Family Offices & ConglomeratesGroup CEOs and Executive Leaders
You are running multiple businesses, managing a family legacy, and trying to get consistent results from transformation programmes that keep fragmenting. MCW helps diversified groups execute change across multiple businesses without creating dependence on consultants. We build the capability for lasting change inside your organisation — then leave.
Closest comparable engagement
GCC conglomerate · KSA
Multi-entity · ERP · Client ownership · 7,000+ staff
One of Saudi Arabia's largest family-owned conglomerates trusted MCW to build internal capability while delivering one of its largest transformation programmes.
Zahid Group — 30+ locations, 7,000+ staff — needed to land a complex ERP transformation across multiple business units while keeping capability inside the organisation, not in the hands of consultants. MCW established the change function, trained and mentored 40 internal change champions drawn from within the business, and drove successful go-live across two divisions. When MCW left, the people, the process knowledge, and the change capability all remained.
"MCW were a highly professional consultancy. Their methods and understanding of our business and social cultures helped us have a very successful go live." — Nasser J Bayram, Group President, Zahid Group
↳ Recommended first step: Discovery & Change Audit
Before committing to a large engagement, MCW runs a structured diagnostic across your live programmes — assessing strategic alignment, sponsorship effectiveness, champion infrastructure and benefits tracking. The output is an evidence-based picture with ranked recommendations and a proposed route forward. Low risk · fast insight · investment fully redeemable against any subsequent engagement. See tab ⑧ for detail.
Four core capabilities
Client ownership
Change that stays because your people lead it. Sponsor mentoring via PATHFINDER® and change champion selection, training and mentoring via CHAMPION®.
Core differentiator →
Portfolio Mindset™
Running 20–50 initiatives as one joined-up programme — not a collection of disconnected projects each pulling in different directions.
Drill down →
Transformation delivery
End-to-end change leadership from strategy to adoption — ERP, digital, operating model redesign. We stay until it lands, not until the contract ends.
Drill down →
M&A cultural due diligence
TrueFit™ — the people, process and culture risk that financial advisors miss. The #1 cause of post-merger value destruction, solved.
Proof points →
Points of difference
CORE DIFFERENTIATOR
Client-owned change
We build capability inside your organisation — sponsors who lead, champions who cascade. The change belongs to you from day one.
02
Real change from within
LASER, Appreciative Inquiry, co-creation. Behavioural change that sticks because people led it themselves.
03
Portfolio-first lens
OKR frameworks, shared governance and outcome tracking across the full portfolio — so every business unit pulls in the same direction.
04
Senior people stay
The practitioner who pitches delivers. No handoff to juniors after the contract is signed.
05
Flexible commercials
Fixed fee, success fee, or co-invest. Outcome-based pricing is an option — you choose what fits your model.
What keeps a Group CEO awake
The questions we hear most often from leaders of diversified family-owned groups — and what we built our practice to answer
How do I grow without losing control?
Scale across entities and geographies without the group fragmenting into disconnected businesses each doing things their own way.
Why do my businesses all operate differently?
Group strategy is clear at the top. By the time it reaches operating companies it splinters into competing priorities, duplicated effort, and no shared rhythm.
Why are we spending millions with inconsistent results?
Transformation programmes start well. Then momentum stalls, consultants cycle off, and the business reverts. The investment doesn't stick.
How do I professionalise while preserving our culture?
Bringing in processes and structures without eroding the trust, relationships, and way of doing things that made the group successful in the first place.
How do I prepare for succession?
Building leadership capability and institutional knowledge so the next generation — whether family or professional management — can lead confidently.
How do I integrate acquisitions?
Merging businesses on paper is straightforward. Merging people, culture, and ways of working — without destroying what you paid for — is not.
What makes GCC family conglomerates different
Family-owned groups in the GCC operate with a different set of priorities to a listed corporation. These are not edge cases — they are the core of what matters most.
Legacy & stewardship
The group represents a family's name, reputation and long-term value — built across generations. Change must protect that, not threaten it.
Trust, not transactions
Relationships with advisors are long-term. A family group does not rotate consultants every 12 months. Trust is earned slowly and lost quickly.
