The challenge
An international engineering consultancy was experiencing substantial organisational growth, with its workforce increasing from approximately 60 to 160 employees.
As the business expanded, its management systems, organisational structure and operating practices needed to evolve to support a larger workforce and increasingly complex operations.
The challenge was to establish greater consistency, accountability and management visibility while maintaining effective project delivery.
The approach
As a senior executive, Moein played a key role in strengthening the organisation's management and operational capability.
His work included:
- Reviewing organisational structures and management responsibilities.
- Developing and refining policies, procedures and job descriptions.
- Establishing key performance indicators (KPIs) for directors and key personnel.
- Implementing a project management platform.
- Strengthening operational reporting and management oversight.
- Supporting recruitment and organisational growth.
The outcome
The organisation expanded from approximately 60 to 160 employees, supported by more structured management arrangements, clearer responsibilities and improved systems for managing projects and organisational performance.
The work established a stronger operational framework to support the expanded business.
Why this matters to your consultancy
When an engineering consultancy grows from 20 to 50 employees, or from 50 to 100, informal management practices may no longer be sufficient.
Clear responsibilities, practical management systems and meaningful performance measures help leaders maintain control without introducing unnecessary bureaucracy.
Experience gained in a senior executive role with an international engineering consultancy.