01
SOPs & Policy Design
Procedures and policies written in plain language, to be followed rather than filed.
Renaissance for Consultancy
Every growing business keeps a list it never gets to. Until now.
Procedures nobody wrote down. Targets nobody agreed on. A system bought before the process was ready. This is the story of that list, and how it finally gets done.
Procedures · Measures · Workflow · Systems
I
Chapter one · The need
The business grew. The structure didn’t.
Four problems we meet in almost every growing business. None of them are strategy problems.
01
Growth outpaces structure
A business doubles in size while still running on habit and memory. Nothing is written down, so nothing scales, and everything depends on a few people.
02
Systems arrive before readiness
Software is bought to fix what is really a process problem. The system then encodes the mess and becomes expensive to unpick.
03
Nobody agrees what good looks like
Without written procedures, service levels or targets, performance is a matter of opinion and accountability is impossible to place.
04
Consulting is priced for large firms
The businesses that most need this work are often the least able to justify institutional fees.
“Most of what holds a growing business back is not strategy. It is the absence of written, measurable, repeatable process.”
II
Chapter two · Who we are
Every business deserves a second beginning.
Renaissance
/rəˈneɪsəns/ · noun
A rebirth. The moment something that already works is rebuilt on firmer foundations, so it can grow without breaking.
Renaissance for Consultancy is a team of independent freelance consultants. We help owners and managers build the structure their business has outgrown: the procedures, measures, workflows and systems that hold a company together as it grows.
We work as freelancers by choice. There is no office overhead to fund and no layer of junior staff between you and the person doing the work. You deal directly with the consultant on your project, from the first conversation to the final handover.
We are a young practice, but not new to this work. The projects on this site were delivered by the same people you would be dealing with, and we work at whatever size suits you, from a short piece of work to a standing arrangement.
Direct access
You work with the consultant, not an account manager.
Practical output
Every project ends in something you can actually use.
Honest scope
We say what we can do, and what we cannot, before you commit.
Fair pricing
No overhead to cover, so our rates reflect the work.
We take on a limited number of projects at a time. We are a small team, and we would rather do a few things properly.
III
Chapter three · What we build
Four foundations. Eight ways in.
Practical, documented work that makes a business easier to run and easier to grow. Choose the foundation that is cracking first.
“Everyone does it differently, and only one person knows the real way.”
03
SLAs & Service Standards
Internal and supplier service levels defined so they can be measured and enforced.
“We work hard all month, but we can’t say if it was a good month.”
02
KPIs & Performance Measurement
Measures that reflect how the business actually earns, and reporting people can read.
07
Operational Performance
Cost-to-serve review, supplier terms, and practical productivity improvement.
“The request is with someone. Nobody knows who.”
04
Workflow & Process Design
Mapping how work moves today, then removing the delay, rework and hand-off loss.
06
Organisation & Governance
Structure, delegation of authority, role definitions, job descriptions and succession.
“We bought the software. The spreadsheets are still running the business.”
05
ERP Implementation Support
Requirements, system selection, data preparation, configuration oversight and rollout.
08
Business Planning & Feasibility
Business cases, financial models, feasibility studies and lender documentation.
Need something close to this list but not on it? Ask. If it falls outside what we do well, we will tell you.
Fields of consultation
Where we advise.
The same discipline, written procedures, clear measures and workable systems, applied across every function of the business.
Human Resources
Organisation structure, job descriptions, retention and performance management.
Finance & Accounting
Budgets, cost control, financial models and management reporting.
Manufacturing & Production
Production planning, BOMs, work centers, capacity and quality checkpoints.
Supply Chain & Inventory
Purchasing, supplier terms, warehouses and reorder control.
Sales & Distribution
Sales force structure, targets, invoicing and collections.
Retail Operations
Store procedures, service standards and new store openings.
Project Management
Methodology, training and workshops for management teams.
ERP & Business Systems
Requirements, system selection, implementation and dashboards.
IV
Chapter four · Proof
Three businesses. Three lists, finished.
Work delivered for manufacturing, distribution and retail businesses.