Capability inside, not outside
Family groups do not want to be dependent on external consultants. They want knowledge and capability to live inside the organisation permanently.
Confidentiality
Commercial strategy, succession plans, and internal challenges are private. A family group requires an advisor who treats discretion as a given, not an add-on.
Where programmes typically break down
The problem
Strategy is clear at group level — but by the time it reaches each operating company, it fragments into disconnected initiatives with no shared rhythm and competing priorities.
→
What good looks like
Every business unit leader understands how their work connects to group strategy. Leaders govern the portfolio together — not just their own stream.
The problem
Programmes are running but sponsors are unclear on their role — visible in name only. Change plans exist on paper but don't land with people.
→
What good looks like
Sponsors are coached to lead visibly and decisively. Change champions inside the business carry the message — creating genuine two-way engagement.
The problem
Results are promised in business cases but rarely tracked after go-live. The consulting team moves on; value quietly evaporates.
→
What good looks like
Measurable outcomes are built in from day one. KPIs are owned by business leaders. Adoption is tracked and reported — not assumed.
↳ Recommended first step: Discovery & Change Audit
An independent diagnostic across your current programmes — assessing how well strategy is landing, whether sponsors are leading effectively, and whether your change infrastructure will hold. Evidence-based output with ranked recommendations. Low risk · fast insight · fully redeemable against any subsequent engagement. See tab ⑧.
Client ownership — the MCW core differentiator
Most consultancies take the change work with them when they leave. MCW is designed to do the opposite — building the capability for change to be owned, led and sustained by your people from the start.
The principle
We believe the most important thing a consultancy can do is make itself unnecessary. Every MCW engagement is designed so that when we leave, your sponsors lead confidently, your champions cascade effectively, and the capability for change lives inside your organisation — not ours.
Two instruments that deliver client ownership
PATHFINDER® — Sponsor mentoring
One-to-one · Executive level
One-to-one mentoring for programme sponsors — building the confidence, visibility, and decision-making capability they need to lead change effectively.
Who it's for: Programme sponsors who need to be active, visible and decisive — not just named on a governance chart.
What it changes: Sponsors move from passive figurehead to genuine change leader. They make the calls only they can make. They are seen — and felt — by their people.
Who it's for: Programme sponsors who need to be active, visible and decisive — not just named on a governance chart.
What it changes: Sponsors move from passive figurehead to genuine change leader. They make the calls only they can make. They are seen — and felt — by their people.
CHAMPION® — Change champion programme
Selection · Training · Ongoing mentoring
Building a network of internal "Change Ambassadors" — ensuring consistent communication, two-way feedback, and change leadership capability that cascades across the organisation.
Who it's for: Key change champions, project managers, sponsor proxies, and anyone who needs to cascade change to wider stakeholder groups.
What it changes: Change is no longer dependent on external consultants. Your internal network sustains momentum — and builds capability for the next programme too.
Who it's for: Key change champions, project managers, sponsor proxies, and anyone who needs to cascade change to wider stakeholder groups.
What it changes: Change is no longer dependent on external consultants. Your internal network sustains momentum — and builds capability for the next programme too.
How ownership flows through the organisation
MCW
Methodology + coaching
→
Sponsors
PATHFINDER® mentoring
Lead visibly · decide actively
Lead visibly · decide actively
→
Champions
CHAMPION® programme
Cascade · engage · sustain
Cascade · engage · sustain
Zahid Group — client ownership in practice
In the 7,000-staff ERP rollout at Zahid Group (KSA), MCW trained and mentored 40 internal change champions who cascaded change across 30+ sites and two divisions. When MCW's engagement concluded, the internal capability remained — sustaining adoption and embedding new ways of working without ongoing external support.
The result for your organisation
Capability that stays
Trained champions and coached sponsors are an asset that outlasts every engagement — and accelerates the next one
Zero brain drain on exit
MCW leaves with the invoice, not the knowledge. Methods, behaviours, and leadership capability remain inside your organisation
Faster future programmes
Each engagement builds your internal change infrastructure — making the next transformation faster, cheaper and more embedded
Portfolio mindset™
The human operating system for transformation portfolios — moving organisations from fragmented projects to integrated portfolio leadership.
