Case studies and testimonials

Allianz Egypt

Allianz Egypt (AZEG) is the local Egyptian operating entity of Allianz Group, covering Life and Non-Life insurance. The Group started as a minority shareholder in the Arab International Insurance Company (AIIC), then acquired 85% of AIIC in 2000, before rebranding under the official Allianz name in 2004. Today, Allianz Egypt is represented in various branches across Egypt, among them New Cairo, Maadi, Nasr City, Dokki, Alexandria, Port Said, Assuit, Mansoura, Hurghada, and Sharm El Sheikh.

Allianz Egypt grew over the years to become a leading insurance company in the country. Nevertheless, the political, security, and economic developments in Egypt since 2011 represented serious challenges for Allianz Egypt; among the more recent ones is the significant devaluation of the Egyptian Pound.

Allianz Egypt asked CDS to support the company in reengineering its core insurance processes, with the aim of improving the company’s mid to long term performance over 3 dimensions / Key Performance Indicators (KPIs): FTE utilization, cost optimization, and customer satisfaction.

During the first phase of the project, CDS worked on developing an institutional fact finding for Allianz Egypt. The findings showed both organizational and operational strengths, in addition to areas with potential for significant improvement.

The second phase of the project consisted of a series of process reengineering workshops conducted as per the CDS methodology and that involved more than 50 business owners from all departments and lines of business. Over a period of 5.5 months, Allianz Egypt and CDS worked collaboratively to:

  • Design a total of 81 processes, covering all core operations activities and including principles, policies, procedures, and authority limits matrix defined according to best practices and the company’s internal capabilities and resources
  • Align the operating model and organizational structure with the newly designed processes
  • Develop job descriptions for all defined positions

Subsequently, all the changes were formalized and their impact on operational efficiency, cost optimization, and customer satisfaction was assessed and quantified as follows:

  • A 20% increase in production per FTE
  • A 23% to 34% decrease in sales meeting duration
  • An 80% decrease in the cycle time to deliver a new policy to the client
  • A reduction in client request execution time, set at 2 working days
  • A more digital approach adopted throughout the company, leading to a significant drop in the amount of hard copy documents and physical signatures transitioning between entities
  • A transformation in the company’s culture to become more customer centric, driven by Sales rather than controlled by Operations

Finally, as part of the CDS change management methodology, all the actions required for a successful implementation of the new processes, operating model, and organizational structure were clearly defined and grouped in a detailed transformation roadmap.


CDS’ level of commitment and professionalism was immediately apparent. We also appreciated the fact that their approach was more personal than commercial. CDS helped our people realize their potential. As a result, they experienced a profound change in attitude that saved their careers while benefiting the company. Today, most of us realize that we were very fortunate to have worked with CDS and to have begun the re-engineering operation when we did. We are confident that our organization is now better equipped and staffed to face new global markets and the challenge of continuously changing conditions.


CDS’ approach to our business was refreshing, working as collaborative partners, engaging our employees to solve problems and design the solutions that placed us on the path to corporate success. Their differentiating factor was that they did not preach what to do, but helped us to identify what we needed to do and how to do it.

Rawabi Vallianz

Rawabi Vallianz Offshore Services (RVOS) is a joint venture between Rawabi Holding (Kingdom of Saudi Arabia) and Vallianz Holding (Singapore); the company started operations in 2011 and offers offshore services, including Offshore Support Vessels (OSVs), Anchor Handling Tug Supply (AHTS) vessels, Jack-Up barges and floating structures, in the KSA and other GCC countries. RVOS witnessed rapid growth and now operates one of the largest fleets of vessels in the GCC, but since it was established, it has been confronted with an increasing number of challenges, both at operational and managerial levels. With the drop in oil prices after 2014, RVOS also faced increasing pressure on margins.

In May 2015, RVOS recruited CDS to revisit its strategy and streamline all its operating, organizational and management systems. Other objectives were to optimize the cost base of the company and to develop a detailed roadmap to ensure that the strategy and business systems are all successfully implemented. CDS was also asked to setup and lead, during an initial phase, a Program Management Office (PMO) to support the company during implementation.

