Growth without profit
Revenue is moving, but contribution, working capital or overhead makes the trajectory unsustainable.
Retail turnaround leadership
Turnaround begins with the economics—not the theatre.
When growth, margin and cash stop moving together, the job is to expose the real operating problem, align ownership and management, then rebuild momentum in the right order.
The turnaround agenda
A disciplined reset across the commercial and operating system.
Diagnose the value leak
Separate proposition problems from pricing, margin, inventory, fulfilment, cost and governance failures.
Protect cash and contribution
Prioritise the decisions that restore control while preserving the parts of the business customers still value.
Reset the operating cadence
Create visible measures, clear owners and a decision rhythm that connects the boardroom to weekly trading.
Build the next engine
Translate the repaired core into a credible growth, distribution or digital-commerce model.
Perspective
Experience behind the approach
At Salman Corporation, Haris led a board-mandated group turnaround spanning retail economics, cost and inventory discipline. The work developed into Miraq Lifestyle, a new venture shaped around a regional distribution mandate and Saudi Arabia's growth potential.
That experience informs work with owner-led and family businesses where transformation must respect the existing enterprise while changing how it creates value.
Common situations
Family-business transition
Owners need stronger governance, a modern commercial model or a clear boundary between ownership and execution.
Digital underperformance
E-commerce exists, but remains a channel rather than a connected operating model.
New-market pressure
Expansion is adding complexity faster than the organisation can absorb it.
Next conversation
Need a clear turnaround thesis?
Share the current economics, operating constraint and ownership context.