Experienced advisors working alongside your team on the people decisions that shape the business: building HR from scratch in a scale-up, redesigning pay and grading, or steering a restructure across several GCC entities.
Founders in Dubai and Abu Dhabi typically reach fifty to eighty people before they hire an HR lead. By then the contracts are inconsistent, pay is negotiated deal by deal, and nobody owns onboarding. We set up the foundations in eight to twelve weeks: contracts and policies, a simple grading structure, payroll and visa processes, and a hiring plan for the next stage. Then we help you hire the HR lead who will run it.
For larger groups the work is usually about coherence. We benchmark pay against the UAE, Qatar and Saudi markets, design grading and bonus structures that hold across entities, and build succession and talent plans that reduce dependence on a handful of individuals. Where a restructure is under way, we handle the people workstream: consultation, selection, redundancy under local law and communication.
When a CHRO leaves, or a business is not yet large enough for one, we provide a senior HR leader on an interim or part-time basis. They sit in your leadership meetings, own the function and hand over cleanly when a permanent hire is made.
Either as a fixed-fee project with defined deliverables, or as a monthly retainer for embedded and interim work. We agree the model at briefing.
Yes. Most of our consulting clients have entities in more than one country, and harmonising practices across the UAE, Qatar and Saudi Arabia is often the reason they engage us.
Yes, through our executive search practice. Building the function and then hiring its leader is a common sequence.