Diversified UAE Holding Group
A second-generation conglomerate with seven operating units across construction, F&B, and logistics preparing for partial divestment.
The decision the client could not afford to get wrong.
Group functions duplicated across business units, no consolidated management reporting, and a board pack that read like an operations log. Buy-side diligence was imminent and the data room was thin.
The structural problems this engagement resolved.
Fragmented operating model
Business units run on inherited processes that no longer match group strategy or scale.
Founder or executive dependency
Critical decisions still funnel through a handful of leaders, slowing execution and creating key-person risk.
Governance gaps
Board packs lack the depth to support capital allocation, risk, and performance conversations.
Data without insight
ERP and BI investments produce reports but not management decisions.
How the work was sequenced.
Each step is structured to build evidence before recommendation, and recommendation before commitment.
- 01Mapped end-to-end operating model across the seven business units and quantified duplication
- 02Designed a lean group centre with shared services for finance, HR, IT, and procurement
- 03Built a delegation-of-authority matrix and rebuilt the board pack around capital, risk, and performance
- 04Stood up a 90-day implementation cadence with weekly steering and clear owners
What changed, and what it produced.
"We finally have a group that behaves like a group. The board pack alone changed how we run the business."
Group CEO, Diversified Holding
The disciplines this engagement leaned on.
- Operating model and organisational design
- Governance, board, and committee architecture
- Performance management and KPI cascade
- Policy, SOP, and delegation-of-authority frameworks
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