Independent advisory and venture building for the Gulf

Complex problems require operators, not observers.

Fey Solutions helps owners and executives make the decisions that vendors, integrators, and internal politics tend to distort, then stays to see them through. We sell nothing and hold no side but yours.

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Approach

We answer to you. That is the whole model.

Most organizations get boxed in by three parties with three agendas: the vendor, the delivery partner, and their own internal politics. Each one is optimizing for something. None of it is the health of your business.

We take one position. We sit with the owner and press all three. Because we sell nothing and represent no supplier, we can say the thing the paid parties will not.

Diagnose

Start with the business, not the software

Your processes, your operating model, your jurisdictions, your growth plans. The recommendation comes last. Most firms run this backward.

Decide

Choose on fit, not on brand

A structured, defensible case you can put in front of a board, not a shortlist handed to you by a sales team.

Assure

Stay until it works

Through delivery, on your side, holding vendors and partners to what was actually signed, not what was promised in the room.

Services

Five practices. One loyalty.

We advise on the decisions that most often go wrong when the person giving the advice has something to gain from the answer. Take one practice or several. We scope every mandate before you commit to anything.

Practice 01 Enterprise Systems Advisory

Choosing technology is easy. Choosing the right architecture is not.

We help you select the right HRIS, ERP, and best-of-breed ecosystem, not the most famous brand in the category. We are tied to no vendor unless you specifically authorize it.

We do not sell software. The objective is not to buy more of it. It is to design the right technology architecture for the business.

Do you need itWhether you need a new ERP or HRIS at all
Keep or replaceWhether your existing ERP should be retained
In or outWhether specific functions should stay inside the ERP
Specialist fitWhere best-of-breed applications would give better capability
IntegrationHow the different systems should connect to each other
Global or localWhat is standardized globally and what stays country specific

HRIS and HCM selection

The full people-technology stack, judged on fit before function.

Core HR
Payroll
Recruitment and ATS
Onboarding
Performance management
Learning management
Succession planning
Compensation
Workforce planning
Time and attendance
Employee self-service
Mobile HR
Analytics
AI-enabled HR tools

ERP advisory

We evaluate and optimize across the major platforms. We are not tied to any of them.

SAP
Oracle
Microsoft Dynamics
Workday
Sage
Infor
NetSuite
Regional ERP platforms
Industry-specific systems

Best-of-breed ecosystem

When a specialist application belongs alongside the core, not inside it.

Payroll engines
Recruitment technology
Learning platforms
Workforce management
Project controls
Timekeeping
Expense management
Procurement
CRM
Document management
Business intelligence
Workflow automation
Employee engagement

A structured selection methodology

Step 01

Business requirements

Current processes, pain points, business model, jurisdictions, workforce structure, regulation, and future growth.

Step 02

Process and requirement mapping

Functional, technical, regulatory, localization, reporting, integration, security, and scalability requirements, documented.

Step 03

Market scan

Identify suitable ERP, HRIS, and specialist applications without letting vendor marketing drive the decision.

Step 04

Shortlist

A defensible shortlist built on business fit, not on reputation or familiarity.

Step 05

RFP and RFQ

Develop and run a structured RFP, vendor questionnaire, and commercial comparison process.

Step 06

Demonstration scenarios

Make vendors demonstrate your actual processes, not a generic software presentation.

Step 07

Fit-gap assessment

Native capability, configuration, customization, integration gaps, regulatory gaps, and operating-model implications.

Step 08

Total cost of ownership

License, implementation, customization, integration, infrastructure, support, upgrades, internal resources, training, change, and long-term maintenance. Never subscription price alone.

Step 09

Vendor evaluation

Product capability, delivery partner, regional support, financial stability, local regulatory experience, references, roadmap, security, integration, and scalability.

Step 10

Recommendation

A clear executive recommendation backed by commercial, functional, and technical reasoning.

ERP and best-of-breed architecture

Core ERP

The system of record

FinanceProcurementProjectsSupply ChainAsset ManagementGeneral Ledger

Specialist operating systems

HRIS and HCM

Payroll

Recruitment

Workforce Management

CRM

Project Controls

Document Management

Business Intelligence

AI and Automation

Choose the architecture, not just the software.

The ERP does not necessarily need to do everything. The objective is to design the right technology architecture for the business.

Implementation advisory

Our work does not stop when the software is chosen. We act as your client-side advisor through delivery, protecting your interests rather than the vendor's or the integrator's.

Delivery partner selection
Implementation governance and PMO support
Requirements validation and process redesign
Data migration and integration governance
Testing and UAT governance
Change management and training strategy
Cutover planning and go-live readiness
Post-implementation stabilization and benefits realization

HR technology architecture

You already have SAP or Oracle. Do you really need to replace it, or do you need a stronger HR technology layer around it?

Usually the answer is not replacement. It is architecture. Depending on the gap, we may tell you to:

Retain the existing ERP
Add a specialist HRIS
Replace only selected modules
Introduce a specialist payroll engine
Add ATS, recruitment, or workforce management
Add learning, performance, or talent systems
Integrate them through APIs or middleware

That is an architecture decision, not a software purchase.

