NXT Advisory
We fix what’s holding your institution back.
Governance and treasury, credit, strategy execution, investment oversight and the finance function. Senior advisors do the work, and stay until the fix holds without us.
- Governance, treasury, credit, strategy, investment and finance
- Working across Egypt, the Gulf and Libya
- Senior advisors do the work — not a junior team on rotation
01Where it usually starts
The problems we’re brought in for.
“Decisions that once took hours now take days, and the founder is in every one of them.”
Governance and operating model“Why can’t we predict our funding needs a month out?”
Treasury, liquidity and cash“We’re profitable on paper — and somehow always short of cash.”
Credit and risk frameworks“The strategy was approved a year ago. Execution never caught up.”
Strategy execution“Returns look fine. Nobody can tell me how much risk we took to get them.”
Investment governance“Our reports tell us what happened last month — never why, or what to do next.”
Finance and management reporting
If you recognised your institution in one of these, the section below explains how we fix it.
02Practice areas
What you can actually engage us for.
Each is a defined engagement with its own diagnostic, its own deliverables, and a named owner on your side who keeps it after we leave.
01Governance and operating model
Who decides what, on what authority, and what happens when they are unavailable.
You usually call us when
- The founder or CEO sits in every material decision.
- Two departments have built different versions of the same process.
- Growth has added headcount without adding structure.
What changes
Decisions move to the level that should own them, and the business keeps running when the founder is on a plane.
02Treasury, liquidity and cash management
Knowing what cash you will have, when, and what it is already committed to.
You usually call us when
- Funding needs are discovered rather than forecast.
- Each department keeps its own version of the numbers.
- Treasury reports what happened instead of what is coming.
What changes
Leadership sees pressure forming weeks out instead of the morning it arrives.
03Credit and risk frameworks
The rules that decide who gets credit, how much, and what happens when they do not pay.
You usually call us when
- Credit limits are set by relationship rather than capacity.
- Collections start once an invoice is already overdue.
- Sales targets and cash targets pull in opposite directions.
What changes
Exposure is visible before it becomes a collection problem, and growth starts generating cash instead of consuming it.
04Strategy execution and performance management
The system that turns an approved plan into work that actually finishes.
You usually call us when
- The strategy was signed off and nothing visible changed.
- Every department is busy and no one can say what moved.
- Reviews have become status updates instead of decisions.
What changes
Priorities are ranked, owned and reviewed on a cadence — and leadership meetings remove barriers instead of collecting updates.
05Investment governance and oversight
How investment decisions get made, challenged and reviewed — separately from what the market happened to do.
You usually call us when
- Returns are reported without the risk taken to earn them.
- External managers are judged on the last quarter.
- Nobody in the room challenges the assumptions behind a mandate.
What changes
The board can tell a good decision from a lucky one.
06Finance function and management reporting
Turning finance from a producer of statements into a source of decisions.
You usually call us when
- Reports explain last month and stop there.
- Budgets are last year’s numbers with a percentage added.
- A question about margin takes a week to answer.
What changes
Management meetings start from why, not what — and major spending decisions get a defensible number attached.
Not sure which practice area you need? That is what the first call is for.
Book a 30-minute call03What you receive
Documents your team owns, not slideware.
An engagement ends with artifacts that stay in the building and can be operated without us.
- 01Diagnostic reportWhat is actually happening, where it breaks, and which causes to fix first.
- 02Redesigned framework documentsThe governance, treasury, credit or investment framework rewritten for your institution.
- 03Policy and procedure setsThe written rules and the step-by-step procedures that make them operable.
- 04Management reporting packThe reports leadership will actually use, with the definitions behind every number.
- 05Implementation planSequenced actions with owners and checkpoints — not a wish list.
- 06Trained internal ownersNamed people on your team who can run the new framework once we step back.
The exact set is agreed at scoping, because it depends on the practice area and the scope of the engagement.
04How an engagement runs
Diagnose. Fix. Stay through implementation.
01Diagnose- What happens
- We map how decisions, money and information move through the organisation, and where they stall. Interviews, documents and the numbers behind them.
