DOCTYPE html> MCW · Protecting and Realising Acquisition Value
MCW Making Change Work
Protecting and Realising Acquisition ValueBoards · Family offices · Family businesses
Private equity · Investment offices · Companies buying businesses
Mergers & acquisitions · Before and after the deal

You've tested the numbers.
Can the business deliver them?

Protecting and Realising Acquisition Value

Helping family offices and investors check that both businesses are ready for the deal — then deliver the results they expect.

When you buy or merge businesses, financial and legal checks help you decide whether the deal makes sense. MCW checks whether both businesses have the leaders, people, systems and ways of working needed to deliver the expected results.

We start with your investment thesis — the plan for how the deal creates value. Before the deal, we find problems that could reduce that value. After the deal, we help you deliver growth, cost savings and better business performance.
Before and after the deal. One clear plan.
Before the deal

Acquisition Value Assurance

Check whether the business can deliver your deal plan. Find the problems that could reduce its value before you commit.

  • Readiness of the business structure and processes
  • Leaders working towards the same goals
  • Skills and ability to deliver
  • Readiness of systems and technology
  • Risks linked to people and working culture
  • Risks when bringing the businesses together

Output: a clear view of readiness, risks and priorities before you commit.

After the deal

Value Realisation

Deliver the results in your deal plan. Set clear responsibilities and measure growth, savings and business performance.

  • Putting the business structure and processes in place
  • Leadership, decisions and clear responsibilities
  • Building skills in your team
  • Connecting systems
  • Teams working towards the same goals
  • Delivery

Output: growth, savings and better performance from the combined businesses.

