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An independent consulting practice

Nizar Kheir

Your thought & implementation partner for strategic initiatives — from diagnostic to the delivery that actually lands.

Working shoulder-to-shoulder with C-suites and operators to diagnose, scope and land enterprise-scale transformations across Europe, the Middle East and Africa.

Start a conversationSee recent work
IStrategy & DigitalIIIndustry 4.0IIIPMO & ProgramsIVOperational Excellence
01

The Practice

Four fields where I've done the work — not simply described it.

The lines between strategy, operations and technology blur in every serious transformation. I don't pretend they don't. Each of these is a discipline I've run as the lead operator, not a box on a capability slide.

N° 01
I

Strategy & Digital Transformation

When the next chapter isn't yet written.

The problemExecutive teams increasingly know they need to move — but the path from ambition to a funded, sequenced roadmap is rarely obvious.

The approachI run digital diagnostics, benchmark use-cases, prioritise by value and feasibility, then co-author a roadmap with its timeline, investments and expected ROI — all anchored in the client's reality, not a deck template.

  • Digital diagnostic
  • Use-case assessment
  • Roadmap definition
  • RFP & vendor selection
  • Workshops
N° 02
II

Industry 4.0

From shop-floor to source-of-truth.

The problemManufacturers know their data is trapped in paper, spreadsheets and legacy systems — and that Industry 4.0 will only pay back if the deployment is led with the same rigour as a product launch.

The approachI scope and tender MES, APS, ERP, WMS and OEE solutions, run proof-of-concepts on the lines that matter most, and manage the rollout — benchmarks, deployment roadmaps, UAT, and the change management that makes it stick.

  • MES / OEE
  • APS & ERP selection
  • Digital visual management
  • Proof of concept
  • Rollout at scale
N° 03
III

PMO & Project Management

The discipline that moves ambition through a calendar.

The problemLarge programmes drift when their governance is thin, their reporting is decorative and no one is accountable for the critical path.

The approachI stand up PMOs that boards actually read: workstreams defined, risks owned, dashboards that reflect reality, steering committees moderated — from greenfield infrastructure to multi-geography implementation programmes.

  • Programme governance
  • Risk & change control
  • Executive reporting
  • Steering committees
  • Lessons learned
N° 04
IV

Operational Excellence & Lean 6 Sigma

Throughput, cost and quality — without adding headcount.

The problemMost operations are carrying hidden waste: unstandardised processes, opaque supplier quality, manual reporting, recoveries nobody has time to plan.

The approachI lead Lean Office and Lean Manufacturing engagements, streamline and re-engineer processes, recover stalled supply chains, and install the KPI cadence that keeps the gains after the consultant leaves.

  • Lean Office / Manufacturing
  • Process re-engineering
  • Supply chain recovery
  • KPI & dashboards
  • Change management
§ 01·a

Where the work has happened

Most engagements are under NDA. These are the anonymised sectors and geographies I've operated in — the texture of the work, if not its letterhead.

Aerospace & Defense Tier 1· Europe
Global Helicopter OEM· Germany
Port Operator Consortium· Middle East
North-African Ministry· Public sector
Plastics & Fuel Tank Manufacturer· Europe
Financial Institution· South Africa
EMS Manufacturer· Europe
Composites & Precision Machining· Aerospace
Automotive Rubber Solutions· Tier 1
Pharma & Plastics Manufacturers· Europe
Aerospace & Defense Tier 1· Europe
Global Helicopter OEM· Germany
Port Operator Consortium· Middle East
North-African Ministry· Public sector
Plastics & Fuel Tank Manufacturer· Europe
Financial Institution· South Africa
EMS Manufacturer· Europe
Composites & Precision Machining· Aerospace
Automotive Rubber Solutions· Tier 1
Pharma & Plastics Manufacturers· Europe

Europe · Middle East · North Africa · Asia

02

The Method

A framework that bends to the engagement, never the other way around.

The shape of my engagements is consistent; the content is not. Each stage exists because I've learned — the hard way — what happens when it's missing.

  1. Step I

    Discovery

    I step into the context — operators, data, constraints — until I can restate the challenge in my own words, more precisely than it arrived.

  2. Step II

    Scoping

    I define the workstreams, the decisions each one has to force, and the outcomes that will signal we've won. No scope drift later.

  3. Step III

    Execution

    I lead the work hands-on — workshops, analyses, tooling, negotiations — shoulder-to-shoulder with your team, not from a distance.

  4. Step IV

    Checkpoints

    I surface progress, risks and trade-offs on a predictable cadence, so leadership can steer in real time rather than discover problems too late.

  5. Step V

    Delivery & Handover

    I leave behind operating manuals, dashboards and a team that owns the work — so the gains outlast my engagement.

A note

“This framework bends to the engagement, never the other way around. Every project gets the rigour it needs, and none of the ceremony it doesn't.”

03

Selected work

Four stories that show what a small, senior operator can actually land.

Each engagement is anonymised to the level permitted by client agreements, but the context, challenge and outcome are real. Tap any card to read the full account.

More engagements under NDA — full list available on request.

04

The Person

You work with me — not through me.

Portrait of Nizar Kheir
Nizar Kheir · PrincipalMMXXVI

I'm Nizar — an independent management consultant who spent the last decade inside the kind of programmes most firms only describe from a distance. Aerospace shop floors in Germany. Supply chain war rooms in France. Digital transformation briefs for ministries and global manufacturers. A USD 600m greenfield port terminal in the Middle East.

My work sits at the intersection of strategy, operations and technology — the three conversations that, in any serious transformation, refuse to be held separately. I was trained as an industrial engineer at ENSA, did an MBA at IAE de Versailles, and earned my reflexes at Inetum Consulting (a Bain Capital company), Scalian and Safran. I hold the PMP certification and BCG's Digital Transformation credential.

I went independent because the best engagements I led were the ones where a single senior operator could stay with the work from diagnostic to delivery — and because that shape of engagement is increasingly hard to find inside large firms. My practice is deliberately small and deliberately senior: you work with me, not through me.

Credentials & training

  • PMP®Project Management Institute
  • Digital TransformationBoston Consulting Group
  • MBAIAE de Versailles
  • Industrial EngineeringENSA

Working in

English·French·Arabic / Darija
05

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