Owning the Business Unit P&L and Capital Allocation
Building and Shaping Organisational Culture
Leading Multiple Teams and the Management Layer Beneath You
Talent Architecture, Reward and Workforce Strategy
Scaling the Organisation Without Breaking It
Leading Through the Market Cycle and Through Crisis
and 4 more modules, listed below
Syllabus
12 modules, 111 lessons
Prefer to take it one module at a time? Each module below can be taken on its own at the price shown. Taking the full course saves you AED 700 against buying every module separately.
01From Manager to Executive: The Shift in AltitudeAED 500
The move from running a team to running a business unit is a change in altitude, not a promotion in degree. This module retrains where you spend attention, how you create value through systems and other leaders rather than direct effort, how you make irreversible decisions with incomplete information, and how you carry accountability for a P&L, a headcount, and a set of stakeholders in a UAE group context. Eight lessons take you from diagnosing your own altitude to building the operating rhythm an executive runs on.
1.1What Actually Changes When You Become an ExecutiveLocked
1.2Working On the Business, Not In ItLocked
1.3Leading Through Managers, Not DoersLocked
1.4Owning Outcomes You Cannot Directly ControlLocked
1.5Thinking in Systems and Time HorizonsLocked
1.6Making Executive-Grade Decisions Under UncertaintyLocked
1.7Carrying the Weight: Accountability, Compliance and the UAE ContextLocked
1.8Building Your Executive Operating RhythmLocked
02Vision, Strategy and Direction-SettingAED 600
A working executive's guide to setting a real direction for a UAE business unit: crafting a vision people act on, choosing where to play and where not to, translating strategy into a plan with numbers, stress-testing it against the Dubai market, and communicating it so the layer beneath you can run without you.
2.1What a Vision Actually Is (and What It Is Not)Locked
2.2Reading Your Market Before You Set DirectionLocked
2.3Where to Play and Where Not to PlayLocked
2.4How to Win: Building a Real Competitive AdvantageLocked
2.5From Strategy to a Plan: Objectives and TargetsLocked
2.6Aligning Your Unit With Group DirectionLocked
2.7Stress-Testing the Strategy Against RealityLocked
2.8Communicating Direction So People Act On ItLocked
2.9Keeping Strategy Alive: Review, Adapt and Re-CommitLocked
03Owning the Business Unit P&L and Capital AllocationAED 650
A practical master-tier module for business unit heads in the UAE: read and own a full P&L, model unit economics and contribution margin, allocate capital and headcount for real returns, control working capital and cash-to-close, build a defensible budget, and account correctly for 9% Corporate Tax, 5% VAT and end-of-service under Federal Decree-Law 33/2021.
3.1Reading Your P&L Like an Owner, Not a ReaderLocked
3.2Contribution Margin and the Unit Economics of Your BusinessLocked
3.3Fixed Versus Variable Cost and Your Operating LeverageLocked
3.4Capital Allocation: Where the Next Dirham Should GoLocked
3.5Return on Investment and the Hurdle Rate You Hold the Line OnLocked
3.6Working Capital and the Cash Your P&L HidesLocked
3.7Corporate Tax, VAT and End-of-Service in Your NumbersLocked
3.8Building a Budget You Can Defend Line by LineLocked
3.9Variance Analysis: Explaining the Gap Every MonthLocked
3.10Defending Your Numbers to the Group and the BoardLocked
04Building and Shaping Organisational CultureAED 650
A practical executive playbook for an owner of a UAE business unit on how to diagnose, design, embed, and defend culture as a deliberate operating asset, grounded in Dubai brokerage realities, Federal Decree-Law 33/2021, and the 2025-26 regulatory landscape.
4.1Culture Is What Gets Rewarded, Not What Gets FramedLocked
4.2Diagnose Your Current Culture Before You Try to Change ItLocked
4.3Define the Three to Five Behaviours That Must Be TrueLocked
4.4Align Your Systems: Culture Lives in Comp, Promotion and ProcessLocked
4.5Lead by Behaviour: You Are the Loudest Culture SignalLocked
4.6Build Culture Across a Multicultural UAE WorkforceLocked
4.7Psychological Safety Without Losing AccountabilityLocked
4.8Embed Culture Into the Employee LifecycleLocked
4.9Managing Subcultures and Preventing a Toxic-Star CultureLocked
4.10Sustain and Defend Culture Through Growth and StressLocked
05Leading Multiple Teams and the Management Layer Beneath YouAED 550
How to lead through managers instead of doing the work yourself: building a real management layer, running a leadership team, cascading goals, handling weak managers, and scaling your span of control across a UAE brokerage business unit.
