Strategy. Turnaround. Growth. Wealth Creation.
When we sit with business owners, CEOs and investors, what we hear first is the gap between the business they have and the business they're trying to build.
They stall because, over time, strategy becomes disconnected from execution, capital is deployed without discipline, governance frameworks lag behind growth, and the business loses its ability to create — and capture — value.
Together, these erode enterprise value, reduce investor confidence, and limit what the business can become.
We don't arrive with a framework and a slide deck. There is a fundamental difference between advising on a transformation and having lived one. The founders of Presence Practice have managed commercial operations across more than 100 countries, led organisations through restructuring, turnaround and rapid scaling, and sat in the chair where the decisions — and their consequences — were theirs alone to own.
We don't hand over a report and leave. Engagements begin with a structured diagnostic — understanding the business, the leadership, and where the real constraints on performance or value creation lie. The goal is not a better strategy document. It is a business that knows where it is going and is building value that is real, visible and realisable.
How the business sets priorities, allocates resources, and positions itself for sustainable competitive advantage.
How governance, operations, and financial discipline translate strategy into consistent, measurable results.
How the business structures, accelerates, and ultimately realises its value — through growth, capital events, or generational transition.
| Lever | What we do | What good looks like |
|---|---|---|
| Strategy & Direction | Defining strategic priorities, identifying real growth levers, and structuring the business to capture them. Market entry, portfolio review, competitive repositioning, and turnaround planning. We diagnose the real constraints first — then build the strategy around removing them. | Non-performing assets revived and repositioned. Sustained revenue growth across MEA, India, CIS and Turkey. Commercial operations scaled across 80+ countries with a global enterprise. Clear strategic priorities the leadership team can execute against. |
| Performance & Execution | Embedding governance frameworks, decision rights, and management rhythms that allow a business to perform consistently at scale. Particularly valuable for family businesses professionalising ahead of external investment, or organisations that have grown faster than their operating model. | A SAR 10bn+ enterprise transformed to world-leading brand status within a defined strategy period. Multiple large-scale organisational transformations across complex multi-market environments. Sustained profitability improvement across diversified portfolios. |
| Value & Transactions | Supporting business owners through the full transaction lifecycle — trade sale, PE investment, IPO, or inter-generational transfer. Value enhancement, deal positioning, investor readiness, and the discipline to see it through to completion without losing value in the process. | IPO readiness and execution across multiple markets. Strategic repositioning that directly increased investor confidence and enterprise valuation. Succession and governance structures built to preserve family business value across generations. |
Engagements usually begin by understanding the business, the leadership, and where the real constraints on performance or value creation lie. This is not a standard framework applied uniformly. Every diagnostic is shaped by what we actually find.
From there, the work is sequenced deliberately: stabilise what needs stabilising first, then build what needs building. We have seen too many transformations fail because the ambition of the build phase outpaced the stability of the foundation.
We do not hand over a report and leave. We stay in the room. We work alongside leadership to implement, adapt, and sustain. And we measure against the outcomes we agreed at the start — not against the activities we completed along the way.
From a founder trying to scale for the first time, to a family business preparing for the next generation, to a board managing a complex multi-market portfolio.
Governance that preserves legacy while improving performance. Succession planning and generational transition. Professionalising the operating model ahead of external investment or a sale. Bridging family and institutional interests.
Portfolio company transformation through operational rigour. Value creation strategy and execution. Market due diligence and strategic repositioning. Exit preparation and deal positioning.
Regional market entry and expansion. Operating model design and governance. Leadership and cultural alignment across complex, multi-country environments. Stakeholder management with governments, regulators and institutional partners.
Scaling from a working idea to a durable business. Investment readiness and go-to-market strategy. Building the governance and operating model that growth requires — without losing what made the business work in the first place.
Combining enterprise transformation, governance, capital markets, and special situations expertise.
Global executive with more than three decades of leadership experience. Led enterprise strategy, turnaround and transformation across 100+ countries. Recognised as Global Leader of the Year 2024-25 and Best CEO in Automotive Sector 2023.
Senior executive and board advisor with more than 20 years of leadership experience across Europe and the GCC. Specialises in transformation, governance and growth within complex and family-owned enterprises. Track record includes Group CEO-level leadership and landmark transactions including a reverse IPO.
Senior investment and corporate advisory leader with more than 30 years of experience, including 17 years in the GCC. Former Chief Investment Officer and Partner. Deep expertise in complex and special situations, restructuring, M&A, capital markets and family office advisory.
But strategy without the people to execute it, the finance to fund it, and the technology to enable it is just intention. The integrated model is what makes the difference between a plan and a result.
Whether you are navigating a turnaround, preparing for a transaction, or building a business you can be proud to hand over — it starts with an honest conversation. No agenda. No obligation. Just clarity on whether and how we can help.