Regional and multi-country requirements

Built for complex GCC and MENA environments.

We test whether a platform can genuinely run across the region, not just claim it can. Localization is where implementations quietly fail.

Saudi ArabiaUAEQatarKuwaitBahrainOmanEgyptWider MENA

Multiple legal entities
Multiple currencies
Arabic and English
Local payroll
WPS wage protection
GOSI and social insurance
End-of-service benefits
Local employment legislation
Multiple payroll calendars
Project-based workforce structures
Large expatriate populations
Employee mobility between countries

Already implemented. Still not working?

Technology problems are usually process, governance, or operating-model problems wearing a software costume. We review what you have and tell you the truth about why it is underperforming.

ERP and HRIS health check
Implementation review
Process assessment
Adoption assessment
Configuration review
Integration review
Reporting review
Vendor-performance assessment
Operating-model assessment
Remediation roadmap

Practice 02 Human Capital & Organization

Design the organization. Then staff it.

Most headcount problems are structure problems wearing a disguise. We fix the operating model first: how the business is organized, who is allowed to decide what, and the policy backbone that keeps it consistent while you grow.

We advise the owner and the leadership team. We do not place candidates and we take no recruitment fee, so nothing we tell you is bent by a commission on the hire.

Organization and operating model

Organization design and structure
Operating-model definition
Roles, mandates, and spans of control
Workforce planning and sizing
Delegation of authority

The HR function itself

HR function setup and maturity review
HR operating model and service design
HR technology strategy, linked to Practice 01
HR metrics and reporting

Policy and governance

Policy frameworks and employee handbooks
Procedure and process architecture
Grievance, conduct, and disciplinary frameworks
Compliance with local labor legislation

Talent and performance

Performance-management frameworks
Talent and succession planning
Competency models
Internal communications and change

We design the model first, then the technology and headcount to run it. The reverse order is why most reorganizations fail.

Practice 03 Reward & Compensation

Pay that holds up to everyone who reads it later.

A compensation structure has to satisfy three audiences at once: the board that funds it, the regulator that inspects it, and the employee who lives on it. We build reward that answers all three, not just the one in the room today.

We account for what generic pay models miss here: end-of-service liability, wage-protection rules, social insurance, and payroll that has to run across several countries at once.

Structure and grading

Compensation structure and pay-scale design
Job evaluation and grading
Pay-band and progression frameworks
Pay equity and internal consistency

Market and positioning

Salary benchmarking
Market positioning strategy
Total-reward framework design
Cost modeling and affordability

Incentives

Bonus and incentive design
Performance-linked pay
Sales and project incentive schemes
Recognition frameworks

Regional specifics

End-of-service benefit modeling
GOSI and social-insurance considerations
WPS-compliant payroll structuring
Multi-entity and multi-currency pay

A pay structure should survive the day someone files it as evidence.

Ventures and market entry

From a credible idea to an operating company.

Practice 04 Governance & Commercial

The fine print decides who wins when things go wrong.

Entities, joint ventures, and commercial agreements are where value is quietly protected or quietly given away. We help owners build structures that protect them, and read the ones that don't, before the terms get tested in anger.

We are a commercial and governance advisor, not a law firm. We work alongside your counsel and sharpen the instructions you give them. We do not represent you in law and we do not practice it.

Structure and entities

Entity and holding-structure design
Multi-jurisdiction setup across UAE, Qatar, and KSA
Joint-venture structuring
Shareholder-agreement architecture

Governance

Governance frameworks and charters
Delegation-of-authority matrices
Board and committee structures
Policy and procedure architecture

Commercial review

Contract review and commercial terms
Risk allocation and liability review
Document management and version control
Obligation and deadline tracking

Dispute support

Commercial-dispute advisory
Enforcement strategy support
Evidence and document assembly
Coordination with appointed counsel

The time to read the agreement is before you sign it, not when it is being enforced.

Positioning check: this practice is framed as commercial and governance advisory, not legal services, to stay clear of unauthorized-practice-of-law exposure. Confirm the wording with counsel before publishing.

Practice 05 Program & Delivery Assurance

The owner's representative when someone else holds the contract.

When a vendor or contractor is delivering your program, their incentives and yours are not the same. We provide the independent oversight that surfaces problems while they are still cheap, and holds the delivery to the outcome you actually bought.

It is the same client-side discipline we bring to systems implementations, pointed at any program big enough that drift will cost you real money.

Governance and oversight

Client-side PMO and program governance
Independent delivery assurance
Stage-gate and readiness reviews
Reporting and executive visibility

Control

Requirements and scope validation
Risk, issue, and change control
Schedule and milestone assurance
Quality and acceptance criteria

Vendor and contractor

Vendor and contractor performance oversight
Contract and obligation tracking
Commercial and variation review
Escalation and remediation

Outcome

Benefits realization
Go-live and handover readiness
Post-delivery stabilization
Lessons and close-out

Strategy without execution is documentation.

