated into governance, talent and technology sequencing.
1–2 quarters
Capital & M&A-Linked Advisory
Strategic advisory adjacent to capital events. Advisory only; not capital deployment.
1–2 quarters
Executive Coaching & Board Effectiveness
One-to-one Chairman and C-suite coaching, and Board effectiveness reviews.
Retainer or session package
Service Architecture
Five Lines Against Four Stages.
| Service line | Establish | Develop | Growth | Exit | Duration |
|---|---|---|---|---|---|
| Board & Chairman AdvisoryFlagship | Retainer, min. 6 months | ||||
| Corporate Transformation Program | 2–4 quarters per stage | ||||
| AI Strategy & Operating Model | 1–2 quarters | ||||
| Capital & M&A-Linked Advisory | 1–2 quarters | ||||
| Executive Coaching & Board | Retainer or sessions | ||||
A continuous bar denotes a line that runs alongside any stage rather than sitting within one. The flagship line is the one most engagements open with.
Boundaries
What We Do Not Do
We decline mandates that cannot support a quantified Value Case.
We do not sell software or implement IT systems, and we do not measure success by activity. Mandates sourced through open tender rather than a direct Chairman relationship are declined, and where a conflict exists across the group we decline rather than manage it.
Commercial Basis and Discretion
The Firm Puts Its Own Fee Behind the Number.
01
Base Fee — Fixed
Released against milestones as they are met, never in advance.
02
Value-Linked — At Risk
Tied to agreed Value Case milestones. If the value is not evidenced, it is not earned.
03
Priced on Value
Not on time. Where scope must flex, we adjust scope — not the rate.
04
Discretion Is Structural
Obligations survive termination; conflict screening across the group; need-to-know staffing.
Payment is released at the three gates, against evidence. The split between the two components is per engagement and is not published.