The core insight
Portfolio mechanics
Dashboards, PMOs, tools, reporting. Most organisations have this — or think they do.
Portfolio mindset missing layer
Leadership behaviours, decision culture, shared narrative, cross-initiative learning. Almost no organisation has this. MCW builds it.
What running 30–50 initiatives without portfolio mindset looks like
Duplicated effort
Same problems solved independently across multiple business units
Competing priorities
Initiatives fight for the same leaders, budget and resource
Weak oversight
Boards see RAG status — not real risk signals or true portfolio health
The five components MCW builds
| Component | What it delivers |
|---|---|
| Portfolio leadership model | Exec sponsorship models, decision frameworks, governance behaviours |
| Governance mindset | Prioritisation discipline, escalation culture, collective ownership of outcomes |
| Portfolio community | Cross-initiative learning, shared forums, change champions network |
| Portfolio narrative | Strategy visibly linked to each initiative — clear to every leader |
| Learning system | Portfolio reviews, knowledge loops, teach-backs across teams |
Programme structure
Diagnostic
Portfolio maturity assessment · initiative mapping · stakeholder mapping · leadership alignment review · change readiness assessment · risk analysis
Activation
Leadership workshops · stakeholder engagement · governance reset · portfolio community launch · OKR reporting framework · behavioural framework
Coaching & embedding
Portfolio leadership coaching · leadership development · community facilitation · governance practices embedded
How MCW works
People-first. Built to last. The partner who pitches is the practitioner who delivers — and the capability we build stays with you after we leave.
Our methodology — "behind the eye" change
We change how people see their work — not just the process around them. Our frameworks (LASER, Appreciative Inquiry, WOVEX, co-creation) are designed so change is owned by the people who live it. When MCW leaves, the capability stays.
Full delivery lifecycle
Diagnose
Discovery · Lighthouse
Discovery · Lighthouse
→
Prepare
Strategy · team
Strategy · team
→
Manage
Plans · ADKAR
Plans · ADKAR
→
Deploy
Comms · training
Comms · training
→
Reinforce
Benefits · embed
Benefits · embed
Six delivery tracks run in parallel
Sponsor mentoring — PATHFINDER®
One-to-one coaching for programme sponsors. Confidence, visibility, decisive leadership. Builds the client's own change leadership capability.
Change champions — CHAMPION®
Selection, training and ongoing mentoring of internal change ambassadors. Two-way feedback, consistent messaging, cascade ownership.
Portfolio mindset (bridging silos)
Breaking down cross-initiative barriers · shared narrative · collective leadership · coordinated priorities across the portfolio
Engagement — MESH®
Multi-stakeholder engagement · town halls · road shows · pre and post go-live events
Project resourcing
Right people · right roles · right time — resourcing change programmes with experienced practitioners who deliver, not just advise
Benefits realisation — WOVEX®
Outcomes + KPIs mapped and owned by the business. Adoption tracked — not assumed.
Commercial model — you choose what fits
Fixed fee
Defined scope, outcome and cost. Predictable and simple.
Success fee
We earn more when the outcomes land. Shared incentive.
Co-invest
Shared risk and shared upside. Works well for longer mandates.
Outcome-based pricing is one option — not a requirement. We work within whichever commercial structure fits your procurement model.
Reasons to believe
18
years delivery
7k+
staff in one engagement
50%
cost reduction delivered
200%
ROI on innovation
Primary proof point — Zahid Group
GCC conglomerate · KSA
Multi-entity ERP · 7,000+ staff · Client ownership · 30+ sites
One of Saudi Arabia's largest family-owned conglomerates trusted MCW to build internal capability while delivering one of its largest transformation programmes.
