Regional Engineering Consultancy
A 180-person engineering consultancy operating across three GCC markets with strong technical reputation but eroding margins.
The decision the client could not afford to get wrong.
Each project priced independently, utilisation tracked manually, and partner remuneration tied loosely to billings rather than profitability. Three of seven offices were below break-even.
The structural problems this engagement resolved.
Service productisation
Engagements are scoped from scratch every time, pressuring margin and onboarding.
Pricing discipline
Day rates and discounts are negotiated by partner rather than by structured framework.
Capacity planning
Utilisation and resourcing are reactive, leading to burn-out cycles and pipeline drops.
Practice governance
Partner remuneration, performance, and succession lack a transparent framework.
How the work was sequenced.
Each step is structured to build evidence before recommendation, and recommendation before commitment.
- 01Designed five productised service lines with standard scope, price bands, and delivery teams
- 02Built a utilisation and project-margin dashboard with weekly partner review
- 03Restructured partner remuneration around contribution margin, not revenue
- 04Closed one office, repositioned two, and concentrated investment on growth markets
What changed, and what it produced.
The disciplines this engagement leaned on.
- Service productisation and delivery model design
- Pricing architecture and commercial governance
- Capacity, utilisation, and resourcing systems
- Partner remuneration, performance, and succession
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