From deal plan to real results
  1. Deal plan
  2. Expected value
  3. Skills and ability to deliver
  4. How the business is organised and run
  5. Delivery
  6. Value delivered
Start with the results you expect from the deal
For family offices and family businesses in Saudi Arabia and the UAE, as well as boards and other investors. Before the deal, check that the business is ready. After the deal, help your team deliver results and keep improving.
Building skills inside the business
Saudi Arabia · Family-owned business group
Several businesses · Business systems · Your team leads · 7,000+ staff
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 — 30+ locations, 7,000+ staff — needed new business software across several businesses. It also wanted its own people to lead change. MCW set up a change team, trained and supported 40 internal change champions from the business and helped launch the software across two divisions. When MCW left, the people, knowledge and skills stayed with Zahid.
"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
Start with a check: Discovery & Change Audit
A short survey, focused interviews and workshops show how ready both businesses are. We compare their strengths and gaps, then identify the most important actions before and after the deal. The audit fee can be credited in full against later MCW work. See tab ⑧ for details.
How we help your team deliver
◈
Your team leads
Lasting change led by your people. PATHFINDER® supports the senior leaders responsible for change. CHAMPION® trains staff to help colleagues understand and use new ways of working.
What makes us different →
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Portfolio Mindset™ — managing projects together
Manage 20–50 projects together, with shared goals and clear priorities. Avoid separate teams working against each other.
Learn more →
⬡
Delivering business change
We help plan and deliver change, from new business software to new ways of working. We help your people use the changes in their daily work.
Learn more →
◇
Acquisition Value Assurance
Check whether the business has the skills and systems to deliver the deal plan. TrueFit™ helps assess risks in people, processes and working culture.
Why clients choose MCW
OUR MAIN DIFFERENCE
Change led by your people
We coach your leaders and train your staff to support change. Your people lead it from the start.
02
Change built with your team
Our methods, including LASER and Appreciative Inquiry, help people shape the changes they will use. This makes change more likely to last.
03
Projects working together
Shared goals, clear decisions and regular checks on results help every business work towards the same aims.
04
Experienced people stay
The experienced person you meet also delivers the work. We do not hand it to a junior team after you sign.
05
Flexible fees
Choose a fixed fee, a fee linked to results, or shared investment. We agree the approach that fits your business.
The questions boards and investors ask
You have a plan for the deal. Can the business deliver it, and can you protect its value as the work begins?
What could reduce the value of the deal?
Gaps in leadership, skills, systems or business processes can put your deal plan at risk. Check them before you commit.
Who is responsible for results after the deal?
Give people clear responsibility for growth, cost savings and better performance. Set targets and track progress.
◈
How do I grow without losing control?
Grow across businesses and countries while keeping clear goals, responsibilities and control.
◫
Why do my businesses all operate differently?
Group leaders have a clear plan, but each business follows different priorities. Work is repeated and teams do not coordinate.
◉
Why are we spending millions with inconsistent results?
Change projects start well, then slow down. Consultants leave and people return to old habits. The expected results do not last.
◎
How do I improve the business without losing our culture?
Improve processes and responsibilities while protecting the trust, relationships and values that made the group successful.
◇
How do I prepare for succession?
Build leadership skills and keep important knowledge in the business. Help the next generation of family members or managers lead with confidence.
⬡
How do I bring acquired businesses together?
Signing the deal is only the start. People, systems and ways of working need to come together without losing the value you paid for.
What matters to family-owned groups in the Gulf
Family-owned groups in Saudi Arabia and the UAE have priorities that may differ from listed companies. Family reputation, long-term relationships and lasting skills matter.
Family legacy and long-term care
The group carries the family's name and reputation, built over generations. Change should protect that history and its future value.
Long-term trust
Family groups value trusted advisers and long-term relationships. We work to earn and protect that trust.
Skills inside the business
Family groups want knowledge and skills to stay with their own people, not depend on outside consultants.
Confidentiality
Business plans, family succession and internal problems are private. Your adviser must protect them.
Where change projects often go wrong
The problem
The group has a clear plan, but each business runs separate projects. Teams repeat work or compete for the same resources.
→
A better approach
Each business leader understands the group plan. Leaders agree priorities and manage projects together.
The problem
Projects are running, but the senior leaders responsible for them are not actively involved. Plans exist, but staff do not understand or use them.
→
A better approach
We coach senior leaders to make decisions and support their teams. Trained staff explain the changes and bring feedback from colleagues.
The problem
Results are promised but not checked after launch. Consultants leave and the expected value is lost.
→
A better approach
Agree clear targets from the start. Business leaders track results and check whether staff are using the new ways of working.
Recommended first step: Discovery & Change Audit
A short assessment of readiness, leadership and the ability to deliver change. Compare both businesses and focus on the most important actions. The audit fee can be credited in full against later MCW work. See tab ⑧.
Your team leads — the main MCW difference
Your people should be able to lead change without depending on consultants. We build their skills from the start so the work continues after we leave.
The principle
Our aim is to help you work without us. We coach your senior leaders and train staff to support their colleagues. When we leave, those skills stay in your business.
Two ways we help your people lead
PATHFINDER® — Coaching senior leaders
One-to-one support for senior leaders
Personal coaching for the senior leaders responsible for a change project. These leaders are often called sponsors. We help them make decisions, guide teams and lead with confidence.

Who it's for: Senior leaders who need to take an active role, support their teams and make timely decisions.

What it changes: Leaders take clear responsibility for change. They make important decisions and give their teams practical support.
CHAMPION® — Training staff to support change
Selection · Training · Ongoing mentoring
We train a network of staff who help colleagues understand and use changes. These change champions share clear messages, listen to concerns and help solve problems.

Who it's for: Staff supporting change, project managers, people acting for senior leaders and others who explain change to colleagues.

