Family offices & holding companies
Know what
you're buying.
Deliver what
you planned.
Understand the risks in people, leadership, systems and culture before an acquisition. After the deal, help your own teams deliver the value.
Saudi Arabia & the UAE · Senior expertise. Your people lead.
Making Change Work
Unlocking insights.
Unlocking value.
Unlocking value.
Before the deal
Understand the risks.
After the deal
Build capability.
Realise value.
Is this your next decision?
The deal is only the beginning.
Two offers. One deal story.
Understand the risks.
Then deliver the value.
Before the deal · For owners and buyers
Acquisition Value Assurance
Non-financial due diligence against your deal plan.
- Leadership, people and culture
- Systems, processes and delivery capacity
- Integration or standalone readiness
You receive: readiness findings, risks and priorities for further investigation.
Explore pre-deal supportAfter the deal · For business leaders
Integration & Value Realisation
Turn the deal plan into results your team can sustain.
- Named owners and realistic delivery plans
- Coached sponsors and internal champions
- Benefits tracked against agreed targets
You receive: a delivery plan, practical support and capability that stays.
Explore post-deal supportComplementing legal and financial due diligence—not replacing it or guaranteeing deal success. We start with your ownership plan; not every acquisition needs integration.
Your people. From day one.
Senior support.
Not an external army.
We coach your sponsors and develop internal change champions. Your people lead; the skills stay.
Review the risks
Test capability against the deal.
Agree priorities
Clear decisions. Named owners.
Deliver the value
Track results. Keep the skills.
Relevant experience in the Gulf
Change led from within.
Regional transformation and capability-building experience—not a claim that every engagement was pre-deal due diligence.
Zahid Group Saudi Arabia · business-system changeEmirates Post UAE · digital transformationSaudi Aramco Saudi Arabia · change capability
Zahid Group · Family-owned business group
Zahid's people kept the capability.
Business software launched across two divisions. Internal champions continued to support the new ways of working.
- 40
- internal champions
- 30+
- locations
- 7,000+
- staff
“Their methods and their personal drive and tenacity, and their understanding of our business and social cultures helped us have a very successful go live for the ERP program.”
Nasser J Bayram · Group President — Transport, Zahid GroupStart with your situation
What does your next deal need?
Talk through the risks, the ownership plan and the results you want.
Portfolio Mindset™ — managing projects together
Help leaders manage all their change projects as one clear plan, rather than separate projects with competing goals.
Why this matters
Project tools and reporting
Most businesses have project reports, dashboards and teams that coordinate projects. Tools alone are not enough.
How leaders work together what is often missing
Leaders need shared goals, clear decisions and a way to learn across projects. MCW helps put these habits in place.
What can go wrong when 30–50 projects run separately
Duplicated effort
Different teams solve the same problems without sharing their work.
Competing priorities
Projects compete for the same people, money and management time.
Weak oversight
Boards see red, amber and green reports, but may miss the real risks across projects.
Five ways we help projects work together
| Area | What it delivers |
|---|---|
| Shared project leadership | Clear roles for senior leaders and agreed ways to make decisions. |
| Clear decisions and priorities | Agree priorities, raise problems early and share responsibility for results. |
| Teams learning together | Bring teams and trained change staff together to share experience. |
| One clear story | Show how each project supports the business plan. |
| Sharing lessons | Review progress and share useful lessons across teams. |
How the work is organised
Assessment
Review projects, leaders, people affected, readiness and risks. Find the gaps that need attention.
Getting started
Run leadership workshops, involve the people affected and agree priorities, responsibilities and targets.
Coaching and building habits
Coach leaders, help teams learn together and make good decision-making part of daily work.
Make the projects work together.
Discuss the priorities and decisions your teams need to share.
How MCW works
Alongside your team. Not instead of it.
Experienced support. Skills that stay.
Our approach — helping people understand and lead change
Your team leads the work; experienced MCW people coach and support them. Skills transfer starts on day one, through real decisions and delivery—not a presentation at the end. We choose the methods to fit the challenge, not the other way round.
