Measured in outcomes,
not outputs.

The Situation

A UAE-based dealer group operating seven franchises had experienced three consecutive years of declining profitability. Margins had compressed across new vehicle, aftersales and F&I. Leadership was fragmented and accountability unclear.

Our Approach

HCP Group conducted a full operational diagnostic across all revenue lines, identified structural cost inefficiencies and rebuilt the management accountability framework. A 90-day turnaround plan was implemented with weekly principal-level oversight.

The Situation

A family-owned automotive group in Saudi Arabia with holdings across four brands was preparing for a transition from founding generation to second-generation leadership. The board lacked formal governance structures and the incoming leadership team had limited operational experience.

Our Approach

HCP Group designed and implemented a board governance framework, defined decision rights between family shareholders and executive management, and delivered a structured leadership development programme for the incoming principals over 18 months.

The Situation

A Kuwaiti automotive group sought to acquire a competitor holding two premium franchises. The target business had opaque financial reporting and an undisclosed liability position. The acquirer required independent advisory before committing to the transaction.

Our Approach

HCP Group led a full commercial and operational due diligence process, identified material risks in the target's aftersales warranty provisions and OEM compliance standing, and renegotiated the transaction structure to reflect the adjusted risk profile.

The Situation

A Qatari dealer group expanding into two new franchise categories required a General Manager, Aftersales and a Chief Financial Officer within a 90-day window. Previous recruitment attempts through conventional channels had failed to produce candidates of sufficient calibre.

Our Approach

HCP Group applied its GCC network to identify candidates with direct franchise experience in the relevant categories. Both roles were filled with individuals known personally to the HCP principals, with full background validation and structured onboarding support.

The Situation

A Bahraini dealer group had received a formal performance improvement notice from a major European manufacturer following two years of below-target sales volumes and customer satisfaction scores. The franchise was at risk of non-renewal.

Our Approach

HCP Group engaged directly with the manufacturer's regional team on behalf of the dealer, developed a credible 12-month recovery plan, and provided principal-level representation at the formal review. Operational changes were implemented across the sales and aftersales functions.

The Situation

A prominent Saudi Arabian automotive group was operating with an HR function that had grown organically over many years without strategic direction. Recruitment processes were inconsistent, retention was poor, compensation structures were misaligned with market benchmarks, and the senior leadership team lacked the frameworks to attract, develop and retain the calibre of talent the business required. The owner recognised that the people infrastructure was a constraint on the group's ambitions but had not previously found an advisor with the depth of automotive HR expertise to address it comprehensively.

Our Approach

Ash Kohli conducted a full diagnostic of the HR function, covering recruitment processes, compensation architecture, performance management, talent development frameworks and the organisational design of the HR team itself. A phased restructuring programme was implemented, rebuilding the function from the ground up with new processes, new capability and a new leadership structure. In parallel, Ash delivered a sustained mentoring programme for the owner and the senior leadership team, focused on the principles and practices of attracting, developing and retaining exceptional talent. The mentoring engaged the leadership team not just on HR process but on the mindset and behaviours that create an environment where the best people choose to stay.

The Situation

A major Omani conglomerate with holdings across more than 40 businesses had been slow to adapt to the pace of change reshaping its operating environment. Processes that had served the group well in earlier decades were no longer adequate for the competitive and regulatory conditions of the mid-2020s. The Chairman recognised that the group needed a fundamental injection of new energy, new systems and new ways of working, but the scale and diversity of the portfolio made it difficult to know where to begin. Previous attempts at change had stalled in the face of organisational inertia and a leadership culture that was more comfortable with continuity than transformation.

Our Approach

Ash Kohli and HCP Group's team of AI and transformation specialists engaged with the conglomerate across multiple workstreams simultaneously. The work encompassed the design and implementation of AI-driven operational processes across key business units, the redesign of management reporting and decision-making frameworks, the development of a talent strategy aligned with the group's transformation ambitions, and the direct mentoring of the Chairman and his senior leadership team on the principles of leading transformation at scale. The engagement is ongoing, with new workstreams being activated as the initial changes demonstrate results and build organisational confidence in the transformation programme.

At the personal request of the Chairman, Ash Kohli has also taken on the mentoring of the Chairman's son on talent identification, development and leadership, recognising that the next generation of family leadership will need capabilities that the current generation did not require.