The challenge
Replace legacy IT systems with an InforM3 ERP across a 7,000-staff, multi-site Saudi conglomerate — while building change capability from the inside out
What MCW did
Established the change management function. Recruited, trained and mentored 40 internal change champions from all levels to cascade change readiness across 30+ locations
The outcome
Successful ERP go-live across two divisions and 7,000+ staff. Internal champion capability embedded — sustained independently after MCW's engagement concluded
"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 ERP Programme ESC
Additional client evidence
| Client | Challenge | MCW outcome | Relevance |
|---|---|---|---|
| Emirates Post UAE |
Digital transformation, culture shift and customer app rebrand | Cultural transformation embedded; adoption sustained post-go-live through internal champion network | UAE · digital |
| HMRC UK Gov — post-merger |
Post-merger integration of two major government departments | 200%+ ROI on innovation initiatives within months; portfolio-level change at scale | Portfolio scale |
| British Red Cross Multi-site |
HR & L&D operating model redesign and cost reduction | 50% reduction in HR headcount cost through employee-led co-creation; ownership transferred to business | Org excellence |
Why MCW for large GCC groups
GCC conglomerate track record
Zahid (KSA), Emirates Post (UAE), Saudi Aramco — we understand how multi-BU groups operate in this market and what enterprise excellence actually requires
Multi-entity portfolio experience
We have delivered change across 30+ location portfolios. We understand what works when each business unit has its own culture, leadership and priorities
Client ownership — every time
Our model is designed to leave capability inside your organisation. Trained champions and coached sponsors are assets that outlast every engagement
Senior people stay on
The practitioner who pitches is the practitioner who delivers. No handoff to juniors after the contract is signed. No knowledge drain on exit
Case studies
A selection of engagements that illustrate the depth and breadth of MCW's work — across the GCC, UK, and globally. Each one a different challenge; every one centred on lasting, client-owned change. The Zahid Group engagement is the most directly comparable to a large GCC multi-BU group.
★ Primary proof point · KSA
ERP · Change management · Client ownership
One of Saudi Arabia's largest family-owned conglomerates trusted MCW to build internal capability while delivering one of its largest transformation programmes.
Zahid Group — Saudi Arabia's franchisee for Caterpillar and Volvo trucks · 30+ locations · 7,000+ staff · KSA
The need
Zahid encountered issues in maintaining and gaining business due to the need to replace legacy IT systems with an InforM3 ERP solution.
What MCW did
MCW established a change management and internal comms function, recruited 40 internal staff from all levels and trained and mentored them in becoming Change Champions to increase business and change readiness.
The outcome
Successful launch of ERP solution 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 transformation · PMO · Benefits tracking
Emirates Post — Digital Transformation
UAE national postal service · 16-project programme
The need
Emirates Post needed to modernise and come into the 21st century by digitising its customer experience and offering more consumer choice.
What MCW did
Established a programme of 16 projects that re-branded Emirates Post as a digital organisation. Created a change office and PMO. Established a benefits tracking method and KPIs.
The outcome
Physical rebrand of central post offices · PUDO points established in 50 petrol stations · customer app launched · pop-up kiosks trialled 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
Strategy alignment · LIGHTHOUSE® · Visioning
GEMs Education — Strategy Alignment
World's largest operator of private K-12 schools · 250+ schools globally
The need
Client wanted to develop a standardised way of rolling out the build and operationalisation of new schools around the world. Senior management team unable to agree on how to achieve this.
What MCW did
Three-week assignment culminating in an MCW facilitated workshop with the senior leadership team to help them determine their vision for opening schools outside of the UAE.
The outcome
Far greater clarity as to what was business as usual and what was part of new projects, along with understanding of roles and responsibilities.
KSA · Energy sector
Keynote · Town hall facilitation · Change function design
Saudi Aramco — Building an Organisation-wide Change Function
World's largest oil company · keynote leadership · change capability creation
The need
Saudi Aramco needed to build an organisation-wide change management capability — shifting from ad hoc change activity to a structured, embedded function with leadership understanding and buy-in at scale.
What MCW did
Delivered a series of keynote speeches and large-scale town hall facilitations across the organisation. Supported the creation and design of a formal, organisation-wide change management function — giving Aramco the internal architecture to lead change themselves.