What it changes: Your own people keep the work moving. Their skills also help with the next project, without relying on outside consultants.
How your people lead the work
MCW
Practical methods + coaching
→
Senior leaders
PATHFINDER® mentoring
Guide teams · make decisions
→
Trained staff
CHAMPION® programme
Explain · listen · support
Zahid Group — their own people leading change
At Zahid Group in Saudi Arabia, MCW supported a business software launch for 7,000 staff. We trained and coached 40 internal change champions to help colleagues across 30+ sites and two divisions. After MCW left, Zahid's people continued to support the new ways of working.
The result for your organisation
◈
Skills that stay
Trained staff and confident leaders continue to use their skills after we leave. They also help the next project.
◉
Knowledge stays with you
Your team keeps the knowledge, tools and leadership skills built during our work together.
◎
Faster future programmes
Each project builds your team’s skills. This helps future projects move faster, cost less and last longer.
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
AreaWhat it delivers
Shared project leadershipClear roles for senior leaders and agreed ways to make decisions.
Clear decisions and prioritiesAgree priorities, raise problems early and share responsibility for results.
Teams learning togetherBring teams and trained change staff together to share experience.
One clear storyShow how each project supports the business plan.
Sharing lessonsReview 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.
How MCW works
We work with your people to make change last. The experienced person you meet delivers the work. Your team keeps the skills after we leave.
Our approach — helping people understand and lead change
We help people understand why change matters and shape how it works. Our methods include LASER, Appreciative Inquiry and WOVEX. We work with your team so they can continue without us.
From the first check to lasting results
Assess
Assess · agree direction
→
Prepare
Strategy · team
→
Plan
Plans · support for staff
→
Launch
Communication · training
→
Keep improving
Results · lasting habits
Six areas of support
Coaching senior leaders — PATHFINDER®
One-to-one coaching for senior leaders responsible for change. Help them guide teams, make decisions and lead with confidence.
Change champions — CHAMPION®
Select, train and coach staff to explain changes, listen to colleagues and support new ways of working.
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.
Fees — choose what fits your business
Fixed fee
Agree the work, results and total fee in advance.
Success fee
Part of our fee is linked to agreed results.
Co-invest
Share the investment, risks and rewards. This can suit longer projects.
Fees linked to results are optional. We agree terms that fit your business and purchasing process.
Our results
18
years delivering change
7,000+
staff in one project
50%
cost reduction delivered
200%
return on investment in new ideas
Key example — Zahid Group
Saudi Arabia · Family-owned business group
Business software · 7,000+ staff · Your team leads · 30+ sites
One of Saudi Arabia's largest family-owned business groups trusted MCW to deliver major change and build skills in its own team.
The challenge
Replace older IT systems with InforM3 business software across a Saudi group with 7,000 staff. Build skills in its own people at the same time.
What MCW did
Set up a team to lead change. Selected, trained and coached 40 staff to support colleagues across 30+ locations.
The result
Successfully launched the business software across two divisions and 7,000+ staff. Trained staff continued the work after MCW left.
"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
Other client results
ClientChallengeMCW resultRelevant experience
Emirates Post
UAE		 New digital services, changes in working culture and a new customer app brand Trained staff helped maintain new ways of working after launch. UAE · digital
HMRC
UK government — after a merger		 Bringing two major government departments together after a merger 200%+ return on investment in new ideas within months; change across many projects. Many projects
British Red Cross
Multi-site		 New ways of organising human resources (HR) and staff training, with lower costs 50% reduction in HR staffing costs. Staff helped design the changes and the business took responsibility for them. Business improvement
Why MCW for large family groups in the Gulf
Experience with business groups in the Gulf
Our work with Zahid in Saudi Arabia, Emirates Post in the UAE and Saudi Aramco gives us experience of how large groups work in the region.
Experience across several businesses
We have delivered change across 30+ locations. We understand the challenges when each business has its own leaders, culture and priorities.
Skills stay with your people
We coach leaders and train staff so your business keeps the skills after our work ends.
Experienced people stay involved
The experienced person you meet delivers the work. We do not hand it to a junior team, and your people keep the knowledge.
Case studies
Examples of our work in the Gulf, the UK and other markets. Each project helped client teams build lasting skills. Zahid Group is our closest example for a large family-owned group in the Gulf.
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.
Discovery & audit
Can both businesses deliver the deal plan?
A quick assessment for senior leaders. Find the few issues that could stop the deal delivering its expected value.
A short survey, focused interviews and workshops show how ready both businesses are. We check whether each business can deliver the deal plan. We also find differences that could make it harder to bring them together or deliver the expected results.
A short survey to check skills and readiness
Our Discovery & Change Audit uses the survey-led approach from MCW's local-government work. We assess how developed each business's skills, systems and ways of working are. This is called a capability maturity assessment.

