Translated a million dollars of consulting analysis into a plan a family office could actually run.
Problem
Family offices across the Gulf and North Africa had commissioned strong strategy work to guide their automotive holdings, but struggled to implement it.
Strategy
The strategy hadn't accounted for the operating capabilities of the businesses: a principal and a small team, not an enterprise. Reworked it to fit the actual office, converting the analysis into decisions an owner could take.
Work
Built the operator's plan: specific partnerships to pursue, decisions in sequence, and a structure the team could carry.
Outcome
The family offices moved from strategy in hand to strategy in motion, with plans sized to the teams running them.