Dubai-based, with deep
roots across the GCC.

The client needed a step-change in IT project management and delivery capability to keep pace with demand in the competitive luxury retail market. Across two phases, the engagement introduced SAFe-based agile and waterfall methodologies, established a portfolio management office, implemented programme and project management tooling, and designed a comprehensive change and adoption approach — including training, communication plans, and adoption measurements. The second phase embedded the capability permanently: a project delivery framework, demand management process, portfolio tooling, governance aligned to industry standards, and extension to the data function. Senior management gained full portfolio visibility for the first time.

• Delivery quality and IT-business transparency improved through shared tools and streamlined reporting
• High adoption of new processes, frameworks, and tools across the organisation
• Full portfolio visibility enabling better prioritisation and faster issue resolution

The organisation's technology and data function needed to refresh its service catalogue, build a zero-based budget for the coming financial year, and establish a transparent chargeback methodology. A taxonomy based on the Technology Business Management (TBM) framework was created to pool direct, indirect, and software costs. The prior year's budget was analysed item by item, broken into individual cost lines, and regrouped under service catalogue headings. A new annual budget was compiled, validated with senior stakeholders, and a pricing model with rate cards was developed alongside a step-by-step playbook for ongoing management.

• Annual budget approved, broken down by capability and team
• A chargeback model ready to apply across the service catalogue
• Training and user guides delivered for independent ongoing management

Ahead of piloting a new asset management system across three districts, the organisation needed its raw asset data cleansed and prepared, and its service teams trained to use the platform. Over 6,000 lines of raw data across 57 asset classes were reviewed, cleansed, formatted for migration, and assigned class IDs and locations. A condition assessment was conducted — each asset rated on a 1–5 scale with supporting statements and images — and a prioritisation framework applied. In parallel, an intensive four-day on-site training programme was delivered to service agents, supervisors, and managing agents, reinforced with standard operating procedures and ongoing support channels. A customer satisfaction analysis measured the impact pre- and post-implementation.

• Asset management system piloted successfully across three districts
• Service delivery and response times improved through increased stakeholder efficiency
• Condition assessment report delivered to inform workload prioritisation

The organisation embarked on a three-year programme to build a fully integrated omnichannel capability. The engagement spanned enterprise architecture strategy across retail and CRM corporate capabilities — covering business, application, infrastructure, security, and data layers — followed by agile delivery of the second phase, which released over 150 capabilities across multiple platforms.

• End-to-end enterprise architecture strategy defined and agreed
• 150+ capabilities delivered across Salesforce, Oracle, and specialist retail platforms
• The organisation's omnichannel vision realised and operational

The joint venture needed a new cards management system for fuel cards and a site automation system, including Vehicle Identification Systems, deployed across its network. The project was delivered in compliance with the operator's global project delivery methodology, with alignment maintained to central functions and global initiatives throughout.

• New fuel card and site automation systems deployed across the network
• Vehicle Identification Systems introduced to sites
• Full alignment with the operator's global standards and governance

The client's network of petrol filling stations in Kuwait relied on legacy payment methods that no longer met customer expectations. A review of the current payment landscape was conducted, a forward-looking strategy was developed to introduce leading-edge payment capabilities, and a formal RFP was produced for the client to take to market.

• Current-state assessment completed and future payment strategy defined
• RFP developed and issued for next-generation solutions
• The organisation positioned to modernise its customer-facing payment experience

The organisation needed a strategic vision for Electronic Funds Transfer across over 20 markets, representing annual spend exceeding USD 1 billion in merchant service fees. A dedicated Payments and Loyalty delivery team was mobilised to define EFT strategy for B2C, B2B and loyalty, create standardised global loyalty offerings, and manage all central IT delivery — including third-party vendors and over USD 12 million in development.

• EFT strategy defined across 20+ markets with acquirers, processors, and security bodies
• Global loyalty offerings standardised, reducing cost and accelerating time to market
• PCI and EMV compliance achieved through certification with third-party processors

The organisation required a CRM and custom portal but lacked internal programme delivery experience. A PMO was established from scratch, with the client's own team embedded and upskilled throughout the engagement. The CIO and senior business stakeholders were engaged directly to ensure the solution met the organisation's needs.

• PMO built from the ground up with embedded client capability
• CRM and portal successfully delivered
• The client team left equipped to sustain and evolve delivery independently

A flagship Saudi entertainment destination required a consumer-facing mobile app and website ahead of the public launch of two mega-attractions. The programme management team coordinated delivery across the client, who defined the design and requirements, and the third-party development partner responsible for build. Delivery was phased: the first stage launched a marketing website several months before opening to build awareness and drive interest, followed by the full transactional platform with payments and ticketing functionality, delivered in advance of opening to enable ticket sales. In-park features including route planning and wayfinding went live for launch.

• Phased delivery coordinated across client and development partner
• Advance ticketing enabled pre-launch sales across both attractions
• Full digital experience — marketing, ticketing, payments, and wayfinding — operational from day one