Structure for complexity.
Direction for growth.
Ordovexa advises boards, family groups and public entities in Oman, Egypt and the Gulf on governance, alignment and growth.
Growth adds companies, people and decisions faster than structure can absorb them.
Subsidiaries start pulling in different directions, decisions wait at the top, and the board loses sight of what is working.
Ordovexa puts the structure back in place, then keeps it aligned with where the organisation is going. It is the advisory practice formerly known as Bayan Consulting, and it carries more than 23 years of Bayan Group work across the region.
Read the brand philosophyGovernance, alignment and growth, designed to work together.
Governance
Clear authority at board and group level, from charters and delegation to family councils.
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Alignment
One direction for every company in the group, from operating models to national visions.
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Growth
Expansion that keeps its value, from market entry and new ventures to turnaround plans.
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Oman Gateway Advisory
For companies and investors entering the Sultanate: the right structure before entry, In-Country Value after it, and steady counsel once operations start.
Senior-led work, in the format the situation needs.
Advisory Retainer
Ongoing counsel for the chairman, CEO or family council, with set time each month.
- Typical length
- 6 to 24 months
Milestone Program
A fixed-scope program in four phases, each ending with a document the board signs off.
- Typical length
- 3 to 9 months
100-Day Sprint
An intensive response to an urgent problem, with weekly milestones and a single goal.
- Typical length
- 60 to 100 days
Briefings and papers for boards and executives.
Oman's 2025 zones law: what changes for investors
One law now governs the Sultanate's special economic zones and free zones. Here is what it covers, what it offers and what investors should check before choosing where to set up.
Three documents every family group needs before a handover
Succession goes wrong when it is left to goodwill. A family constitution, a delegation of authority matrix and a succession plan turn it into a clear, agreed process.
When subsidiaries pull in different directions
Holding groups grow by adding companies. Without a clear operating model, each one ends up with its own strategy and the group loses the advantages of being one group.
Start with a confidential conversation.
Share the situation in a few lines. A senior advisor from Ordovexa replies personally.