The outcome
A coherent, client-owned change management function established within Aramco. Leadership aligned on the purpose and practice of change management. Internal capability in place to sustain and grow the function independently.
UK · Government · Post-merger
Innovation · DIAMONDS IN THE SAND® · 200% ROI
HMRC — Post Merger Integration
Merger of HM Inland Revenue and HM Customs & Excise
The need
To change culture and behaviours in HMRC post-merger by encouraging creative, business-focused innovative ideas from all levels across the entire government department — and enable the change to actually happen.
What MCW did
Deployed an "Angels & Dragons" innovation model — staff encouraged to develop a business case for an idea, then coached through business planning, board presentation, funding, and project management. Internal staff trained to become professionally accredited coaches.
The outcome
Excellent buy-in across the department. Impressive innovation projects across Environment, People, Process & Technology — some initiatives forecasting returns on investment at over 200% within only 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 · Org redesign · 50% cost reduction
British Red Cross — Organisation Redesign
UK-wide HR & L&D transformation · employee-led co-creation
The need
British Red Cross had extremely high internal costs associated with the size and inefficiency of HR and training functions.
What MCW did
Working to the HRD, MCW facilitated the creation of new ways of working and business processes in HR and L&D functions and existing Shared Service Centres. Using Appreciative Inquiry and Lean BPR, MCW enabled an employee-led co-creation of a new Target Operating Model.
The outcome
New ways of working and engaging HR resulted in a 50% reduction in headcount 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 visioning · Portfolio alignment
Oxford University Press — Digital Transformation Visioning
One of the world's largest university presses · global digital transformation programme
The need
OUP was navigating a major digital transformation. Senior leadership needed to align on vision, brand, and the definition of successful outcomes before significant investment was committed.
What MCW did
Applied LIGHTHOUSE® — a structured facilitation to align the programme team and sponsors on core concept, brand identity, and outcome criteria for the digital transformation programme.
The outcome
Clarity and alignment on the digital transformation vision. Agreed outcome criteria and early warning signals identified. Leadership team with a shared, compelling narrative for the programme.
UAE / UK · Ports & logistics
MESH® · Multi-stakeholder engagement
DP World — Multi-Stakeholder Engagement
Global trade enabler · complex multi-party port development programme
The need
A complex programme involving multiple stakeholder groups — public sector, private sector, and community — with divergent interests and low initial alignment around a major port development.
What MCW did
Deployed MESH® — MCW's multi-stakeholder engagement methodology — working across all stakeholder groups to build shared understanding, reduce resistance, and create genuine two-way dialogue.
The outcome
Significantly improved stakeholder alignment across the programme. Resistance reduced and community voice embedded in the development process. Programme momentum restored.
Discovery & change audit
The natural starting point — an independent picture of how well aligned your current programmes and their delivery really are, and a clear route forward.
What this is
Before committing to a large engagement, MCW runs a structured Discovery & Change Audit — a focused diagnostic that looks across your live programmes and asks: are the right things being done, in the right way, with the right sponsorship and change capability behind them? The output is a clear, evidence-based picture with ranked recommendations — and a proposed route forward tailored to your portfolio priorities.
What we look at
Strategic alignment
Are current programmes visibly connected to group strategy? Is there a shared narrative — or are business units pulling in different directions?
Sponsor effectiveness
Are sponsors clear on their role? Are they active, visible and making the decisions only they can make?
Change delivery quality
Do active programmes have credible change plans? Are comms, training, and engagement actually landing — or just filed?
Champion infrastructure
Is there an internal change champion network? Are they trained, mentored, and genuinely cascading the change?
Benefits & readiness
Are benefits mapped and owned by the business? Is the organisation genuinely ready to absorb what's coming?
Portfolio coherence
Are initiatives coordinated or competing? Does leadership govern the portfolio as a whole — or only their own workstream?
The primary route — LIGHTHOUSE®
LIGHTHOUSE® — Programme visioning & identity
1-day facilitated workshop · Sponsors + programme leads
A powerful workshop that ensures a programme team and its sponsors are aligned on core concept, brand, and successful outcome criteria for each initiative.
