Management consulting services for owners who need a decision, not a deck
Wills Business offers nine management consulting services from Cairo to mid-sized companies and family groups in Egypt, Saudi Arabia and the UAE. Each one exists because owners keep bringing us the same kind of decision: whether to build, where to grow, how to fix what no longer scales, and how to run the company when the founder steps back. Our business consulting services are scoped in writing, led by senior consultants, and priced as a fixed fee per scope.
Thirty minutes. No deck. A senior consultant replies.
How to choose
Most clients arrive with a situation, not a service name. Start from yours.
You are about to commit capital. A factory, a second market, a franchise, a development, an acquisition. Start with a feasibility study if the question is whether to build, market research if the question is where, and a business plan once the project is approved and needs funding.
Growth has stalled or costs have run ahead of revenue. The company doubled and the way it is run did not. Start with strategy consulting if the question is direction, operations consulting if the question is execution, and people and organization if the question is who decides what.
The next generation, an investor or a regulator is at the door. Start with governance and family business for the family and the board, financial advisory for valuation and the transaction, and digital transformation when the systems are the thing an investor or successor will not accept.
If you are not sure, the scoping call is where we work it out with you.
[Strategy consulting](/services/strategy-consulting/)
Strategy consulting
Where to compete, how to grow, and what to stop doing. We build corporate, growth and go-to-market strategy for the next three years, grounded in regional market data rather than global averages. The work ends with a short list of choices, the numbers behind each one, and a plan the executive team can own. It is written for owners who have to fund the strategy themselves, so it says what it will cost as well as what it will return.
Typical trigger: the company has three growth options and cannot fund all of them.
Feasibility studies
Bankable feasibility studies for new projects and expansions in Egypt and the Gulf. Market, technical, organizational and financial sections built to the formats used by Egyptian and GCC banks, development funds and licensing authorities, with a three-statement model you can change yourself. Each study answers one question with evidence: should this project be built, at this size, in this place, with this money. The recommendation can be no.
Typical trigger: a bank, board or investor has asked for the study before they will commit.
Business plans and financial models
Investor-ready business plans, pitch material and three-statement financial models for approved projects and growing companies. The plan is written for the reader who will fund it: a bank credit committee in Cairo, a family office in Jeddah, a venture investor in Dubai. Every number traces back to an assumption you can defend in the meeting. We also rebuild models that have grown beyond the person who built them.
Typical trigger: a funding round, a bank facility or a partner conversation is on the calendar.
Market research and market entry
Primary and secondary research, competitor mapping and entry strategy for Saudi Arabia, the UAE and Egypt. We size demand from interviews, site visits and regional sources, then turn it into an entry plan: which segment, which city, which channel, which partner, in what order. Suited to companies entering a Gulf market for the first time and Gulf companies looking at Egypt. The output is a decision on whether and how to enter, not a data dump.
Typical trigger: the board wants to enter Saudi Arabia or the UAE and nobody can say what it would take.
Financial advisory
Business valuation, restructuring, capital planning and transaction support for owners who are raising money, bringing in a partner, buying, selling or fixing a balance sheet. We work independently of any bank or buyer, so the valuation and the advice are yours. Deliverables include valuation reports, restructuring plans, capital structure options and support through negotiation and due diligence. We do not arrange finance or act as a broker.
Typical trigger: a partner, buyer or lender has put a number on the table and you need your own.
Operations consulting
Process redesign, cost reduction, supply chain and performance management for companies where growth has outrun the way work gets done. We map how orders, cash, stock and decisions actually move, find where money and time are lost, and redesign the process with the people who run it. Cost work targets the cost base without cutting what customers pay for. Everything ends in a set of KPIs the management team reviews every month.
Typical trigger: revenue grew, margins did not, and nobody can say exactly why.
Digital transformation
Digital strategy, ERP and system selection, and AI adoption where it pays back. We help you decide what to digitise, in what order, and which vendor to choose, then oversee implementation on your side of the table. We do not sell or implement software, which is why the advice is vendor-neutral. For a company of 50 to 500 people the work usually starts with the finance, sales and operations systems that the owner cannot see into today.
Typical trigger: an ERP project stalled, or the numbers from three systems do not agree.
People and organization
Organization design, HR consulting, operating models and change management. We define who decides what, how the company is structured for the next stage, what roles and grades it needs, how people are paid and assessed, and how a change is landed without losing the people who matter. We do not place staff or run payroll. The work is done with the owner and the leadership team, because structure imposed from outside rarely holds.
Typical trigger: every decision still goes through the founder and the second layer is leaving.
Governance and family business
Corporate governance, family constitutions, board setup and succession planning for family groups and private companies in Egypt and the Gulf. We help the family agree the rules before they are needed: who owns, who works, who decides, who sits on the board, and how the next generation comes in. Governance is built to fit the family and the law in its country, including the Saudi CMA regulations where the company is listed or preparing to list.
Typical trigger: the founder is planning to step back and the siblings have not talked about it yet.
How engagements are scoped
Every engagement, whatever the service, runs on the same four rules.
- Written scope before we start. The question, the deliverables, the people involved on both sides, the timeline and the fee, on paper and signed. If the question changes, the scope changes in writing.
- Senior-led. The consultant on the scoping call is the consultant on the project and in the final presentation.
- Fixed fee per scope. Quoted in writing after the scoping call and invoiced in stages. No hourly billing and no work added without a change to scope.
- A decision at the end. Every deliverable closes with a recommendation, the assumptions behind it, and what would have to be true for it to be wrong.
Frequently asked questions
What management consulting services does Wills Business offer? Nine: strategy, feasibility studies, business plans and financial models, market research and market entry, financial advisory, operations, digital transformation, people and organization, and governance and family business. Most engagements combine two of them.
What is the difference between management consulting and business consulting services? In practice, none that matters to a buyer. Both terms describe outside advice on how a company is run. We use both. What matters is whether the firm scopes the work in writing, who does the work, and whether it ends in a decision you can act on.
Can one engagement cover more than one service? Yes, and it usually does. A market entry study feeds a feasibility study, an operations review often ends in an organization design, and governance work tends to raise succession and valuation questions. The scope names everything included so there is no drift.
Which services do you offer in Saudi Arabia and the UAE? All nine. Feasibility studies, market entry and governance are the most requested in Riyadh and Jeddah; business plans, financial advisory and digital work lead in Dubai and Abu Dhabi. Deliverables are produced in Arabic, English or both.
Tell us the decision you are facing
Thirty minutes. You describe the situation, we tell you which service fits, what it would involve and what it would cost. If it does not need outside help, we say so.
Thirty minutes. No deck. A senior consultant replies.