During the first phase of the project, CDS worked with RVOS’ executive management and shareholders to revisit and sharpen the company’s vision and mission, portfolio of products & services, target clients and geographical reach. During the second phase of the project, CDS worked with RVOS’ senior and middle Management to review and redesign the company’s processes, policies and procedures for both support and core functions including crew management, fleet and technical management, health and safety, and supply chain.  The organizational chart of the company, the distribution of roles & responsibilities, reporting lines and all job descriptions, as well as all management reports, management committees and the authority matrix were also reviewed and redesigned.

A detailed development roadmap with more than 100 initiatives was derived and a PMO was established to lead / manage the implementation phase. Over the following six months, the CDS team led, managed and operated the PMO; we worked hand in hand with RVOS team leaders and all internal support teams, and in full coordination with the company’s management. CDS also took direct responsibility to implement several critical initiatives, and closely monitored and reported on the progress of all initiatives to RVOS’ executive management.

CDS’ program with RVOS enabled the company to make significant improvements:

  • The internal teams were all aligned around a shared purpose, and the strategic framework allowed the company to focus on its core areas of competence and differentiation
  • In supply chain:  the purchasing cycle was optimized and shortened to ensure the timely and reliable supply of goods and services while proper controls were put in place. Fixed assets and spare parts management processes and policies were defined and implemented. The entire purchasing and suppliers’ databases were reviewed, assessed, re-organized and streamlined. Warehousing operations were also revisited to ensure a proper control and visibility of all inventories, in warehouses and on vessels
  • In Crewing: crew recruitment, crew management and the payroll processes were enhanced to ensure the constant and reliable supply of qualified crew on vessels and increased crew satisfaction. Proper recruitment screenings were put in place, a crew rotational plan was developed to ensure the timely staffing of crews on-board and mechanisms were defined to ensure that the best crew members are retained
  • In Operations: processes to ensure the proper planning and execution of inspections and audits were developed. Furthermore, processes and plans for preemptive maintenance were designed and implemented, critical spare parts lists were defined and requirements and planning for a technical workshop were developed. All this was done to reduce vessels downtime and maximize the operating life and condition of the fleet and hence its value
  • In HSE: control mechanisms and tools utilized to ensure safety of crew members on vessels and compliance with regulatory bodies were all reviewed and enhanced, and a crew induction program was put in place to brief crew members on operational, management and safety matters prior to joining the vessels
  • A major effort was also directed towards automation; CDS, working with Department Managers and the ERP team, helped define all required ERP functionalities, ensuring full alignment with the business processes

This major change management program was completed with the full support of RVOS’ Executive Management and with the involvement of a significant number of RVOS employees; it resulted in the successful rejuvenation of the company and a strengthening of its internal capabilities, while also transforming it into one of the leading Offshore Services players in the KSA.


It is quite refreshing to see a consulting company so committed to providing excellent service. There’s no doubt that CDS sits at the top of the list when it comes to the best consultancy in the Middle-East. They consistently deliver the highest level of service, while at the same time offering the best solutions in design and budget. This is a company that has earned both our trust and respect.


We are delighted with the quality of services provided by CDS consultants, their determination to exceed requirements, satisfy clients, and provide persuasive solutions.


The Saudi Arabian Drilling Academy (SADA) was established in Saudi Arabia in 2017 with the aim to provide academic, drilling and related services vocational training for Saudi nationals.

The Academy aims at developing specialized programs & curricula and graduating skilled Saudis to hold jobs in the drilling industry in order to meet the requirements of the local drilling industry workforce while supporting Saudization efforts of its stakeholders. Supported and funded by international and Saudi private drilling companies, SADA is provided with logistic support by Saudi Aramco and the Technical Vocational Training Center (TVTC). Thirty-four drilling companies currently operating in the Kingdom sponsor SADA’s students.

As part of its continuous development and in order to further develop its capacity and capabilities to accommodate a growing number of trainees, the Academy needed to review and update its existing organization structure to be able to support the achievement of its vision, strategy, and objectives.  

