The gap in your company is not at the top or the bottom — it is in the middle
Most companies in Mosul have an owner who decides and staff who execute, with nobody in between who plans, measures and leads. This programme is built to create that layer.
Three institutional reasons
Scheduled outside working hours
Saturday mornings, Monday and Wednesday evenings. A nominated employee loses no working hours.
The return lands in your company
Every applied assignment runs on your company's data — so the output is a working document that comes back to you, not homework.
Building middle management
You gain an employee who reads a number, writes a plan and leads a team, instead of every decision resting with you.
What changes in the company, unit by unit
The table below is written from the organisation's side rather than the trainee's: what each unit returns to you, and the document you receive, built on your own data.
| Week | Unit | What your organisation gains | The document you receive |
|---|---|---|---|
| 01 | Local Economic Development | Reading where your business sits in the city economy, and where demand is forming. | A sector map of your position |
| 02 | Entrepreneurship | Testing a new line of business on paper before capital is spent on it. | A written business model for a new line |
| 03 | Formal Economy & Legal Framework | Surfacing legal and tax exposure before it turns into cost. | A compliance checklist for your organisation |
| 04 | Accounting | Knowing the true cost of each product or service instead of estimating. | A cost-structure analysis |
| 05 | Financial Management | Spending and investment decisions based on projected cash flow, not today's balance. | A twelve-month cash-flow model |
| 06 | Marketing & Market Research | Marketing spend with measurable indicators instead of campaigns of unknown effect. | A quarterly marketing plan with indicators |
| 07 | Sales & Negotiation | A team that negotiates on value instead of buying the deal with a discount. | A sales script and a rehearsed negotiation |
| 08 | Supply & Value Chains | Exposing waste and breakpoints in your chain from supplier to customer. | A value-chain map with three improvements |
| 09 | Innovation Management | Testing solutions cheaply before committing operationally. | A designed experiment, ready to run |
| 10 | Leadership & Strategy | Clear objectives, indicators and ownership instead of daily direction from the owner. | A one-page strategy map |
| 11 | Capability Development | Role definition and delegation that reduce dependence on one person. | A development plan for the department |
| 12 | Project Management | Internal initiatives delivered with scope, schedule and budget instead of stalling. | A complete plan for a real initiative |
| 13 | Academic & Commercial Research | A data-based answer to a question specific to your organisation. | A research design for a problem in your work |
Where the programme has the greatest effect
An existing department manager
Manages by experience and needs planning and measurement tools to stop running every detail personally.
An employee up for promotion
Has proven execution and is being prepared for a supervisory role — the move from doing to deciding.
A partner or family shareholder
Will take on part of running the business and needs a methodical grounding that inheritance does not provide.
A finance or operations lead
Works with the numbers daily and needs to connect them to strategy, pricing and investment decisions.
How nomination works
Download the profile
Six pages covering the curriculum, schedule, fees and nomination process — link below.
Identify candidates
A short session to understand the company's gap and suggest who fits.
Application
Each nominee submits their application; seats are confirmed within a week.
Follow-up
During the programme you receive your employee's applied outputs, built on your company's data.
Submit a real problem to be worked on inside the programme
Your company can submit a genuine operational problem for participants to work on within the value-chain, innovation management and applied research units.
You receive a written analysis and considered options; participants get a real case instead of a textbook one. No sensitive data is shared without a prior agreement on exactly what may be disclosed.
Start with one employee
Nominate one person in the first cohort and measure the effect yourself before nominating others. For multiple nominations, contact us directly to arrange the details.