Industries

We work where the complexity and the stakes are highest.

Our focus is the industries where a wrong system, a weak structure, or a bad agreement is expensive and slow to unwind. These are the sectors we understand from the inside.

Construction, fit-out, and giga-projects

Project-based workforces, joint ventures, and delivery risk on programs that cannot afford to slip.

Real estate and hospitality

Multi-entity operators balancing brand standards against the reality of local execution.

Events and live entertainment

High-tempo, project-based businesses where the outcome is decided in the run-up, not the review.

Professional services

Firms scaling their own operating model while advising everyone else on theirs.

Multi-country GCC operators

One enterprise running across several jurisdictions, currencies, and labor regimes at once.

Owner-led and family businesses

Organizations professionalizing structure and governance without losing the founder's grip on direction.

These sectors are drawn from the founder's background. Confirm the ones you actually want to lead with, and cut the rest. A tight sector focus reads stronger than a broad one.

Engagement

Three ways to bring us in.

Every mandate has a scope and a fixed answer to one question: what are you paying for. Take a single practice or a combination, at whatever depth the decision is worth.

Format 01

Diagnostic review

A fixed-scope assessment that answers one hard question and hands you a recommendation you can act on or shelve. No retainer, no strings.

Format 02

Advisory retainer

Standing access to independent counsel as decisions come up, without carrying that judgment as permanent headcount.

Format 03

Program assurance

We embed as your client-side oversight for the life of a selection, an implementation, or a major program.

Selected engagements

The work speaks louder than the pitch.

Once engagements are real and cleared to share, they belong here, each one a problem, a decision, and the outcome it produced.

Engagement

Client, sector, and the decision at stake

draft: replace Add a real, client-approved engagement. Name the problem, your independent role, and the measurable result.

Engagement

Client, sector, and the decision at stake

draft: replace Add a real, client-approved engagement. Name the problem, your independent role, and the measurable result.

Engagement

Client, sector, and the decision at stake

draft: replace Add a real, client-approved engagement. Name the problem, your independent role, and the measurable result.

Do not publish this section empty. An empty case-study section signals a firm with no clients, which is worse than no section at all. Fill it with real, permission-cleared work or delete it before launch.

Perspectives

Where we put our thinking on the record.

Short, specific pieces on the decisions our clients actually face, written to be useful rather than to be found by a search engine.

Perspective

Your article title

draft: replace One genuine point of view you can defend. A page or two beats a content mill.

Perspective

Your article title

draft: replace One genuine point of view you can defend. A page or two beats a content mill.

Perspective

Your article title

draft: replace One genuine point of view you can defend. A page or two beats a content mill.

Same rule as engagements: fill with real writing or cut before launch. Three thin placeholder cards hurt more than a clean, focused page.

About

The firm is the founder's judgment, made available.

You are not buying a deck of capabilities. You are buying one person's experience of building, running, and untangling complex organizations, applied on your side of the table.

GW Add a founder photo, or remove this panel

George Wehbeh

Founder

George Wehbeh founded Fey Solutions. His career has sat at the point where technology, people, and commercial structure meet, first as someone who built companies, then as the advisor owners call when the decision matters.

He built Fifth Light Technology in Canada, growing it from a small family-run operation into a staffed research and development company in lighting controls, later acquired by Cooper Industries. The original Fey Solutions venture, an RFID-based Automatic Vehicle Identification system, came out of the same instinct: take hard engineering and make it work in the real world.

Across the Gulf, he has led senior human-capital, compensation, and governance work for organizations operating in the UAE, Qatar, and Saudi Arabia. He is also the author of The Missing Curriculum.

You are buying judgment, not headcount. That is the entire proposition.

Heritage

We have built technology, so we know how to choose it.

Fey Solutions did not start as an advisory firm. It started in research and development, solving a genuinely hard problem with real engineering. That is why our advice is grounded in how systems and organizations behave, not in how they are sold.

Fey Solutions began as a technology R&D venture built around radio-frequency identification. The work centered on an Automatic Vehicle Identification system, engineered to read and match identity reliably in real-world conditions.

The research was presented at the University of Toronto, and the venture was later acquired by a private investor. Building a system end to end, from the physics of the signal to the data it produced, is a different discipline from specifying one on a slide. It is where our instinct for architecture comes from.

Today we point that same discipline at a bigger question. Not how to build one clever system, but how the systems, people, and structures of a whole organization should fit together, and how to keep everyone selling into it honest.

Origin: Radio-frequency identification R&D
Core work: Automatic Vehicle Identification (AVI) system
Recognition: Research presented at the University of Toronto
Outcome: Venture acquired by a private investor
Today: Independent advisory and venture building for the Gulf

Before you sign the next contract, get a second opinion with no stake in it.

george@feysolutions.com +971 52 744 3388

Office

Office 416, Burlington Tower

Business Bay, Dubai

United Arab Emirates