The register
Selected engagements
The register spans sovereign programmes, central banking, national utilities, and listed corporates. Every engagement below was delivered by the firm’s leadership; those contracted under BGMC’s name are identified in their titles. Clients are described by sector and geography, and named references are available to qualified prospective clients under non-disclosure agreement.
A SAR 1bn+ multi-sport national games programme in KSA: Finance Director
Situation
A multi-sport national games programme in KSA with an operating budget exceeding SAR 1 billion, delivered under ministerial oversight. The programme required a Finance Director to manage and execute the operating budget, lead cross-functional budget governance, and deliver financial, supply chain, and executive reporting directly to the ministry. Delivery was time-boxed, the spotlight was national, and budget discipline was politically sensitive.
Approach
Served as Finance Director for the programme, owning the SAR 1 billion-plus operating budget in full: budget construction, execution, variance management, and reporting. Led cross-functional budget governance across the programme’s sporting, operations, logistics, and marketing workstreams, holding spend to plan while the programme moved at event speed. Built live Power BI dashboards for Finance and Procurement, refreshed daily, so budget performance was monitored continuously rather than reported after the fact, and delivered executive financial and supply-chain reporting to the ministry and programme leadership on a sustained cadence.
Outcome
The programme was delivered within its operating budget envelope. Budget integrity held across cross-functional execution at event speed, ministerial reporting cadence was sustained through to delivery, and the live Finance and Procurement dashboards, updated daily, gave programme leadership continuous visibility over budget performance for the duration of the mandate.
A GCC central bank: enterprise Power BI dashboard estate
Situation
A GCC central bank seeking to standardise regulatory performance monitoring, financial analysis, and executive decision support across four departments. Existing reporting was fragmented across spreadsheets, departmental systems, and manually produced packs. Executive stakeholders, from the Governor’s office through operational directors, required a consistent reporting layer that would support decisions at national scale.
Approach
Designed and delivered an estate of eight enterprise Power BI dashboards serving four departments. Grounded the data model in the central bank’s source systems, with data quality and refresh governance engineered for institutional use. Tiered the dashboard design for Governor-level executive consumption, directorate-level operational management, and analyst-level drill-through, and embedded the estate within the bank’s internal reporting rhythm.
Outcome
Regulatory performance monitoring, financial analysis, and executive reporting moved onto a single governed Power BI layer serving the institution from the Governor’s office to its operational directorates: one version of the institutional numbers, replacing the fragmented spreadsheets and manually assembled packs the bank had relied on.
A KSA national utility: enterprise performance dashboards at national scale
Situation
A national utility operating multi-region infrastructure across KSA, with performance reporting fragmented across regions, functions, and source systems. Executive teams lacked a consolidated, real-time view of operational and financial performance, and KPI definitions varied between departments. The utility required an enterprise dashboard estate that would standardise KPIs and support decision-making from executive level to departmental operations.
Approach
Led the design and deployment of twelve enterprise Power BI dashboards serving eight departments and executive teams. Consolidated source data across regions into a governed data model, locked KPI definitions with the functional owners, and tiered the dashboard design for executive, departmental, and operational consumption. Embedded refresh cadence and data quality governance so the estate holds under operating pressure.
Outcome
The utility’s executive and departmental teams moved onto a single real-time performance layer with standardised KPIs across multi-region operations. Eight of the twelve dashboards now run live on the main screens of the utility’s central control rooms, where the core operational teams use them to monitor operations across the entire country. There is no harder adoption test for a dashboard estate, and this estate passed it: live in the rooms where the country’s operations are run, in daily operational use.
A KSA sovereign events investment fund: finance function build-operate-transfer
Situation
A newly-launched sovereign events investment fund with no finance function. The fund required its finance operating model designed, accounting operations stood up, a team recruited, an ERP brought live, and a multi-period budget developed, all within the launch window, and all built to transfer cleanly to permanent leadership.
Approach
Served as Finance Director under a build-operate-transfer arrangement during the fund’s launch. Designed the finance operating model, stood up accounting operations, and recruited the finance team. Directed the business side of the Oracle ERP implementation: business requirements, implementer oversight, and user acceptance testing. Developed the fund’s 18-month budget, ran the function through stabilisation, and managed the transition to permanent internal leadership.