From the first check to lasting results
Assess
Assess · agree direction
Assess · agree direction
→
Prepare
Strategy · team
Strategy · team
→
Plan
Plans · support for staff
Plans · support for staff
→
Launch
Communication · training
Communication · training
→
Keep improving
Results · lasting habits
Results · lasting habits
Six areas of support
Coach the sponsors — PATHFINDER®
Help the senior leaders accountable for integration make decisions, resolve trade-offs and support their teams. Coaching happens alongside the work.
Build internal champions — CHAMPION®
Select, train and mentor your own staff to support colleagues and model new ways of working. Their knowledge stays in the business for the next change.
Helping projects work together
Help teams share information, agree priorities and work towards the same goals.
Involving the people affected — MESH®
Meetings, group discussions and events help people understand and contribute before and after launch.
Experienced people for your project
Bring in experienced people for the roles you need. They help deliver the work, not just give advice.
Measuring results — WOVEX®
Agree targets with your business leaders. Track results and check that people use the new ways of working.
Your team can lead the change.
Talk through the sponsor support and internal capability your integration needs.
Case studies & results
Regional delivery.
Relevant integration experience.
Zahid Group demonstrates business-system change and internal capability in a Saudi family-owned group. Our other examples show GCC transformation and UK merger-related work. These are relevant delivery experiences, not claims that every engagement was pre-deal due diligence.
Key example · Saudi Arabia
Business software · Managing change · Your team leads
One of Saudi Arabia's largest family-owned business groups trusted MCW to deliver major change and build skills in its own team.
Zahid Group — Saudi Arabia's franchisee for Caterpillar and Volvo trucks · 30+ locations · 7,000+ staff · Saudi Arabia
The need
Zahid needed to replace older IT systems with InforM3 business software to help retain and win business.
What MCW did
MCW set up a change and internal communication team. We selected 40 staff from across the business and trained them to help colleagues prepare for the changes.
The result
Successfully launched the business software across two divisions and 7,000+ staff.
"MCW worked with us for 2½ years and were a highly professional consultancy. Their methods and their personal drive and tenacity, and their understanding of our business and social cultures helped us have a very successful go live for the ERP program." Nasser J Bayram, Group President — Transport, Vice Chairman of the ERP Program's Executive Steering Committee
UAE · Government entity
Digital services · Project coordination · Tracking results
Emirates Post — Digital Transformation
UAE national postal service · 16-project programme
The need
Emirates Post wanted to offer more digital services and give customers more choice.
What MCW did
Set up 16 projects to help Emirates Post become a digital organisation. Created teams to coordinate projects and manage change. Set clear targets and tracked results.
The result
Updated the branding of central post offices. Set up parcel pick-up and drop-off points in 50 petrol stations. Launched a customer app and tested temporary kiosks in malls.
"Jonathan and MCW played a pivotal role in transforming Emirates Post by leading a programme of 16 projects, enabling the physical re-brand of central post offices and the move towards digitising our customer experience. He was very adept at building relationships and managing cultural differences whilst driving the team forward with passion and humour." Peter Somers, CEO, Emirates Post
UAE · International education
Agreeing direction · LIGHTHOUSE® · Planning
GEMs Education — Agreeing a shared plan
World's largest operator of private primary and secondary schools · 250+ schools globally
The need
The client wanted a consistent way to build and open new schools worldwide. Senior leaders could not agree on how to do it.
What MCW did
A three-week project ended with an MCW-led workshop. Senior leaders agreed their direction for opening schools outside the UAE.
The result
Leaders understood what belonged to daily operations and what needed a new project. Roles and responsibilities became clearer.
Saudi Arabia · Energy sector
Leadership talks · Staff meetings · Building a change team
Saudi Aramco — Building a team to lead change across the business
World's largest oil company · Leadership talks · Building change skills
The need
Saudi Aramco wanted a consistent way to manage change across the business, with clear leadership support and its own skilled team.
What MCW did
Delivered leadership talks and large staff meetings. Helped design a team and a clear approach for managing change across the business, so Aramco could lead the work itself.
The result
Aramco established its own change team. Leaders agreed how to manage change. The business had the skills to continue and develop the work without outside support.