We use the same questions and assessment method in both businesses. This lets us compare their strengths and gaps fairly. Interviews, supporting evidence and workshops help us check the survey findings.

The aim is a quick, clear assessment for senior leaders, not a long consulting project. We focus on the few issues that matter most before the deal or soon after it.
What we check in both businesses
Strategy
Does everyone understand the deal plan? Are there clear priorities, skills and resources to deliver growth, savings and better performance?
Leadership
Do leaders agree on the results expected and who is responsible? Could differences in how they lead or make decisions slow progress?
How the business is organised and run
Are roles, processes and responsibilities clear? Can they support the results expected? Could differences between the businesses make it harder to bring them together?
People & culture
Do people have the skills and time needed? Could different working cultures or the loss of important staff put results at risk?
Systems
Can technology, data and processes support the deal plan? Which systems may be hard to connect, and what could delay results?
Decisions and responsibilities
Is it clear who makes decisions and who is responsible? Can both businesses track progress and check the value delivered?
Ability to manage change
Can each business manage the changes needed? Check leadership support, staff skills and readiness to use new ways of working.
Why we compare both businesses
Is each business ready? Can they work well together?
A business may work well on its own but not be ready for the deal. Comparing both businesses shows where differences in skills, systems or working habits could cause delays. We focus on the gaps that could affect your deal plan, not every difference.
How the assessment works
1 · Agree the deal plan
Agree the deal plan, expected results and stage of the transaction. Decide who to involve from the buying business and the business being bought.
2 · Short readiness survey
Ask the same short set of questions in both businesses. Cover strategy, leaders, business structure, people, culture, systems, responsibilities and the ability to manage change.
3 · Focused interviews and evidence
Talk to the right leaders and teams about the main gaps. Check survey answers against evidence and find issues that could affect the deal plan.
4 · Focused workshops
Check the findings together, discuss different views and agree the few issues that matter most.
5 · Findings and priorities for leaders
Show how ready each business is, explain the main risks and agree the most important actions before the deal and soon after it.
Choose support based on the findings
LIGHTHOUSE® — helping leaders agree a clear direction
If leaders need a clearer shared direction, a LIGHTHOUSE® workshop helps them agree goals and what success means. Other needs may call for PATHFINDER® leadership coaching, CHAMPION® staff training or help with business structure and bringing teams together. The findings guide the next step.
What you receive
Side-by-side readiness summary
A colour-coded summary compares both businesses across the seven areas. It shows strengths, gaps and important differences.
Risks to the deal plan
A clear view of gaps in skills, systems or working practices that could stop the deal delivering the results you expect.
Priorities before the deal
The few issues to address before you commit, and what they mean for readiness and expected value.
Action plan for soon after the deal
The most important actions, who is responsible and how to measure progress towards the expected results.
Quick, focused assessment · fee credited against later work
A short assessment for senior leaders, not a long consulting project. Check both businesses, find the differences that put value at risk and agree what to do next. The audit fee can be credited in full against later MCW work.
Our people
Experienced consultants stay involved throughout the work. The people you meet deliver your project, rather than passing it to an inexperienced team.
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.
The team proposed for Al Ghurair
Jonathan Pilgrim
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
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
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
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
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
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
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
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.
Why MCW
We help your people lead change without depending on consultants. Experienced consultants work with your teams to build confidence, skills and clear results.
We help your team deliver the project and build the skills to continue after we leave. Your leaders and staff help design the solution, take responsibility for it and make it work.
What we do
Experienced consultants only
Senior consultants who have led major change programmes themselves. Your project is not a training exercise for inexperienced staff.
Build solutions with your team
Your leaders and teams shape the solution with us. They take responsibility from the start, not just at the end.
Share practical knowledge
We coach leaders, train staff and share practical tools. Working together builds skills and confidence.
Work on site where it matters
75%+ of the delivery work we charge for can take place on site with your leaders and teams. This helps us understand the business and work closely together.
Give honest, helpful advice
We give clear, honest advice, even when it is not what people expect to hear. The aim is the right solution for your business.
Focus on results people use
We measure results, leadership skills and whether people use the changes. Producing reports alone is not success.
What we don't do
A common consulting approachMCW 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 develop the answer with your leaders and teams.
Large teams and continuous billing become the default.We use the team size you need and only charge for the days required.
Reports and presentations become the main result.We create useful tools, shared goals and skills your team can use.
Consultants working at a distance may not understand the business well.We work with your teams, on site where that helps most.
Knowledge and skills leave with the consultants.Your people keep the skills, tools and confidence to lead the work.
Flexible fee options
Time and materials — pay for work done
Useful when the work may change as we learn more.
Fixed Price
Useful when the work, results and targets are clear.
Fees linked to results
Useful when fees can be linked to agreed financial or business results.
Our measure of success
The solution should belong to your business, not MCW. Your leaders and teams help shape it, lead it and deliver it, with our support.
In one line
People first. Clear results. Skills that stay.
Protecting and Realising Acquisition Value
Acquisition Value Assurance checks readiness before the deal. Value Realisation helps deliver the expected results after it.
Financial and legal checks help you decide whether to do the deal. MCW checks whether the business can deliver the value you expect.

