An operator's method,
applied as consulting.
MOSLIVE was founded by Mohamed Ali after fifteen years running multi-site operations in environments where the P&L, the compliance record and the customer experience were all personally owned.
Mohamed Ali
Mohamed has spent his career inside high-volume, multi-site operations: a central London estate trading up to £200,000 a week, a 10,000-member fitness operation in the Middle East, a national event drawing more than 150,000 attendees, and event hospitality structures built from an empty footprint.
The consistent thread is not the sector. It is the problem: how an organisation makes performance repeatable when it depends on hundreds of people, narrow trading windows and standards that cannot be allowed to slip.
That experience is now delivered as structured consulting — operational turnaround, transformation programmes, process design, leadership capability, customer experience, commercial growth and data-led improvement — for boards, operations directors, investors and founders who need measurable movement rather than advice.
It is backed by formal discipline: Lean Six Sigma Green Belt (QLS Level 5), IOSH Managing Safely, NSF Level 3 Food Safety, an Event Management diploma endorsed by CIM and the Institute of Hospitality, and a degree in Tourism & Hospitality Management from Cairo University.
His leadership philosophy is simple and unfashionable: the operation tells the truth before the report does. Time is spent on the floor, at the handover, in the stockroom and on the rota before a single recommendation is written. Standards are designed for the worst shift of the week, not the best, because that is where margin and reputation are actually lost.
The international dimension matters. Running a 10,000-member fitness operation in the Gulf, a café group across the Middle East and a central London estate inside a national brand teaches something a single-market career does not: which parts of an operating model are universal, and which are cultural, regulatory or local. That distinction is what allows a model designed in one market to survive being lifted into another.
On transformation, the record is deliberately unglamorous. Programmes are staged so the business can absorb change while it continues to trade, governance is put in before delivery starts, and benefits are measured against a documented baseline. He does not run parallel change teams; he works inside the client's management line so the capability stays when the engagement ends.
Today the practice combines three things clients rarely find together: an operator who has personally carried the P&L, a structured transformation methodology in the M.A. Scale Framework™, and a working command of data and AI applied to forecasting, scheduling and reporting in real operating environments.
Operations led inside brands that cannot afford an off day.
Every organisation below is a role held directly — with P&L, compliance and people accountability attached — not advisory observation from the outside.
Twenty years of operating responsibility, in sequence.
Premium automotive retail in Egypt, multi-site café leadership in the Middle East, a 10,000-member fitness operation, a national live event, a central London estate inside a national brand — and now transformation mandates across Europe and the Gulf.
- 2026 – PresentUnited Kingdom · Europe · Middle East
Founder · Executive Business Transformation Leader
MOSLIVE Consulting PracticeTransformation programmes and fractional operations mandates for CEOs, owners, boards and investors in multi-site businesses.
- Built the M.A. Scale Framework™ as the delivery methodology
- Fractional COO and Operations Director mandates
- AI-enabled operations, forecasting and reporting programmes
- 2026 – PresentUK & International
Senior Operations Manager — Multi-Site & Events
EAT DOME · Independent PracticeFull event and hospitality operating structures built from scratch, with P&L ownership across concurrent sites.
- Operating model designed from an empty footprint
- Concurrent site command with single accountability line
- Supplier, logistics and compliance frameworks established
- 2018 – 2026London, UK
Senior General Manager → Multi-Site Leader
Pret A Manger, LondonPromoted into full P&L ownership of a central London estate trading £140K–£200K weekly, leading 90+ staff.
- Promotion from single-site GM to multi-site leadership
- 8–15% like-for-like sales growth through trading discipline
- 5–10% labour cost reduction and 15% waste reduction
- Unbroken food safety, HSE and brand audit record
- 2021 – 2022London, UK
Event Operations Coordinator
Chelsea Flower ShowOperational delivery, vendor coordination and VIP hospitality across a 150,000+ attendee national event.
- 150,000+ attendee event delivered without service failure
- Vendor and contractor coordination at peak density
- VIP hospitality standards held across the full run
- 2010 – 2016Middle East
Operations Manager
Gold's Gym, Middle East10,000+ member operation with commercial, service and team accountability.
- +20% membership revenue growth
- +10% member retention improvement
- Service standards and KPI discipline embedded across shifts
- 2008 – 2010Middle East
Group Manager
Segafredo & The Coffee Bean & Tea LeafMulti-site café group management across 3–5 locations and 30–50+ staff.
- First multi-site leadership mandate
- Standard operating routine rolled across locations
- 2005 – 2008Egypt
Sales Executive
BMW, EgyptPremium retail sales and high-net-worth client relationship management — the commercial foundation of the career.
- Premium brand sales discipline
- Consultative selling to high-net-worth clients
The depth behind the mandate.
Eight dimensions a board should test before commissioning a transformation programme — each one evidenced by operating history, not by positioning.
15+ Years Experience
Two decades of continuous operating responsibility, from premium retail sales to executive multi-site leadership.
Multi-Country Leadership
Operations led across the United Kingdom, Europe, Egypt and the Gulf, in both mature and high-growth markets.
Multi-Site Operations
Three to five concurrent sites under one operating routine, at up to £200K weekly revenue and 90+ staff.
Business Transformation
Target operating model design, staged delivery, governance and benefits tracked against a documented baseline.
Operational Excellence
Lean Six Sigma Green Belt (QLS Level 5) applied in live trading environments, not in a training room.
Leadership Development
General manager and area manager benches built so the model holds after the engagement closes.
AI Strategy
Forecasting, scheduling, reporting automation and pragmatic AI use cases assessed for value, risk and effort.
Executive Education
IOSH, NSF Level 3, CIM-endorsed event management, CPD-accredited Lean Six Sigma and a Cairo University degree.
Four principles that shape every engagement.
Diagnose before prescribing
No recommendation is made before the numbers, the floor and the management routine have all been examined. Assumptions are the most expensive part of any programme.
Design for the worst shift
A model that only works when the estate is fully staffed is not a model. Everything is stress-tested against peak trading and absence.
Leave capability behind
The engagement is finished when the client team runs the model independently — not when the report is delivered.
Measure against a baseline
Benefits are tracked against a documented starting point. If an improvement cannot be evidenced, it is not claimed.
A strategic conversation with the person accountable.
Mohamed Ali works directly with CEOs, owners and boards — one conversation about where performance is leaking, what it is costing, and whether a transformation programme or a fractional operations mandate is the right answer. No pitch deck, no junior team.
Direct line · mo@moslive.co.uk · Response within one working day