UK · Government · After a merger
New ideas · DIAMONDS IN THE SAND® · 200% return on investment
HMRC — Bringing teams together after a merger
Merger of HM Inland Revenue and HM Customs & Excise
The need
After the merger, HMRC wanted staff at every level to suggest and deliver useful new ideas. The aim was to improve how people worked together.
What MCW did
Used the "Angels & Dragons" approach to help staff develop ideas into business plans. Coached them to present to the board, secure funding and manage projects. Trained staff to become professionally accredited coaches.
The result
Strong support across the department. Staff developed new projects in environment, people, processes and technology. Some projects forecast returns on investment of over 200% within a few months.
"I would like to thank Jonathan and MCW on behalf of the organisation (HMRC), the Board of Angels, and the Angels & Dragons team for his invaluable contribution in helping get the concept off the ground and more recently in developing it into a fully operational tool. His enthusiasm, drive and determination have been evident at every stage and will be much missed." David Chilver, HMRC Senior Civil Servant, SRO Angels & Dragons
UK · Charity · Multi-site
LASER® · Appreciative Inquiry · New business structure · 50% cost reduction
British Red Cross — Improving the business structure
UK-wide changes in HR and staff training · Designed with staff
The need
British Red Cross needed to reduce high costs and improve how its HR and training teams worked.
What MCW did
Working with the HR Director, MCW helped staff design new processes for HR, training and shared service teams. Using Appreciative Inquiry and methods to simplify processes, we helped staff develop a new way to organise and run the work.
The result
New ways of working with HR led to a 50% reduction in staff numbers and labour costs.
"MCW worked together with us at the British Red Cross in the formative stages of developing the business case for our change programme. Jonathan is adept at understanding the key issues and has tremendous drive and energy alongside an obvious commitment to transformational change. The redesign of a single, integrated resourcing framework was a particular achievement, and his use of appreciative enquiry provided the bridge for our people to move into a new, radically different way of thinking around recruitment. I would recommend Jonathan and MCW without hesitation." Dale Cox, HR Director, British Red Cross
UK · Publishing · Digital
LIGHTHOUSE® · Digital planning · Shared project goals
Oxford University Press — Planning digital change
One of the world's largest university presses · Worldwide digital change programme
The need
Oxford University Press was planning major digital change. Before investing, senior leaders needed to agree the direction, brand and expected results.
What MCW did
Used a LIGHTHOUSE® workshop to help project teams and senior leaders agree the main idea, brand and targets for the digital change programme.
The result
Leaders agreed a clear direction and targets for the digital programme. They identified early warning signs and could explain the plan consistently.
UAE / UK · Ports & logistics
MESH® · Working with everyone affected
DP World — Bringing different groups together
Global trade business · Port development involving several groups
The need
A major port development involved government, businesses and the local community. They had different interests and did not initially agree on the plan.
What MCW did
Used MESH® to help all groups understand each other, discuss concerns and contribute to the plan.
The result
The groups worked together more effectively. Concerns reduced, the community had a voice in the process and the programme moved forward.
What does this mean for your business?
Discuss how our delivery experience relates to your deal or transformation.
A focused executive diagnostic
A clear basis for deciding what to do next.
Discovery & Change Audit helps you understand where change is getting stuck—without committing to a wider transformation programme.
One focused starting point.
Your family office, selected businesses or a specific priority. Assess what matters to your next decision.
What we measure in discovery
A clear view of capability.
Grounded in evidence.
We assess the current capability maturity of the businesses and people in scope. Nine categories and twenty-seven competencies help identify strengths, gaps and the foundations needed for change. Data, technology and AI capabilities are assessed where relevant to your priorities.
9 categories
27 competencies
5 evidence levels
Business value
- Cost management
- Performance
- Economic impact
Strategy alignment
- Strategic vision
- Sponsorship & mandate
- Value chain integration
Data readiness
- Quality & availability
- Governance & usage
- Infrastructure & accessibility
AI suitability
- Problem-solution fit
- Use case feasibility
- Human / AI task design
Technology readiness
- Platforms & architecture
- Integrations & interoperability
- Scalability & resilience
Responsible AI
- Governance & accountability
- Fairness & safety
- Regulation & ethics
AI leadership
- Vision & advocacy
- Capability & talent
- Change & culture
Portfolio fit
- Prioritisation
- Value & risk
- Lifecycle & reinvestment
AI operating model
- Structure & roles
- Process & delivery
- Scaling systems
Find the constraint. Set the next priority.
