THE CHALLENGE
A well-known consumer goods and entertainment retail brand in Saudi Arabia was targeting external fundraising to fuel its next phase of growth. The business had strong market recognition. The financial infrastructure had not kept pace. When I came in and looked under the hood, the cash position was more strained than leadership had initially indicated. That required an honest conversation before anything else could move forward.
Reporting was inconsistent, cash flow visibility was limited, and the cost structure had never been critically examined. Investors would ask hard questions. The business needed credible answers backed by clean data and a defensible financial narrative.
THE ENGAGEMENT
My mandate was to get this business investor-ready within a tight timeline. I started by building a 13-week cash flow model to give leadership real visibility into exactly where the money was going. That alone changed the conversations happening at the top of the organisation.
From there, I went through the cost structure line by line, identified the inefficiencies, and mapped out a leaner operating model. In parallel, the financial reporting framework was restructured to produce the kind of management information that institutional investors actually expect, and a data room foundation was built covering financials, KPIs, and business performance across the KSA operation. It was a tight timeline. We kept moving.
THE OUTCOME
By the end of the engagement, the business had a clean, investor-ready financial package. The reporting framework was producing consistent, reliable management information for the first time. The cost structure had been rationalised and documented. Leadership had real-time visibility into liquidity across the business.
The company entered its fundraising conversations with a credible financial narrative, structured data, and the internal discipline that external investors need to see before committing capital.