- Who is involved
- Decision-makers in the affected functions, plus whoever produces the reports leadership relies on.
- You end with
- A diagnostic report naming the root causes, ranked by what to fix first.
02Fix- What happens
- We redesign the frameworks that produced the problem — governance, processes, controls, reporting — and write them with your team so the answers are theirs to defend.
- Who is involved
- A working group from your side, usually the function heads who will own the result.
- You end with
- Approved frameworks, policies and procedures, plus the implementation plan to put them in place.
03Stay- What happens
- We stay through implementation: running the new cadence with your team, correcting what does not survive contact with reality, and training the people who will keep it.
- Who is involved
- The named internal owners, plus leadership at the review points.
- You end with
- A way of working that holds without us — and a team trained to run it.
Duration is scoped after the diagnostic call. It depends on the practice area, the scope agreed, and the seniority of the advisor the work requires.
05The alternatives
Why NXT rather than the two obvious alternatives.
Who does the work
- NXT Advisory
- The senior advisors you met in the first call.
- An international firm
- Partners sell it; a junior team usually delivers it.
- Hiring the capability in
- One new hire, learning your institution from scratch.
What happens after the report
- NXT Advisory
- We stay through implementation until the change holds.
- An international firm
- Implementation is usually a separate, larger engagement.
- Hiring the capability in
- They implement it — while also doing the day job.
Regional reality
- NXT Advisory
- People who have worked inside institutions in Egypt, the Gulf and Libya.
- An international firm
- A global method, adapted locally with varying success.
- Hiring the capability in
- Depends entirely on the individual you find.
Training your team on the fix
- NXT Advisory
- Built in — we can certify your people on the framework we just wrote.
- An international firm
- Rarely the same team, often a separate purchase.
- Hiring the capability in
- Knowledge sits with one person, and leaves with them.
Time to first answer
- NXT Advisory
- A 30-minute call, then a scoped diagnostic.
- An international firm
- Proposal cycles before work begins.
- Hiring the capability in
- A recruitment cycle, then a ramp-up.
06Sectors we work in
The institutions we work inside.
- Banks and financial institutions
- Insurance
- Non-bank financial services
- Government and investment authorities
- Real estate
- FMCG
- Energy
07Engagements
Success stories.
Real estate developerWhen growth becomes the biggest riskA fast-growing developer whose success was outpacing its operating model.Decision-making moved from the founder to the organisation.
Insurance services companyThe cash flow problem that wasn’t about cashStable revenue, constant liquidity pressure, and no one able to say where the money was going.No emergency refinancing, no drama — management simply regained sight of its own cash.
FMCG businessWhy profitable companies still run out of cashGrowing sales, healthy profits — and working capital tightening every month.Credit stopped being an administrative afterthought and became a management discipline.
08Where to start
Bring us the symptom. We will tell you whether it is the real problem.
Book a 30-minute call09Questions
Before you call.
Case by case, after the diagnostic call. We price the work once we know what the work is — which is why there is no price list on this page.
Yes. It is scoped and priced after the first call, and the report is yours whether or not you continue with the fix.
That is scoped after the diagnostic. It depends on the practice area, the scope agreed, and the seniority of the advisor the work requires.
Both, and the working pattern is agreed before the engagement starts rather than assumed.
We sign your NDA, or provide ours if you prefer. Client names never appear in our materials — every engagement on this site is anonymised by sector.
That is a normal outcome. You keep the diagnostic report and the implementation plan, and you can run it with your own team. If you later want help executing, we pick it up from there.
Your first step
A 30-minute diagnostic call.
One call with the senior advisor who would run the work. You describe what is not working; we tell you what we think is actually causing it.
- 01You describe the symptom — the decision that keeps stalling, the cash that keeps disappearing, the plan that never moved.
- 02We tell you which practice area it sits in, and whether it is the real problem or a symptom of another one.
- 03You leave with a view on what a scoped diagnostic would cover — and whether you need us at all.
No pitch deck, and no proposal unless you ask for one.