AI Product Development · Business Transformation · Interim Executive Practice

GRO

We build AI products and fix the gap between transformation strategy and delivery — in sovereign enterprises, energy majors, and governments across the UK, GCC, and EMEA.

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Most transformation executives
advise on AI.
We build it.

Founded by Muhammad Qureshi — 20+ years in transformation
BP · 70,000-person enterprise governance
Kuwait · Designed the Prime Minister's Delivery Unit
UASC · £24M CAPEX saved · Hapag-Lloyd integration
3 AI platforms shipped · MaverickAI live on App Store
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I engineer
clarity.

In sovereign enterprises, multinationals, and governments where decisions are stuck, accountability is muddy, and nothing is moving.

Twenty years of doing this across sovereign-fund-owned businesses, multinationals, and governments — in environments where buy-in is contested, data is messy, and the stakes are real.

I designed the Prime Minister's Delivery Unit in Kuwait with The Office of Tony Blair. I ran pre-merger integration for a GCC shipping company acquired by Hapag-Lloyd, consolidating support functions across two markets, running shared service due diligence, and saving £24M in CAPEX. I built HR change governance for a major oil and gas multinational covering 70,000+ employees.

Most recently I founded GRO Ltd and built three production-grade AI platforms in 10 months. Advising on AI deployment without having built anything felt dishonest. Now I can tell the difference between what AI can actually do and what looks good in a vendor presentation.

That combination — operating model transformation, programme governance, and hands-on AI delivery across the UK, GCC and EMEA — is what I bring to senior interim and advisory mandates.

Based in London. Available internationally.

20+
Years leading transformation in contested, complex environments
£24M
CAPEX saved through independent programme due diligence at UASC
70K+
Employees covered by enterprise HR governance designed at BP
3
Production-grade AI platforms built and shipped in 10 months

What I bring to an engagement

Each mandate is different. But the problem is almost always the same: the gap between what was promised and what is being delivered. I close that gap.

01
AI strategy to deployment
Moving organisations from an approved AI roadmap to a working system in production — with governance and accountability built in from day one, not retrofitted after failure.
02
Operating model redesign
Restructuring functions, shared services, and cross-functional accountability in complex, multi-stakeholder environments — from diagnostic through to implemented change.
03
Programme rescue
Independently assessing stalled AI or digital transformation programmes, dismantling what is not working, and rebuilding delivery credibility with board and sponsors.
04
Vendor and supplier challenge
Evaluating AI and technology vendor claims against delivery reality — from a position of hands-on build experience, not just seniority. I know what realistic looks like.
05
Board-level governance
Establishing executive dashboards, KPI frameworks, and accountability mechanisms that give sponsors genuine visibility into delivery risk — not status updates that obscure it.
06
Pre-merger integration
Operating model consolidation, shared services design, and cross-market function alignment in sovereign-fund and PE-backed environments with board-level reporting disciplines.

Selected engagements across 20+ years

BP · London
Interim Lead — HR Change & Release Management
Brought in to design and implement enterprise change and release governance for HR solutions covering 70,000+ BP employees — in an environment with contested ownership and fragmented stakeholders. Built cross-functional governance across service centres, process owners, and solution teams using ITIL as the objective framework. Established executive dashboards and accountability mechanisms giving sponsors real visibility into delivery risk for the first time. Authored the HR AI and automation strategy adopted by leadership.
2022 – 2024
UASC · Dubai
Assistant Vice President — Transformation & Operations
Container shipping company jointly owned by six GCC sovereign wealth funds, acquired by Hapag-Lloyd in 2017. Led shared services restructure saving £4M annually. Conducted board-level due diligence on a flawed programme — recommended dismantlement, designed the replacement BOT structure, saving £24M CAPEX. Led pre-merger integration for the Hapag-Lloyd acquisition.
2013 – 2017
Tony Blair Institute · Kuwait
Senior Advisor & Director
Designed and implemented the Prime Minister's Delivery Unit in Kuwait, establishing national KPI governance across ministries to improve cross-government execution. Worked closely with Sir Michael Barber, architect of the original UK Delivery Unit. Coordinated Tony Blair's diplomatic visit to Kuwait.
2009 – 2010
Emirates Transport · Dubai
Transformation Leader
Led operational transformation for a UAE sovereign wealth fund portfolio company. Spearheaded a 41-location facilities optimisation programme generating $0.7M in annual savings. Integrated Salesforce and Oracle to improve data accuracy across operations.
2021
Bahrain EDB · Manama
CEO Designate — Industry 4.0 National Accelerator
Appointed to architect Bahrain's Industry 4.0 national accelerator within the Bahrain Economic Development Board. Led venture discussions with the CEO of Bahrain Airport Company and Boston Consulting Group. Developed the blueprint for a national Industry 4.0 investment and skills programme.
2018 – 2019
Strategy& (PwC) · Dubai
Lead Associate — Strategy & Business Transformation
Led change management and operating model transformation projects for public sector and energy clients in the GCC. Designed frameworks that improved organisational efficiency and delivery performance across oil and gas, renewable energy, and government clients.
2008 – 2009
Capgemini · London & Baku
Senior Consultant — Business Transformation
Embedded into BP's digital oilfield programme in Azerbaijan, supporting production optimisation across three offshore rigs. Helped the team move from reactive issue-tracking to disciplined, data-led decision-making. Contributed to a 0.5% operational efficiency gain in year one through flare reduction.
2004 – 2007

Built. Not just advised.

Three production-grade AI platforms built and shipped through GRO Ltd in 10 months. Not prototypes — working products. This is what gives me the right to challenge a vendor's delivery timeline.

Under client review
NDA-covered prototype
A second AI platform currently under active client review. Details available under NDA to qualified organisations.
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In development
Third platform
A third AI product in active development. More to come.
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Let's talk about your mandate.

We take on one or two senior interim engagements per year — where the programme is genuinely complex, the environment is politically sensitive, and the gap between strategy and delivery is costing real money.

If you have a transformation or AI deployment mandate that needs someone who has seen this before — and built the tools to prove it — I would like to hear from you.