Lighthouse surfaces early warning signals of incongruence, hidden misalignment, and obstacles before they become expensive — and gives leadership a clear, jointly-owned picture of where they are headed and what success looks like.
Lighthouse surfaces early warning signals of incongruence, hidden misalignment, and obstacles before they become expensive — and gives leadership a clear, jointly-owned picture of where they are headed and what success looks like.
How the audit unfolds
Scoping
Agree scope: which programmes, which business units, how many sponsors and initiative leaders to engage
Discovery
Senior stakeholder interviews · desk review of change plans, business cases, comms · alignment survey across programme leads
Lighthouse session
Facilitated 1-day workshop with programme sponsors and leads — surfaces alignment gaps, resets the shared vision, builds collective ownership of outcomes
Playback & recommendations
Executive summary · alignment heatmap · delivery quality assessment · ranked risks and accelerators · costed recommendations
May include: PATHFINDER sponsor mentoring · CHAMPION programme · portfolio mindset activation · change readiness deep-dive
What you receive
Alignment heatmap
Visual map of where leadership and sponsors are aligned — and where gaps are creating risk or slowing delivery
Delivery quality score
Honest assessment of how well each programme's change approach — sponsorship, champions, comms, training — is actually working
Prioritised next steps
Clear, costed recommendation for what your organisation should do and in what order — with options that fit your priorities
Low risk · fast insight · fully redeemable
The Discovery & Change Audit costs a fraction of what a mis-started or under-sponsored programme wastes. Investment is fully redeemable against any subsequent MCW engagement.
Our people
Senior practitioners who stay for the full engagement. The people you meet in the conversation are the people who deliver your programme — no graduates, trainees or inexperienced consultants learning at the client’s expense.
Experienced people. On-site delivery. Capability that stays.
Our team brings deep GCC, UK and international transformation experience across digital, ERP, operating model, culture, leadership, customer experience and benefits-led change.
The team proposed for Al Ghurair
Jonathan Pilgrim
Founding Partner, MCW
Led the consulting practice for MCW in the GCC since 2012. Established OCM capability for Zahid and acted as Programme Director (Consultant) for digital transformations with Zahid (KSA) and Emirates Post. Experience in manufacturing, logistics, retail, government, defence and education.
GovernmentLogisticsManufacturingDefenceEducation
Thamna Al Shereifi
Chair of MCW UAE
Executive Director of Emirates Post responsible for operational excellence across the UAE and Programme Director for the rebrand of seven central post offices and the customer experience move to self-service. 20 years’ government services experience.
GovernmentLogistics
Brett MacLagan
Senior Delivery and Account Management
Transformation and Six Sigma process and organisational performance improvement in complex, multi-geography operating environments, driving verifiable bottom-line results across the US, Europe, UK and GCC with Kearney, Arthur D. Little, Roland Berger, PwC, Deloitte and Accenture.
BankingFinancial servicesPublic sectorUtilities
Shiva Raman
Digital Transformation & Adoption Lead
Oracle, SAP, Workday, HCM transformation and technology-enabled business change with Oracle Consulting, EY and Accenture. International experience across GCC, UK and Asia.
LogisticsManufacturingDefenceGovernmentEducation
David Middup
Senior Advisor
Managing Director, Accenture – HR Transformation and Technology. Ran the Oracle Business Group HCM practice in UKI, providing senior leadership to programmes and coaching CHROs/HRDs to deliver strategic agendas through robust governance and change management.
TechnologyConstructionFamily Offices
Piers Thurston
Founding Partner, MCW
Leadership, alignment and culture transformation. Co-founder of MCW; specialist in mindset change, executive alignment and culture transformation.
Oil & GasGovernmentManufacturing
Jessica Burke
Programme Leadership
Programme leadership and development focused on large-scale transformation programmes and projects with complex multi-stakeholder settings across government, healthcare systems and health insurance sectors. International experience across the GCC, UK, Australia and New Zealand.
