Service Management
Asl AlHolool helps you design, build and run shared services that work like a service business: clear services, agreed service levels, and performance you can prove.
Related topicsRun like a service business
A service catalogue, agreed levels and clear prices, so internal customers know what they get.
One process, one standard
The same work is done the same way everywhere, which is what automation and AI depend on.
Value you can prove
Live dashboards show cost, quality and service against the targets you set.
Your business challenge
Finance, HR, procurement and IT support the whole organisation, yet each unit often runs them its own way. Costs are duplicated, standards differ, and nobody can show what the service is worth. Leaders are asking:
- Which services should be shared, and where should they sit?
- Why does the same process run differently in every unit?
- How do we move work into a centre without dropping it?
- Do internal customers know what they get and what it costs?
- How do we prove the value of the centre?
- Where will automation and AI pay back first?
What we do
Strategy and design
Make the foundational choices with evidence:
- Shared services strategy: scope, location, sourcing and a business case
- Maturity assessment: an honest benchmark and a roadmap
- Target operating model: how the organisation will actually run
Build and transition
From the decision to a working centre:
- Process standardisation: one process, one standard
- Centre build and launch: built, staffed, rehearsed and launched
- Transition management: work moved without interruption
Run and govern
The discipline that turns a cost centre into a service business:
- Service management and governance: service catalogue, service levels and pricing
- Performance dashboards: live proof of value
- Regular service reviews with the business units you serve
Improve
Improvement as a routine, not a one-off project:
- Centre of excellence: capability hubs that keep raising the standard
- Digital and AI adoption: a practical automation and AI roadmap
- Continuous improvement measured against the baseline
How it runs
Six steps from the first assessment to a centre that keeps improving, on one system for finance, purchasing and operations.
1. Assess
We map how the work is done today, size the volumes and agree the baseline.
2. Design
We define the services, the operating model, the organisation and the business case.
3. Build
We set up the centre, the processes, the team and the technology.
4. Transition
We move the work in stages, with knowledge transfer and a shadow period.
5. Run
We operate to agreed service levels, with regular reviews.
6. Improve
We standardise, automate and keep lowering the cost to serve.
Microsoft Dynamics 365 at the core
One ERP for finance, purchasing and reporting across the units you serve.
You keep the strategy, the policies and the relationship with the business. We bring the method, the people and the accountability.
Why Asl AlHolool
Our partners have built, run and commercialised shared-services and managed-services operations in the region, and have advised on them at the Big Four. We know both sides: the design on paper, and what it takes to make it work on the floor.
Alliance relationships
Our alliance with Microsoft lets us build your shared services on Microsoft Dynamics 365, with Power Platform for automation and Power BI for dashboards. If you use another ERP, we design around it.
The team
A. Hussam ElHazek
Managing PartnerThree decades in customer experience, shared services and managed services, across the Big Four and the region's largest BPO operators. A former Director at PwC and EY in Riyadh.
30+ years | PwC, EY, BDO, Xceed
Ranya Salah
Partner, ESG & Corporate GovernanceOver three decades of professional and academic experience, with a PhD in Environmental Engineering from Cairo University and a decade of operational leadership.
30+ years | IBM, RAJA Computer Center
Ahmed Fahmy
Partner, Digital TransformationAround 30 years in technology and BPO, including nearly two decades at Raya Customer Experience, where he rose to Director of BPO Program Management.
30+ years | Raya Customer Experience, Sigma ITOur latest thinking
Customer experience is no longer a support function. It is the growth strategy
Most customers who leave do so because of poor experience, not price. What does that mean for how you run your business?
From delivery to delight: turning excellence into experience
Efficient operations alone reduce cost. Connected to customer experience, they drive loyalty, reputation and retention.
Saudi Arabia BPO & Customer Experience Outsourcing Market: 2026 Outlook
How big is the KSA outsourcing opportunity? Our study sizes the market at USD 1.5B+ today, growing toward USD 4B by 2033.
Ready to turn support functions into a service business?
Tell us which functions, which units and which systems. A partner replies within one business day.
Ask Moath
Ready to scope it formally? Kareem is happy to help →