What an operating partner does differently.
An implementation partner is measured on delivery: modules live, users trained, project closed. An operating partner is measured on the operation — the close is faster, the audit is cleaner, throughput is higher, the cost per unit is lower. We work to the second standard, and we write the metric into the engagement before the work starts.
That changes what we do first. We begin in the operation — the warehouse floor, the finance desk, the admissions counter — and map how the work is actually done before any platform decision is made. The technology follows the operating model, never the reverse.
It also changes who we answer to. Our sponsor is the executive whose operating metric moves if the programme succeeds: the COO, the CFO, or a sector-line CEO. We report against that metric monthly, for the life of the engagement.
- Modules live
- Users trained
- Project closed
- The close is faster
- The audit is cleaner
- Throughput is higher
- Cost per unit is lower
We write the metric into the engagement before the work starts.
Consultants and engineers, on the same engagement.
Most firms are one thing or the other: consultants who hand over a recommendation, or engineers who implement a specification someone else wrote. The gap between those two roles is where most transformation programmes are lost.
Our teams carry both. A principal who can read a P&L works alongside an architect who can build the integration — same engagement, same accountability, same room. Nothing is handed across a boundary, because there is no boundary to hand it across.
This is what allows us to commit to an operating metric at all. A firm that only advises cannot control delivery. A firm that only implements cannot change the operating model. We do both, so we can be held to the result.
An operational name, not a romantic one.
Al Jawad is the Arabic word for the noble horse — an animal that carried weight, moved over difficult ground, and was trusted where failure had consequences. In the Arabic tradition it stands for speed, strength and judgment. We chose it for what it demands of us.
Three kinds of work we decline.
Technology ahead of the operating model
If a client wants ERP to fix an organisational problem that is not a technology problem, the project will fail and the failure will be attributed to the software. We refuse those projects until the organisational work is sequenced first.
Licence-and-installer engagements
We are not the cheapest installer in the region and we should not try to be. Clients who arrive looking only for installation are referred to firms who specialise in that work.
Programmes without an accountable sponsor
We will not run a transformation reporting only to IT. The sponsor must be someone whose operating metric changes if the programme succeeds — typically the COO, CFO or a sector-line CEO.
The principals who run the engagements.
Every engagement is led by a principal who stays with it from diagnosis to handover. There is no separate sales team who wins the work and disappears — the person in the room during the proposal is the person accountable for the outcome.
Wassim N. Ghannoum
Managing Director & Programme Director — Directs the firm and its largest multi-entity programmes, and set the standard-first method every engagement follows.
View profile →
Mustafa Zeidan
Lead Functional Architect — Leads discovery and solution design, and is the single functional authority across entities.
View profile →
Sally Ismail
Account Manager — Takes a client's requirements from first demonstration to go-live, as the link between client and delivery team.
View profile →Credentials, not identity.
Odoo Gold Partner status is a credential and it stays visible. It is not the front door. We are platform-pragmatic by design: the right platform depends on the operation, not on what we resell.
Start a conversation.
Choose the one that fits where you are. None of them is a sales call. Each is an advisory conversation calibrated to a specific question.