HealthGovernment
Faten Hani
Senior Advisor
CEO, DIFC Centre of Excellence — Dubai International Financial Centre. Founding executive at DIFC (2002–2010). As Chief Human Capital Officer and CEO of the Centre of Excellence, helped build one of the world’s leading financial centres from inception.
Financial ServicesGovernmentEducation
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Peter Lane
Senior Advisor — Defence, Healthcare & M&A
SVP & General Manager at IQVIA across Africa, Middle East and South Asia — P&L responsibility for a $300m business and 2,000+ people. VP/GM of IQVIA UK&I Healthcare, turning the business to profitability and closing 6 acquisitions.
DefenceHealthcareLife SciencesM&AEMEA
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John Hollister
Senior Advisor — Healthcare, Insurance & Government
Big 4 consulting and UK central government background; last 10 years in the Middle East leading major modernisation and reform. Transformation Programme Director at Ashghal (Qatar Public Works Authority) for the FIFA World Cup 2022 programme. Led Qatar's National Health Insurance Scheme procurement.
HealthcareInsuranceGovernmentGCCInfrastructure
Gillian Quinton
Senior Advisor — Government & Health
Led integrated care system and community partnership boards. Adult social care operating model delivering over £10m savings in three years. Recognised as 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 & OD
Our delivery principle
75%+ of billable delivery activity is undertaken on-site alongside client leaders, sponsors and teams — enabling co-creation, knowledge transfer and internal ownership from day one.
How We Are Different
Building capability, not consultancy dependency. MCW helps organisations lead transformation themselves, with senior practitioners working alongside client teams to create ownership, confidence and measurable value.
Most consultancies deliver projects. MCW helps organisations build the internal capability to lead transformation, realise benefits and sustain change after external support has concluded. The goal is that the solution is recognised as the client's solution — co-created, owned and delivered by its leaders and teams, enabled by MCW.
What we do
Experienced practitioners only
Senior consultants who have personally led major transformations. No graduates, trainees or inexperienced consultants learning at the client's expense.
Co-create with client teams
Leaders, sponsors and business teams shape the solution with us, so ownership is built from the start rather than handed over at the end.
Transfer knowledge that sticks
We build capability, capacity and confidence through sponsor mentoring, change champions, practical tools and working shoulder-to-shoulder.
Work on site where it matters
75%+ of billable delivery activity can be undertaken on-site alongside leaders, client teams and sponsors to build trust, context and pace.
Challenge constructively
We act as a critical friend: offering what the organisation needs, not always what it expects to hear, so the right solution prevails.
Focus on value and adoption
We measure success through adoption, leadership capability, benefits realisation and enterprise value — not simply activity or reports.
What we don't do
| Traditional consulting pattern | MCW difference |
|---|---|
| Senior partners sell, then junior teams do much of the work. | The people you meet are the people who deliver. |
| Consultants produce “the answer” and present it back to the client. | We co-create the answer with leaders, sponsors and business teams. |
| Large teams and continuous billing become the default. | We right-size the team and only bill for the days required. |
| Reports and slide decks become the primary output. | We create practical outputs, improved mindsets, better alignment and working capability. |
| Remote or detached delivery dilutes trust and context. | We work alongside client teams, with high on-site presence where it adds value. |
| External capability leaves with the consultants. | Capability, tools, confidence and ownership stay inside the organisation. |
Flexible commercial models
Time & Materials
Best where flexibility is required and the work needs to evolve as insight emerges.
Fixed Price
Best where scope, outputs and success measures are sufficiently defined.
Risk / Reward / Value Share
Best where commercial success can be linked to value creation and benefits realisation.
Our measure of success
The solution should never be seen as an MCW solution. It should be recognised as the client's solution — shaped, owned and delivered by client leaders and teams, with MCW enabling the journey.
In one line
People first. Value focused. Capability that stays.
M&A Integration & Cultural Due Diligence
Helping investors, boards and executive teams protect and maximise value before, during and after a transaction.
Most mergers and acquisitions succeed financially on paper but underperform operationally because culture, leadership alignment and integration receive too little attention.
MCW works alongside investors, boards, executive teams and legal advisers to identify organisational risks before a transaction and accelerate value creation afterwards.
