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Value CaseFrameworkHow we engageService linesCommercial basis
A boardroom above the Gulf at sunset, three principals working through a document

Advisory

One Measure:
Enterprise Value Created.

Five service lines. One value journey. Every mandate priced against a number you approve.

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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.

  1. 01 Baseline

    The Starting Value

    Where value stands at commissioning.

    Measured before work

  2. 02 Target

    The Agreed Value

    Value to be created, agreed with the Chairman.

    Commitment before work

  3. 03 Gates

    Three Reviews

    Checkpoints that can stop the work.

    Three stop / go gates

  4. 04 The Effect

    Value Captured

    Measured at close against the target.

    Evidenced at close

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.

  1. Establish

    Governance architecture, financial visibility, leadership alignment, and the Value Case baseline.

    Lead Engine · Market

  2. Develop

    Operating-model redesign, strategy integrated into operations, talent and capital sequencing.

    Lead Engines · Operations · Talent

  3. Growth

    Revenue acceleration and scalability proven against institutional benchmarks.

    Lead Engine · Financing

  4. Exit

    Value crystallization at capital events; transaction or exchange readiness.

    Governance & Market Readiness
The EDGE cycleEstablish leads to Develop through the Ownership gate, Develop to Growth through the Readiness gate, Growth to Exit through the Value realization gate, and Exit returns to Establish through the Renewal loop. At the centre, the 4 engines: Market, Talent, Financing and Operations.THE 4 ENGINES● Market● Talent● Financing● OperationsValue compounds whenall 4 run in phaseOWNERSHIP GATEREADINESS GATEVALUE REALIZATION GATERENEWAL LOOPESTABLISHLead engine · MarketDEVELOPLead engines · Operations · TalentGROWTHLead engine · FinancingEXITGovernance & market readiness

The EDGE Framework was developed by Yousry Atlm.

How We Engage

Diagnostic, Design, Delivery.

  1. 01

    Diagnostic

    An informal conversation framed through the EDGE Framework, surfacing where value is being left on the table.

    Opens every engagement
  2. 02

    Design

    The operating model, the sequence to get there, and the gates that will govern it.

    One to two quarters
  3. 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.

A long boardroom table in a Riyadh tower, two principals in conversation at its far end
Line 01

Board & Chairman Advisory

Standing counsel to the Chairman and Board on value-creation strategy, governance and succession.

Ongoing retainer, min. 6 months

Line 02

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

Two executives in conversation crossing the forecourt of a corporate headquarters
An operating model laid out as connected dashboards, charts and a central node
Line 03

AI Strategy & Operating Model Design

Board-level ambition translated into governance, talent and technology sequencing.

1–2 quarters

Line 04

Capital & M&A-Linked Advisory

Strategic advisory adjacent to capital events. Advisory only; not capital deployment.

1–2 quarters

A boardroom at night above the Riyadh skyline, the Kingdom Centre lit beyond the glass
A coach and a senior executive in conversation in a private office
Line 05

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 lineEstablishDevelopGrowthExitDuration
Board & Chairman Advisory FlagshipRetainer, min. 6 months
Corporate Transformation Program2–4 quarters per stage
AI Strategy & Operating Model1–2 quarters
Capital & M&A-Linked Advisory1–2 quarters
Executive Coaching & BoardRetainer or sessions

A filled mark denotes a stage the line is engaged at. An open mark on a dashed track denotes a line that runs alongside every 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.

Begin with an Honest Assessment of Where Value Is Being Left on the Table.

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