Financial Challenges. Structured Solutions. Measurable Outcomes.

Challenge
A growing Dubai contractor was winning larger projects, but its banking facilities had not kept pace. Working-capital headroom was tight, and the business needed materially more capacity to mobilise and deliver.

Analysis
We examined the financials, pipeline and facility structure the way a credit committee would — working-capital ratio, debt-to-equity, receivable quality and WIP conversion — to pinpoint exactly what lenders needed to see.

Action
We rebuilt the financial presentation, structured the right mix of facilities, and managed relationships across multiple banks — growing capacity in stages as the business strengthened.

Result
Banking facilities were built from AED 14M to AED 101M across 10+ banking relationships.

Banks fund a well-told balance sheet and reliable cash flows — not the size of an order book.

Challenge
An AED 80M project carried an AED 30M funding requirement that did not fit a conventional corporate loan — and standard requests risked being declined.

Analysis
We started with the economics of the project — contract value, payment terms, mobilisation, procurement, payment certificates and retention — to see precisely when cash would move and where the gap sat.

Action
We modelled repayment to the certification cycle rather than a flat monthly term, ring-fenced the project’s cash flows, and structured the request as project finance a lender could underwrite with confidence.

Result
The funding was structured around the project’s actual cash-flow cycle, with repayment visibility matched to how the money arrives.

Project funding should be built around the project’s cash-flow cycle — not simply the amount asked of the bank.

Challenge
A contractor’s order book was growing quickly, but cash was getting tighter — mobilisation, supplier and subcontractor commitments were rising while receivables arrived slowly.

Analysis
We tracked the leading indicators that move before the accounts do — uncertified work-in-progress, payment-certificate collection days and retention exposure — to locate where cash was leaking.

Action
We set a weekly measurement rhythm, tightened the certificate submission and collection cadence, and built a funding strategy to carry the working-capital requirement of growth.

Result
The business regained visibility over its cash position and could fund growth without being caught short between projects.

A bigger order book increases working-capital needs — growth has to be funded deliberately, not assumed.

Challenge
A project was generating strong revenue, but it was unclear how much profit would actually remain — costs, variations and subcontractor exposure were all moving.

Analysis
We built budget-vs-actual and cost-to-complete visibility, valued variations and assessed commercial exposure, so management could see where margin was really heading before the final account closed it off.

Action
We put project profitability on a regular reporting rhythm, quantified claims and variations, and flagged commercial exposures while there was still time to act.

Result
Management gained a clear, ongoing view of project margin — and could protect it rather than discover it at the end.

Revenue is not margin. The time to protect profit is during the project, not at the final account.