Corporate finance and value creation for the Saudi market

Both. We help grow the value of the business and run the finance function day to day (reporting, forecasting, KPIs, investor relations), and we lead the financing, partnership or acquisition when the moment comes.

Yes, in most sectors, but they generally need an investment licence before they can hold shares, and some activities carry restrictions or extra approvals. In practice this is a sequencing and documentation question that belongs in the process plan from the start, not a late surprise. We factor the regulatory path into buyer selection and timeline, and we work alongside your Saudi legal advisors, who own the licensing work itself.

Usually between the ambition and the numbers. Growth plans, new ventures and partner discussions all demand reporting, forecasting and governance that many family groups have not needed before, and building a full in-house team takes years. We provide that finance capability month to month, work with the next generation stepping into leadership, and prepare the group for the financing, joint venture or acquisition its plans require, then run that process when it comes.

Saudi banks lend against demonstrated cash flow and strong documentation, so preparation decides the outcome. Before any approach, you want audited numbers reconciled with management accounts, a forecast that separates the existing business from the expansion, and a clear statement of what the financing funds and how it repays. We build that package, assess realistic capacity, and run the conversation across several banks so you compare real terms instead of accepting the first structure.

Both sides of that table need the same things: a valuation both parties believe, a structure that reflects who contributes what, and an agreement about governance and future capital. We support Saudi partners preparing for those discussions and international entrants assessing them, including diligence and financial analysis of the local partner or the venture itself. Getting this right at the start is cheaper than renegotiating a live partnership later.

A short note on what you're trying to do, your latest accounts, a recent forecast or model if you have one, any partner or investor materials, and the deadline or decision you're working toward.