We assess each business or area in the agreed scope rather than assume one maturity level fits the whole group. Findings are reported as an evidence-supported ceiling, not an average that hides gaps: the weakest foundation can limit what the business and its people can deliver.
What you receive
Executive summary
A clear view of strengths, delivery gaps and risks to your intended outcomes.
Capability maturity & readiness
An evidence-based view of the current capability of your businesses and people, with comparisons where useful and gaps in evidence made explicit.
Priorities and decisions
A short list of priorities, separating decisions needed from the family office from actions owned by operating-business leaders.
Practical action plan
Proposed owners, measures and next steps for leadership agreement.
The decisions it supports
What to prioritise. Where to intervene. Who can deliver.
Decide which changes to prioritise, where leadership attention is needed and whether your teams have the capacity to deliver. Identify what your own people can take forward and where targeted support may be useful.
Agree the scope before work begins
We agree the executive questions, businesses involved, participants, evidence required, timetable and fee before work begins. The engagement can focus on one level of the organisation or connect family-office oversight with delivery in selected businesses.
Family-office oversight
Decision rights, accountability, portfolio reporting, priorities and organisational readiness for leadership transitions.
Operating-business delivery
Leadership, people, processes, systems, delivery capacity and the ability to track business results.
How the assessment works
1 · Agree the executive questions
Define the decision you need to make, intended outcomes and boundaries. Agree who and what to include.
2 · Short readiness survey
Gather a consistent initial view of strengths and gaps across the agreed areas. Use the same assessment criteria where comparisons are useful.
3 · Focused interviews and evidence
Speak with the relevant leaders and teams, check the evidence and distinguish the main issues from their symptoms.
4 · Targeted workshops
Test the findings, discuss different views and identify the priorities that matter most.
5 · Findings and next steps
Present the readiness assessment, key risks, decisions and practical action plan for leadership agreement.
Clear boundaries
A diagnostic—not a full implementation programme
The audit is a diagnostic and decision-support engagement, not an exhaustive review of every business. It does not replace financial, legal or tax due diligence, investment advice, or family succession and estate-planning advice. Succession-related work focuses on organisational and leadership readiness.
You can use the findings to direct your own team's next steps. Any further MCW support is scoped and agreed separately.
You can use the findings to direct your own team's next steps. Any further MCW support is scoped and agreed separately.
When an acquisition is the priority
Readiness before the deal. Priorities after it.
For an acquisition-focused diagnostic, compare the businesses involved, identify risks to the deal plan and agree priorities before commitment and soon after completion.
Explore acquisition value →
Methods follow the findings
Choose support based on the problem
Where further support is useful, the findings guide it. LIGHTHOUSE® helps leaders agree direction. PATHFINDER® supports leaders accountable for change. CHAMPION® trains staff to help colleagues adopt new ways of working. There is no requirement to begin a wider programme.
Discuss your Discovery & Change Audit
Start with the decision you need to make. Agree a focused assessment around it.
Our people
Senior people who have led transformation themselves. The people you meet stay involved, coaching your leaders and helping your own teams deliver.
Experienced people. Working with your team. Skills that stay.
Our team has experience in the Gulf, the UK and other markets. We help with digital services, business software, business structure, leadership, working culture and customer experience.
Meet our senior team
Jonathan Pilgrim
Founding Partner, MCW
Has led MCW's consulting work in the Gulf since 2012. Built Zahid's ability to manage change and led digital change programmes at Zahid in Saudi Arabia and Emirates Post. His experience covers manufacturing, logistics, retail, government, defence and education.
GovernmentLogisticsManufacturingDefenceEducation
Thamna Al Shereifi
Chair of MCW UAE
Executive Director of Emirates Post, responsible for improving operations across the UAE. Led the rebrand of seven central post offices and the move to self-service for customers. Has 20 years’ experience in government services.