MCW works alongside investors, boards, executive teams and legal advisers to identify organisational risks before a transaction and accelerate value creation afterwards.
Where MCW supports the deal lifecycle
Pre-Deal
Cultural due diligence and organisational risk
→
Transaction
Leadership alignment and integration planning
→
Post-Deal
Integration, adoption and value realisation
Pre-deal cultural due diligence
Cultural fit and integration risk
We assess whether two organisations can successfully become one, identifying risks that traditional financial and legal due diligence may not uncover.
Leadership alignment
We test the strength of leadership commitment, decision-making behaviours, governance maturity and sponsor capability.
Change and workforce readiness
We assess workforce readiness, stakeholder risk, change capability and the practical ability to adopt a new operating model.
Operating model compatibility
We identify where governance, processes, structures and ways of working may create hidden integration complexity.
Buy-side and sell-side support
Buy-side clients
We help acquiring organisations and investors understand integration complexity, cultural compatibility, leadership capability, synergy opportunities, change risks and post-Day One priorities.
Sell-side clients
We help organisations preparing for sale maximise enterprise value through leadership readiness, organisation simplification, cultural maturity, governance improvement and a stronger investor confidence narrative.
Post-deal M&A integration
The transaction is only the beginning. MCW helps organisations integrate people, culture and operations while maintaining business continuity and protecting the value case.
01
Integration Management Office
Programme structure, governance, priorities, escalation routes and executive reporting.
02
Leadership alignment
Executive coaching, sponsor mentoring and agreement on the combined organisation’s direction.
03
Cultural integration
Practical interventions to align behaviours, decision rights, ways of working and leadership expectations.
04
Organisation design
Support for structures, roles, responsibilities and operating model transition.
05
Communication and engagement
Stakeholder engagement, change champions, leadership messaging and adoption planning.
06
Synergy realisation
Benefits tracking, KPI reporting, adoption measurement and value assurance.
Working alongside Curtis, DIFC
Legal, organisational and cultural due diligence working together
MCW has worked alongside Curtis, Mallet-Prevost, Colt & Mosle LLP in the Dubai International Financial Centre, complementing legal due diligence with organisational, cultural and change expertise. This helps clients move beyond completing transactions to successfully integrating businesses and realising long-term value.
Why culture matters
| Common M&A value leakage | How MCW helps reduce the risk |
|---|---|
| Poor cultural integration | Assess cultural compatibility early and create a practical integration route map. |
| Leadership misalignment | Facilitate alignment around decisions, accountabilities, pace and value priorities. |
| Loss of key talent | Identify stakeholder and retention risks, then support clear engagement and communication. |
| Slow adoption of new operating models | Build sponsor capability, change champion networks and adoption measurement. |
| Failure to realise planned synergies | Track benefits, ownership and KPIs from integration planning through delivery. |
The MCW difference in M&A
We do not simply produce integration plans. We work shoulder-to-shoulder with investors, executive teams and operational leaders to help organisations complete transactions successfully and realise the strategic, operational and cultural value that justified the investment.
Guiding Principles
How we work and engage with clients
1 · We complement, we don't compete.
MCW works alongside existing consultancies, advisors and internal functions — not against them. We position ourselves as the connective tissue that makes other expertise land, not as a rival for scope or credit.
2 · We build capability, not dependency.
People are an organisation's greatest asset. Every MCW engagement is designed to develop that asset — transferring knowledge, strengthening internal capability and leaving the organisation more self-sufficient than we found it.
3 · We work across every level of the organisation.
Change only succeeds when leadership messages land with clarity at every layer. MCW bridges the gap between the boardroom and the front line, ensuring intent becomes understood action — not lost in translation.
4 · We enable strategy, we don't set it.
Strategic direction belongs to the client. MCW creates the conditions, the clarity and the confidence for leaders to make better decisions and own the outcomes — we hold the mirror, not the wheel.
5 · We earn the right to the inside.
We are invited into sensitive, high-stakes conversations because clients trust our discretion, our judgement and our lack of agenda. We protect that trust above everything else.