Outcome
The fund launched with a working finance function: operating model designed, team recruited, ERP live, and an 18-month budget in place. The function was stabilised and transferred to permanent internal leadership within twelve months, completing the build-operate-transfer mandate as designed: built to be handed over, and handed over working.
A KSA sovereign-level authority: finance operating model transformation
Situation
A KSA sovereign-level authority whose finance operating model required revamp from the ground up. Policies and procedures, delegation of authority, organisational design, and management reporting had not been redesigned as one programme, and ERP capability required validation against the future-state design. The institutional profile of the authority demanded delivery at the highest standard of governance and confidentiality.
Approach
Led the revamp of the finance operating model as a single programme. Redesigned policies and procedures, the delegation of authority framework, and the organisational design. Built the management reporting frameworks connecting finance output to executive decision-making. Led ERP testing against the future-state processes to validate system readiness for the redesigned operating model.
Outcome
The authority moved onto a redesigned finance operating model, with policies, delegation of authority, organisational structure, and reporting frameworks aligned as one architecture and ERP readiness validated against the future-state design. The work was delivered to the standard of governance and confidentiality that an institution of this profile demands.
A mixed-use sports and commercial development in Amman: investor feasibility, financial model, and investor presentation (BGMC engagement)
Situation
An investor evaluating a mixed-use sports and commercial complex in Amman required an institutional evaluation of the opportunity before committing capital: a feasibility study rigorous enough to carry the investment decision, an integrated financial model capable of withstanding scrutiny from co-investors and financiers, and an investor presentation that could take the case to both. The mandate demanded the full arc of investment advisory, from market evidence through financial case to investor-facing materials, delivered as one coherent argument rather than three documents.
Approach
Built the engagement as an investment case rather than a document. Assessed market demand and positioning for each component of the development (the sports and leisure offering and the commercial spaces), grounded in local comparables and the demand drivers specific to each. Constructed an integrated financial model with a full assumption register, development phasing, and a scenario and sensitivity framework designed around the variables that move the investment decision. Structured the investor presentation around the financial case in the format capital providers expect: the opportunity, the numbers behind it, and the conditions under which the case holds.
Outcome
The investor received a decision-grade investment case: a feasibility study, an integrated financial model, and an investor presentation built to carry capital commitment discussions with co-investors and financiers.
A Dead Sea hospitality and real estate development: institutional feasibility (BGMC engagement)
Situation
The owner of a Dead Sea hospitality and real estate development required a feasibility study on a proposed hospitality operation: an evaluation rigorous enough to support a genuine go/no-go decision and a potential financing conversation, not a document written to confirm the concept.
Approach
Built the feasibility as an institutional evaluation across its three dimensions: market, technical, and financial. Grounded the market feasibility in comparable Jordanian Dead Sea properties. Assessed the technical feasibility of the proposed hospitality operation against the site and concept. Constructed the financial feasibility on an integrated model with a full assumption register, scenario and sensitivity framework, and break-even analysis, and framed the recommendation around the assumptions that drive the conclusion, occupancy, rate, and F&B capture, with the thresholds at which the conclusion changes.
Outcome
The owner received a full bankable feasibility study spanning all three legs of an institutional evaluation: market feasibility grounded in real comparables, technical feasibility of the proposed operation, and financial feasibility built on an integrated model with scenario, sensitivity, and break-even analysis. The investment decision, and any financing conversation that follows it, stands on a foundation built to lender standard.
A multinational pharmaceutical operator in Jordan: executive sales dashboards (BGMC engagement)
Situation
A multinational pharmaceutical operator in Jordan required executive sales dashboards that would give commercial leadership real-time visibility over territory, product, and representative performance. Underlying sales data was captured across multiple source systems but was not being turned into a consolidated executive view at the cadence commercial leadership needed for decision-making.
Approach
Scoped and designed the executive sales dashboards to match the commercial leadership’s decision-making rhythm. Mapped the underlying data sources, built the consolidated data model, and developed Power BI dashboards covering territory performance, product mix, and representative activity. Delivered the dashboards with documentation and a knowledge-transfer session for the client’s internal team.
Outcome
Commercial leadership moved from multi-system manual consolidation to a Power BI executive layer supporting weekly sales decisions.