Services

HR consulting for companies where every decision still goes through the founder

We design the structure, decision rights and pay system that make delegation safe. Your HR team runs it afterwards.

Thirty minutes. No deck. A senior consultant replies.

Who calls us

Owners who have become the bottleneck. Every hire, discount and purchase comes to you. The second layer waits, or leaves.

Executives merging, splitting or professionalising a group. A first professional CEO, two companies becoming one, a family group separating its businesses.

Companies whose HR function is administration only. Payroll runs and nothing else happens. No grading, no pay structure, no succession.

What you get

An organization diagnosis: where decisions actually get made, spans of control, duplicated and missing roles.
Organization design: the target structure, the roles at each level, and the path from today.
An operating model: which decisions sit at group, company and function level, and how the owner's role changes.
Job architecture, grading and pay: descriptions for key roles, a grading framework, bands benchmarked to your market.
Performance management: objectives cascaded from the strategy, and an appraisal cycle managers will actually run.
Succession plans for critical roles, starting with those that depend on one person.
A change plan: what is changing and why, in the owner's words, and how managers are equipped to explain it.
An HR function design: what the team should own beyond administration, and the policies to write first.

How the work runs

Scoping. The question, the companies and levels in scope, confidentiality, the fee.
Diagnosis. Interviews across the leadership team and the layer below. A decision-rights review.
Design. Structure, operating model and people systems built in sessions with the owner. Options tested before one is chosen.
Change plan and handover. Announcement sequence, manager briefings, first appraisal cycle scheduled.

What goes wrong without it

Structure by accident. The chart records who was hired when. Roles are built around people, not work.
Titles instead of pay. A manager becomes a director to stay. Two years on there are nine directors and no bands.
The professional CEO who lasts a year. Nobody wrote down what the owner would stop deciding.
A change announced, then abandoned. Emailed on a Thursday, never explained to the managers who must make it work.
HR outsourced to a spreadsheet. Payroll is handled; every question about grading or succession goes to the owner.

What is out of scope

We do not recruit, place staff, run payroll or deliver training. Where those providers are needed, we help you write the brief and select them.

Operations consulting when the structure question began as a process problem.
Governance and family business when family members work in the business.
Strategy consulting when the organization must be designed around a new direction.
Consulting in Egypt for organization and HR work in Cairo and Alexandria.

Frequently asked questions

What do HR consulting services cover?

Who does what, who decides what, how people are paid and assessed, and how a change is landed. Plus the design of the HR function itself.

How do you differ from other HR consulting firms in Egypt and the Gulf?

Many firms sell recruitment, payroll or training and attach advice to it. We sell none of those, so the advice is not shaped by what else we could sell you.

What is organization design, and when does a company need it?

Choosing the structure and decision rights that fit your strategy rather than the ones you accumulated. Needed at growth, a merger, a new CEO or a generational handover.

What is an operating model?

The chart shows the boxes. The operating model says how they work together: which decisions sit where, and what the owner no longer decides.

Do you do change management consulting on its own?

Yes, when a change has been decided and needs landing. We plan the sequence, equip managers and measure whether it has taken.

How much does HR consulting cost?

Fixed fee per scope, quoted in writing. It depends on the companies and levels in scope, and how much of the system exists today.

Tell us where the organization is stuck

The decisions queuing at your desk, the managers you are losing, the structure nobody can explain.