GovernmentLogistics
Brett MacLagan
Senior Delivery and Account Management
Helps businesses improve processes and financial results using methods including Six Sigma. Has worked across the US, Europe, the UK and the Gulf with Kearney, Arthur D. Little, Roland Berger, PwC, Deloitte and Accenture.
BankingFinancial servicesPublic sectorUtilities
Shiva Raman
Digital Transformation & Adoption Lead
Helps businesses introduce and use systems including Oracle, SAP and Workday, with a focus on people and HR systems. Has worked with Oracle Consulting, EY and Accenture across the Gulf, the UK and Asia.
LogisticsManufacturingDefenceGovernmentEducation
David Middup
Senior Advisor
Managing Director at Accenture in HR Transformation and Technology. Led its Oracle HR systems practice in the UK and Ireland. Supported major programmes and coached HR leaders to deliver their plans with clear decisions and responsibilities.
TechnologyConstructionFamily Offices
Piers Thurston
Founding Partner, MCW
Co-founder of MCW. Helps leaders agree shared goals, develop new ways of thinking and improve working culture.
Oil & GasGovernmentManufacturing
Jessica Burke
Programme Leadership
Leads major change programmes involving many organisations and teams. Her experience covers government, healthcare and health insurance in the Gulf, the UK, Australia and New Zealand.
HealthGovernment
Faten Hani
Senior Advisor
CEO of the Centre of Excellence at Dubai International Financial Centre (DIFC). A founding executive at DIFC (2002–2010). As Chief Human Capital Officer and Centre of Excellence CEO, helped build the financial centre from the start.
Financial ServicesGovernmentEducation
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Peter Lane
Senior Advisor — Defence, Healthcare & Mergers and Acquisitions
Senior Vice President and General Manager at IQVIA across Africa, the Middle East and South Asia. Responsible for financial performance in a $300m business with 2,000+ people. As Vice President and General Manager of IQVIA UK and Ireland Healthcare, returned the business to profit and completed 6 acquisitions.
DefenceHealthcareLife SciencesMergers & acquisitionsEurope, Middle East & Africa
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John Hollister
Senior Advisor — Healthcare, Insurance & Government
Experience with major consulting firms and UK central government, followed by 10 years leading change in the Middle East. Led the transformation programme at Ashghal, Qatar's Public Works Authority, for the FIFA World Cup 2022. Led purchasing for Qatar's National Health Insurance Scheme.
HealthcareInsuranceGovernmentGulf regionInfrastructure
Gillian Quinton
Senior Advisor — Government & Health
Led boards bringing health, care and community services together. Her work on how adult social care services are organised delivered over £10m savings in three years. Named one of the top ten most influential HR Directors of the Decade by HR Magazine. Former President of the Public Sector People Managers Association.
GovernmentHealthSocial CareTransformationHR & organisational development
Our delivery principle
75%+ of the delivery work we charge for takes place on site with client leaders and teams. We share knowledge so your people can lead from the start.
Speak with the people who deliver.
Start a conversation about the senior support your business needs.
Understand the risks before the deal. Deliver the value afterwards.
Two connected offers for family offices, holding companies and the leaders of operating businesses.
Financial and legal checks are only part of the picture. Can the leaders, people, systems and processes deliver your deal plan? We help you investigate the gaps, agree priorities and build the capacity to deliver.
Before and after the deal
Before the deal · For owners and buyers
Acquisition Value Assurance
Non-financial due diligence against your intended ownership and deal plan.
- Leadership, decisions and accountability
- People, culture and critical skills
- Systems, processes and delivery capacity
- Integration or standalone readiness
You receive: readiness findings, risks, likely delivery implications and priorities for further investigation.
After the deal · For business leaders
Integration & Value Realisation
Give your leaders and teams the support to deliver the agreed plan.
- Named owners and realistic plans
- Leadership coaching and internal champions
- Coordinated teams, systems and processes
- Benefits tracked against agreed targets
You receive: a delivery plan, practical support and internal capability to sustain the results.
From deal plan to real results
We complement legal, financial and tax due diligence; we do not replace it or guarantee deal success. Start with the ownership plan: integration may be selective, or the acquired business may remain standalone.
