Consulting & Advisory
Technology strategy for enterprises, and managed services design for the operators who sell it — grounded in twelve years inside a major Gulf operator, not in a framework learned from a textbook.
12 years
Inside a major GCC operator, in solutions architecture
$100M+
Annual revenue of the managed services division built there
$500M
In long-term contracts secured across enterprise and government
Both sides
Of the table — the buyer's and the deliverer's — on the same deals
The vantage point
Our leadership designed, priced and ran managed services from inside an operator — and sat opposite enterprise buyers signing for them. That is two perspectives most advisors only have one of: we know what a service costs to deliver and what it should cost to buy, because we have been on both ends of the same contract.
The practical result is advice with no vendor to protect and no margin to defend. If the right answer is a smaller scope, a different supplier, or no purchase at all, we will say so — and tell you why.
Who we advise
CIOs, CFOs and boards across the GCC
Independent advice on what to build, what to buy, and what running it should cost — from someone who has seen the vendor's pricing from the inside and can tell you where the padding is.
Operators and service providers across the region
Building or fixing a managed services business is a specific craft: portfolio design, unit economics, pricing, and the operating model underneath. Our leadership built one to more than $100M in annual revenue — and can help you do the same, or fix the one you have.
How advisory works
Advisory engagements are scoped to a decision and priced to it. When the decision is made, the engagement ends — unless you ask us to help deliver what we recommended. No retainer that quietly renews itself.
A consultant who hands you five options has moved the decision back onto your desk. We take a position, state the trade-offs, and tell you what we would do.
We can implement what we advise, but the advice does not depend on it. If the right answer is a vendor we do not sell, we will say so.
You leave with something a board can read and a team can build to — not a slide deck that needs the consultant in the room to make sense.
What you receive
A multi-year plan tying technology moves to business outcomes and a budget — sequenced so each step funds or enables the next.
A line-by-line read of telco spend — tariffs, contracts and services — with the savings identified and a plan to capture them, from people who built the pricing models in the first place.
Reference architectures for cloud, network, identity and integration — documented clearly enough that any competent team can build to them.
For telcos and MSPs: the cost model, price book, service catalogue and operating model behind a managed services business — the plan that decides whether it works.
An honest read of a proposal or renewal before you sign — what is fair, what is padded, and what to negotiate, from someone who has written contracts like it.
When a decision means moving providers or platforms, the plan to do it without breaking the business — sequencing, risk and a defined cutover.
“We can tell you where the padding is in a managed services price — because we put it there for years.”
The operator vantage point