The Middle East is home to a large concentration of multisector investment companies, including sovereign wealth funds, private equity firms, and diversified conglomerates, many of them family-owned. These multisector investment entities contribute to the majority of their country’s value creation and growth, in terms of GDP, employment, and foreign direct investments. They typically own investments across asset classes such as operating companies, financial investments, real estate, and infrastructure; across sectors such as banking, construction, consumer, and manufacturing; and across geographies such as the GCC, other MENA countries, or globally.
Strategy& serves all multisector entities in the Middle East, including sovereign wealth funds, private equity companies, diversified conglomerates, and family principals.
We have extensive regional and global experience working with diversified entities on a wide range of topics, including investment strategy, corporate operating model, corporate finance, and governance. We also support the institutionalization of family-owned conglomerates as they evolve from family-focused entrepreneurial businesses to professional corporations that separate the business from family assets, services, and rights.
With deep insight into regional family businesses, conglomerates, and the investment market, our Arabic-speaking team of experienced professionals has served clients across the MENA region and Europe. Our collaborative approach with our clients enables us to develop tailor-made strategies and solutions.
A Pan-Arab GCC-focused joint-stock company that conducts equity investments and wholesale lending engaged Strategy& to develop a five-year strategic business plan.
A GCC investment company wholly owned by a sovereign wealth fund retained Strategy& to develop its local direct investment strategy and policy.
Due to slowing growth in its core business and excessive exposure to the distribution of one brand, a leading MENA-region family conglomerate was searching for diversification opportunities.
A family-owned business that operates in the distribution business and manages investments wanted to review its corporate strategy and governance model.
The private equity arm of a large international bank wanted to acquire a stake in a company dealing in the tissues and diapers markets in the MENA region.
A UAE investment company conducting private equity investments in the GCC wanted an assessment of the opportunities in the healthcare and education sectors.
A high-net-worth European family engaged Strategy& to define the optimal business and operating models for its single family office (SFO).
A GCC-based family conglomerate welcoming the family’s second generation into the business ranks was experiencing discord and divergent interests among the beneficiaries.