CDS’ intervention extended over a period of six weeks and consisted of two phases:

  • A first phase to assess the current situation and understand the vision, strategy, and objectives of SADA. During this phase, CDS team held numerous interviews with SADA key executives and managers, conducted an in-depth analysis of the current situation, and developed a solid understanding of the Academy’s strengths, limitations, and areas or functions with a potential for significant improvement, as well as the vision, strategy, and objectives the Academy aims to achieve
  • A second phase, during which SADA’s organizational model was developed. This covered the design and detailing of:
    • An updated organizational structure including updated titles & reporting lines
    • Job descriptions of key managerial positions based on the new organizational structure
    • Manning requirements based on the Academy’s objectives and the updated organizational structure
    • Required Management Committees including key responsibilities and participants
    • An updated Management Guide
    • An implementation roadmap highlighting key recommendations and initiatives to lead and implement as part of the SADA development program

This reorganization exercise will bring several benefits to SADA, including:

  • An optimal organizational model that best serves the Academy’s strategy and objectives, and supports its operations
  • Enhanced overall organizational effectiveness and efficiency
  • A clear allocation of roles & responsibilities and reinforced accountabilities
  • Improved resource allocation
  • Enhanced performance monitoring and control through the establishment and activation of the required Management Committees

Ghabbour Auto

GB Auto (Ghabbour Auto) is the market leader in the automotive sector in Egypt. Following its successful initial public offering [IPO] in the summer of 2007, GB Auto’s Board of Directors identified the urgency of institutionalization to enable the company to attain strategic focus, achieve the planned growth, streamline its activities, prepare for diversification (offerings and markets), and ensure proper management and retention of its human capital. As such, the company hired CDS to lead, manage, and execute the 34-month Ghabbour’s Institutionalization Program [GIP].

The first phase of the program involved working with GB Auto’s Board and executive team to define and formalize the company’s vision, mission, and values, as well as strategic development initiatives for the Group and for each business unit. Corporate governance mechanisms were also established and a target corporate organization structure was designed.

The second phase consisted of the development of modern and optimal operating and organizational systems for the various functions (sales, after sales, operations, supply chain, finance, HR, IT, etc.) for each of the business units and at the corporate center. A CDS proprietary process was followed to ensure buy-in for the developed recommendations and to validate their implementability. In all, over 500 employees and managers of GB Auto participated in this phase to develop approximately 350 unique processes.

The third phase involved setting up a Program Management Office in charge of implementation project management and monitoring. During the implementation phase, CDS focused as much on the cultural and human aspects as on the technical process of the change.

Realizing the importance of the human element in implementing and sustaining the new business systems, CDS also designed and implemented a new system for compensation and benefits that promotes internal equity, achieves a competitive position in the market, and attracts and retains talent.

Once the front-end as well as support activities were well underway, CDS’ focus was turned to the multiple manufacturing sites (passenger cars, trucks, trailers, etc.). The objective was to streamline the management and the processes associated with running the plants and also to improve the productivity of each manufacturing unit. A holistic approach based on CDS’ methodologies was selected by GB Auto’s management, where all aspects of the manufacturing strategy and operations were assessed and redesigned, and new operating modes were put into place. This included critical areas such as quality management, whereby, using KPIs, the GB Auto manufacturing management team now focuses on, and has full visibility of the areas requiring their attention to produce high-quality vehicles.


When initially comparing CDS’ proposal of an involvement lasting in excess of eighteen months, as compared to the four to six months of all other consulting firms, I was worried that momentum would be lost over such a long period. Today I can say that I am extremely happy CDS was able to convince me and the management team about the advantages of their approach, because the experience we gained over the last couple of years clearly showed me that—if trying to do the same in a materially shorter period of time— we would not have been able to achieve the results already in place, and most likely we would simply have created significant turmoil and confusion, probably leading to a worse performance.


CDS was selected by the Board of Directors ahead of other major international names, not only because of its breadth of regional experience and understanding of regional culture, but also because it promised a long-term partnership with GB Auto to ensure the successful completion of the company’s goals. Our Chairman and CEO, Dr. Raouf Ghabbour, is extremely pleased with the final result and effort of CDS and testifies that, without completing such an exercise with CDS, he cannot see how the business could continue to grow successfully at the rates that he envisions, nor how he could have attracted the management talent that the company is now beginning to enjoy.

Ministry of Social Affairs

The Lebanese Republic, through its Ministry of Social Affairs [MoSA], provides social support to all communities in the country. Given its limited internal capabilities, MoSA operates and makes the desired social impact through a close partnership with accredited Civil Society Organizations [CSOs].

MoSA tasked CDS to review and optimize the full contractual relationship / cycle between MoSA and CSOs, from accreditation to execution and evaluation / renewals.