Pharmaceutical manufacturing & distribution
HSO
Delivered in 3 months
60%→<20%
Staff turnover target in sales (below 15% in HR), designed to hold for five years.
The brief
Staff turnover had passed 60% in both the sales force and the HR function. The brief was to bring it below 20% in sales and 15% in HR, at low cost, with retention designed to hold for five years.
What we delivered
A costed retention plan addressing the causes of attrition in both functions, delivered in three months. Every requirement set by the client was met: both turnover targets, the cost ceiling and the five-year retention horizon.
Retail & manufacturing
El Nasser Fashion
Phased engagement
0months
Project management training and workshops for top and middle management.
The brief
Top and middle management needed a working command of project management methodology ahead of a new factory and new store openings, so these projects could be run on time and within budget.
What we delivered
Intensive project management training and practical workshops at every management level, delivered in phases over four months.
Manufacturing
Ice-Pack
Complete restructuring
0months
From organisation chart to a live ERP. Every role, from management to shop floor.
The brief
A complete restructuring: organisation hierarchy and workflow, job descriptions for every role from management to shop floor, departmental and individual SOPs, SLAs and KPIs, and an ERP system to run operations and reporting.
What we delivered
All of it designed and deployed over eight months, giving the owner and management the reports they previously lacked. The owner’s success factors were met.
StructureWorkflowsJob descriptionsSOPsSLAsKPIsERP
Further detail and client references are available on request.
V
Chapter five · When structure becomes system
Software doesn’t fix a process. It records it.
Growing businesses rarely need software alone. They need procedures, workflows, controls and reporting translated into one practical ERP environment. That is why we design the process first and configure the screens second.
BeforeAfter ERP discipline
→
BOMs, routes, work centers and orders are defined
→
Stock movements, reorder points and shortages are visible
→
Accounting links to invoices, collections and inventory cost
→
The CEO dashboard shows the exceptions that need action
From previous work · ERP screens
Arabic interfaces and role-based navigation, because usability and training matter as much as features when the system meets real users.
Phase 1
Core control
- Finance & accounting
- Inventory & warehouses
- Manufacturing: BOM, routing, work orders
- Purchasing & supplier payables
- Sales, invoicing & receivables
- Basic quality checkpoints
1
Phase 2
Management depth
- HR & payroll
- Maintenance requests
- Advanced QC forms
- Costing & variance analysis
- Role-based approvals
- Mobile / barcode operations
2
Phase 3
Optimisation
- Planning & MRP
- Dashboards & BI
- Customer / supplier portals
- Accounting, tax & e-invoice integrations
- Advanced workflow automation
- AI exception summaries
3
Recommended first step
Ask about a diagnostic
A short diagnostic sprint that produces the module scope, process map, data readiness checklist and implementation estimate.
VI
Chapter six · How we work
Five steps. Then we step back.
1
Listen
Understand the business and the real problem.
2
Map
Document how the work runs today.
3
Design
Build the procedure, measure or system.
4
Implement
Put it in place with your team.
5
Hand over
Train, document, and step back.
Why work with us
What you get from a freelance team that you do not get from a firm.
| Typical firm | Renaissance | |
|---|---|---|
| Who does the work | A team behind an account manager | The person you brief is the person who does the work |
| What you pay for | Institutional overhead and minimum project sizes | Freelance rates, no overhead, no minimum project size |
| What you keep | A presentation | Documents, measures and systems, handed over |
| Scope & price | Sized to the firm’s revenue targets | Agreed in writing before we start, and not changed without your approval |
| After we leave | You call them back | We teach the framework as we build it, so your team can maintain it |
Fixed-scope projectsDay ratesStanding retainerRemote or on site
The next step
Tell us what keeps getting postponed.
A first conversation costs nothing. Tell us the problem and we will give you an honest view of whether we are the right people for it, what the work would involve, and what it would cost.
- New projects & consultationsadvisory@renaissance-consultancy.com
- Support for existing clientssupport@renaissance-consultancy.com
- WhatsApp+20 110 233 1242
- Follow us
Everything you share with us is treated as confidential from the first contact.
What’s on your list?
Tick what applies. We’ll turn it into a message you can send in one click.
The first discussion is free and carries no obligation.