Powerpoints are Great, But Performance Matters More

In today’s ecosystem, everyone starts out by calling themselves a consultant or an entrepreneur. These are ‘factory settings’ until they discover what they’re actually good at.

I often see early-stage founders default to ‘consulting’ because it’s a business model that not only requires low capital but also feels flexible, intellectual, and safe. 

However, in the long game, markets tend to reward those who action, build, implement, and deliver desired outcomes along with specialization.

In ecosystem hubs such as Ras Al Khaimah Economic Zone (RAKEZ), we’re seeing this shift in license data and business models, from pure consultancy to having skin in the game that leads to delivery. 

The real role of consultants?

To be clear, I’m not anti-consultant. From research and benchmarking to project structuring, risk assessment, and strategic thinking, consultants have a lot to offer. They also shine a critical lens on an organisation’s blind spots.

However, for me, the issue arises when consultancy is served as an end product without being linked to a delivery and execution-detailed plan. This isn’t a new problem. Back in the day, reports sat in binders on shelves; today, 78-slide PowerPoints rest in SharePoint.

When no one is accountable for outcomes, these insightful pieces of work don’t hold value. New knowledge and execution are where the real rewards are reaped. 

Implementation as the new differentiator

When it comes to work that is practical, field-tested, and drives measurable outcomes, subject matter expertise shines. Execution needs industry depth, operational experience, decision-making in uncertainty, and – arguably most important – ownership of results.

Globally, we are seeing FDI and capital concentrating in productivity-driven sectors. 

According to McKinsey, three-quarters of cross-border announcements went to advanced manufacturing, AI infrastructure, and other future-shaping industries (as well as energy and mining) from 2022 to 2024, up from about 50% pre-2020. It’s clear that investors increasingly value operational resilience over theoretical positioning.

There has also been a shift towards outcomes-based pricing. With AI taking on an increasingly larger share of the research and analysis legwork – traditionally carried out by junior consultants – large and small consulting firms alike are under pressure to demonstrate their value beyond billable hours.

In emerging markets that may lack high-quality infrastructure and stable, predictable environments, implementation capacity – the ability to execute, operationalize, and scale business models – is a decisive competitive edge.

Ideas matter, but in 2026, implementable ones are the order of the day.

Data on the ground

Of the 19,000 new companies registered at RAKEZ in 2025, the largest share was services (40%), followed by commercial/trading (33%), and e-commerce (17%). We saw the strongest traction in IT, digital services, and project management consultancies, which have become increasingly specialized.

Rather than advisors, it is the builders, product creators, technical implementers, and digital operators who are seeing more traction. In the RAKEZ ecosystem, those who produce, deploy, and deliver are on the rise.

A founder’s guide to maximizing consultancy

If you’re exploring working with a consultant, any strategy must include looking at 5 key areas: Milestones, KPIs, defined ownership, budget alignment, and timelines. A clear scope that clearly ties deliverables to measurable objectives is critical. The consultant should also be made accountable through follow-up evaluations and implementation support.

However, leaders must match external accountability with internal accountability. A consultant may provide the best inputs, but leadership owns their execution. Assign the internal accountable team and delivery project management early in the engagement.

The final piece is merging perspective (offered by consultants) and feasibility (ensured by operators and subject matter experts).

The SME maturity curve

Most businesses move through a similar maturity curve. 

Stage one is advisory, stage two is specialization, stage three is operational (building), and stage four is scaling. 

Starting out in the advisory stage can be a powerful way to understand industries and identify gaps. However, staying there too long can limit value creation. As we see in our ecosystem, markets are increasingly rewarding those who can translate knowledge into systems, products, and repeatable processes. 

The best-scaling SMEs are those that evolve from a generalist positioning to specialized capability and, eventually, to execution at scale. 

Data vs discipline

Consultants offer insight, while operators bring execution. Leaders are mandated to ensure the two work well together. 

In a world where information is more accessible than it has ever been, this is no longer a competitive advantage. The discipline to convert insights into action and plans into measurable results is the real value-add. 

I appreciate a well-structured presentation as much as the next C-Suite guy, but what’s more impressive is the plan – and people – that can turn decks into deliverables.