The risk is not just that bringing two businesses together is difficult. If you do not check their people, systems and ability to deliver before the deal, you may lose some of the value you expect. We work with boards, family offices, family businesses, private equity, investment offices and companies buying businesses.
Before and after the deal
Before the deal

Acquisition Value Assurance

Check whether the business can deliver your deal plan.

  • Readiness of the business structure and processes
  • Leaders working towards the same goals
  • Skills and ability to deliver
  • Readiness of systems and technology
  • Risks linked to people and working culture
  • Risks when bringing the businesses together

Output: a clear view of readiness, risks and priorities before you commit.

After the deal

Value Realisation

Deliver and measure the results in your deal plan.

  • Putting the business structure and processes in place
  • Leadership, decisions and clear responsibilities
  • Building skills in your team
  • Connecting systems
  • Teams working towards the same goals
  • Delivery

Output: growth, savings and better performance from the combined businesses.

From deal plan to real results
  1. Deal plan
  2. Expected value
  3. Skills and ability to deliver
  4. How the business is organised and run
  5. Delivery
  6. Value delivered
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.
Working alongside Curtis, DIFC
Adding business readiness checks to legal checks
MCW has worked alongside Curtis, Mallet-Prevost, Colt & Mosle LLP in the Dubai International Financial Centre. Their legal checks were supported by our work on business readiness, people and culture. The aim is not just to complete the deal, but to help the businesses work together and deliver lasting value.
Where the deal can lose value
What can reduce deal valueHow MCW helps reduce the risk
Working cultures do not fit togetherCheck working cultures early and agree a practical plan for bringing teams together.
Leaders disagree on goalsHelp leaders agree goals, decisions, responsibilities and the pace of change.
Important staff leaveFind where important staff may leave. Help leaders listen to concerns and communicate clearly.
People are slow to use new ways of workingCoach leaders, train staff to support colleagues and track use of the new ways of working.
The combined businesses do not deliver expected gainsAgree 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.
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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.