The first phase of the project consisted of an in-depth study of the social environment in Lebanon and a thorough assessment of MoSA’s current state which was benchmarked against international case studies, covering its role, objectives, scope, organization, as well as its contractual cycle and activities. The findings highlighted numerous areas for improvement, optimization, and modernization.

During the second phase of the project, CDS worked collaboratively with MoSA to challenge and define the Ministry’s objectives, current focus, and future priorities, and consequently set the policies and guiding principles for reorganizing MoSA’s contractual relationships.

Based on the outcome of phases one and two, and following a series of brainstorm sessions and workshops conducted as per CDS methodology, the detailed framework and operating systems for MoSA’s contractual cycle with CSOs were defined, covering:

  • Detailed definition of “beneficiaries” and “social services / products”, their classification, as well as the eligibility criteria of beneficiaries for each service / product
  • The general and specific conditions for contracting with the MoSA, covering the accreditation by type of CSO
  • Policies, procedures, standard forms, and authority limits matrix defined for the entire cycle from accreditation to execution and evaluation / renewals, according to best practices and the Ministry’s internal capabilities and resources
  • Allocation of roles & responsibilities among MoSA, CSOs, and third parties (e.g. beneficiaries)
  • Set of metrics for effective measurement of social impact
  • List of IT requirements grouped in a book of specifications for IT development
  • A detailed implementation roadmap, including all initiatives needed for the successful and timely implementation of MoSA’s newly designed contractual framework with CSOs

This assignment allowed MoSA to modernize its contractual relations with CSOs and institutionalize the entire process with them enabling correct accreditation, CSO’s compliance with contractual obligations, and accurate measurement of social impact to ensure optimal contribution and continuous improvement. The proposed solutions were translated into ministerial decrees and an IT book for development.

Asharqia Chamber

Asharqia Chamber is one of Saudi Arabia's oldest and well-established service organizations. It is devoted to the development of the Eastern Province private sector activities, and to the provision of unique services to the business community in the Province.

Since its establishment in 1952, Asharqia Chamber has played a pioneering role in the Kingdom, implementing innovative events, securing ISO Certifications, and earning numerous awards; as such, it has been recognized as being a role model Chamber in the KSA, earning itself a strong reputation and credibility. To maintain the Chamber’s financial sustainability, impact, and contribution, the Board of Asharqia Chamber worked with CDS with the objective to diversify its sources of revenue and enhance the quality of its services, thus maximize the value added to all its stakeholders. This assignment entailed reviewing the Chamber’s vision, mission, values, strategy, and governance mechanisms, while ensuring their alignment with the economic development programs of the Kingdom including Vision 2030, and with all applicable regulations.

Following a rigorous assessment and understanding of the Chamber’s current situation, and based on global and regional trends & case studies, CDS led, in close collaboration with the Chamber’s Board members, the development of the Chamber’s vision, mission, and value set and the design of its new strategy based on which the organizational structure has been adapted enabling:

  • Enhanced strategic focus which supports the realization of Vision 2030 in the Eastern Province and ensures the allocation of the Chamber’s resources to activities that enhance and diversify revenues, in line with the Chamber’s new strategy
  • An improved and diversified portfolio of services that supports the Chamber’s new purpose, accounts for emerging market trends, and adds real value to members
  • An optimal organizational structure that serves the Chamber’s strategy

Based on global best practices and local regulations, CDS revisited the Chamber’s Board governance and put in place enhanced governance mechanisms that reinforce oversight and control, and improve decision making.

To trigger an improved human resources management, CDS conducted a methodical and objective assessment of key Executives and Managers at the Chamber and defined accordingly a clear action plan to bridge any gaps between the existing and required skill sets.

The last phase of the project focused on detailing all the actions required for a successful deployment of the revised vision, mission, value set, strategy, and governance mechanisms, and integrating them into a comprehensive execution plan, including the action plan above. Additionally, CDS supported Asharqia Chamber in integrating within its organization the Project Management Office (PMO) that will manage and oversee the implementation of the execution plan.



Mr. AbdulRahman Al-Wabel: Secretary General of Asharqia Chamber

"Through its excellent partnership with CDS and the strong and productive collaboration with this firm, Asharqia Chamber has achieved a remarkable leap forward by designing its new strategic roadmap to address the aspirations of the business sector and the economic developments of the Eastern Region in the Kingdom of Saudi Arabia."