- Deal plan
- Expected value
- Skills and ability to deliver
- How the business is organised and run
- Delivery
- Value delivered
A starting point for a conversation
The Merger Capability Scan has 24 questions across eight dimensions. Compare today's capability with what your deal needs, share your answers and receive one finding—not a full report or delivery plan.
Take the capability scan →Allow 20–25 minutes. Contact details are optional. Results are self-reported, not independent assurance.
Need an evidence-led review? Explore Discovery & Change Audit →What we check: plans, leaders, systems and how businesses work together
The plan and expected value
Start with the deal plan and expected results. Check whether the business has the skills, structure and ways of working to deliver them.
Leadership, decisions and clear responsibilities
Check that leaders agree on goals, make clear decisions and take responsibility for delivering the plan.
Readiness of systems and technology
Check that systems and processes support the planned way of working. Find issues that could delay results or make it harder for staff to use the changes.
Bringing people and working cultures together
Check how teams will work together, whether staff are ready and whether key people may leave. TrueFit™ helps assess people, processes and working culture.
Support for buyers and sellers
For buyers
We help buyers check whether the business can deliver their plan. Find risks to its expected value and agree priorities before and after the deal.
For sellers
We help businesses prepare for sale by improving leadership, simplifying the organisation and clarifying responsibilities. This helps them show buyers why the business is ready and valuable.
Value Realisation: delivering the deal plan
After the deal, MCW helps turn expected value into results. We help put the right structure in place, build staff skills, connect systems and bring teams together. We agree responsibilities and track growth, savings and business performance.
01
Team to coordinate the combined businesses
A clear plan, priorities, responsibilities and reporting to leaders. Problems are raised with the right people.
02
Leaders working towards the same goals
Coach senior leaders and help them agree a shared direction for the combined business.
03
Helping working cultures fit together
Help teams agree how to work, make decisions and support each other.
04
Business structure and roles
Help put clear roles, responsibilities and the new business structure in place.
05
Communication and staff involvement
Involve the people affected, train staff to support colleagues and help leaders explain the changes.
06
Delivering the value of combining businesses
Track savings and other results. Check whether people use the changes and whether the deal is delivering its expected value.
Partnering with Curtis, DIFC
Legal due diligence. Business readiness. Together.
MCW and Curtis, Mallet-Prevost, Colt & Mosle LLP in the Dubai International Financial Centre are partnering to bring legal due diligence and business-readiness expertise together. Curtis brings the legal perspective; MCW focuses on leadership, people, systems, processes and culture. The partnership connects the deal decision with the practical work needed to deliver value.
Where the deal can lose value
| What can reduce deal value | How MCW helps reduce the risk |
|---|---|
| Working cultures do not fit together | Check working cultures early and agree a practical plan for bringing teams together. |
| Leaders disagree on goals | Help leaders agree goals, decisions, responsibilities and the pace of change. |
| Important staff leave | Find where important staff may leave. Help leaders listen to concerns and communicate clearly. |
| People are slow to use new ways of working | Coach leaders, train staff to support colleagues and track use of the new ways of working. |
| The combined businesses do not deliver expected gains | Agree who is responsible and track savings and results from planning through delivery. |
Discuss the results you need from your deal
Before the deal, find the problems that could reduce its value. After the deal, deliver growth, savings and better performance. We build skills in your own people so the results do not depend on consultants staying.
Our principles
How we work with you
1 · We work with your existing advisers.
We work with your advisers, consultants and internal teams. We help their work connect and deliver results, rather than compete for work or credit.
2 · We build skills, not dependence.
We share knowledge and build skills in your people. The aim is to leave your business better able to manage change on its own.
3 · We work with leaders and staff.
We help leaders explain change clearly to staff at every level. People understand what needs to happen and how it affects their work.
4 · You set the direction. We help you deliver.
Your leaders choose the business direction. We help them see the issues clearly, make informed decisions and take responsibility for results.
5 · We protect your trust and privacy.
Clients trust us with private and important business matters. We give honest advice, keep information confidential and protect that trust.
A practical partnership with your people.
Talk through your priorities and how we can support your own team.