5.1Leading Through Managers, Not Around ThemLocked
5.2Building a Real Management LayerLocked
5.3Running Your Leadership Team as a TeamLocked
5.4Cascading Goals and Standards Down the LayerLocked
5.5Delegating Decisions, Not Just TasksLocked
5.6Diagnosing and Fixing a Weak ManagerLocked
5.7Keeping Managers Accountable Without MicromanagingLocked
5.8Widening Your Span and Adding Layers as You GrowLocked
5.9Handling Conflict and Turf Between Your TeamsLocked
06Talent Architecture, Reward and Workforce StrategyAED 650
How an executive designs the shape of the workforce, builds a fair and legal reward system, and turns pay and structure into a strategic engine for a UAE business unit.
6.1Thinking in Roles, Not People: Designing the Org's Job ArchitectureLocked
6.2Workforce Planning: Matching Headcount to the Strategy and the NumbersLocked
6.3Buy, Build or Borrow: Sourcing Talent StrategicallyLocked
6.4Building a Reward Philosophy: Pay That Signals StrategyLocked
6.5Salary Bands and Pay Equity: Structure That Holds Up to ScrutinyLocked
6.6Designing Commission and Incentive Plans That Drive the Right BehaviourLocked
6.7Total Reward: Benefits, Equity and the Non-Cash LeversLocked
6.8The Talent Review: Mapping Performance, Potential and RiskLocked
6.9Succession and Critical Roles: Removing Single Points of FailureLocked
6.10Workforce Strategy in the UAE Context: Emiratisation, Visas and Compliance by DesignLocked
07Scaling the Organisation Without Breaking ItAED 600
A practical playbook for taking a UAE business unit from founder-led scrappiness to a durable, scalable organisation: knowing when to add structure, designing operating rhythms, systemising and documenting, hiring and layering ahead of the curve, protecting culture and cash, and staying compliant as headcount crosses the thresholds that trigger UAE legal obligations.
7.1Knowing When To Scale And When You Are Just Adding WeightLocked
7.2Founder Dependence: Removing Yourself From The Critical PathLocked
7.3Designing The Operating Rhythm As You GrowLocked
7.4Systemising Before You Scale: Turning Heroics Into ProcessLocked
7.5Hiring And Layering Ahead Of The CurveLocked
7.6Protecting Culture As Headcount MultipliesLocked
7.7Scaling Systems And Data Without Chasing Every ToolLocked
7.8Financing Growth Without Running Out Of CashLocked
7.9Building The Scaling Plan And Knowing When To PauseLocked
08Leading Through the Market Cycle and Through CrisisAED 600
A business-unit leader's operating manual for the Dubai real estate cycle: reading where you are, building the balance sheet and cost base to survive the turn, running scenario plans, protecting cash and people through a downturn, executing a crisis playbook, and positioning to take share when the market recovers.
8.1Reading Where You Are in the CycleLocked
8.2Building an All-Weather Cost BaseLocked
8.3Scenario Planning and the Rolling ForecastLocked
8.4Protecting Cash and LiquidityLocked
8.5Leading People Through Fear and UncertaintyLocked
8.6The Crisis Playbook: The First 48 HoursLocked
8.7Restructuring and Managing Headcount Legally and HumanelyLocked
8.8Defending Revenue and Margin When the Market FallsLocked
8.9Positioning for the Recovery and Taking ShareLocked
8.10Reviewing, Learning and Institutionalising ResilienceLocked
09Governance, Board and Shareholder InterfaceAED 600
A working executive's guide to operating inside a governance structure: understanding what a board is for, running the board relationship, building the board pack, managing the shareholder interface, meeting your legal duties as a UAE director, and handling the moments where governance decides who keeps their seat.
9.1What Governance Actually Is And Why It Protects YouLocked
9.2Who Sits Around The Table And What Each Seat Is ForLocked
9.3Building A Board Pack The Board Can Actually UseLocked
9.4Presenting To The Board And Handling The Hard QuestionsLocked
9.5Delegated Authority And Reserved MattersLocked
9.6Your Legal Duties As A Director Or Manager In The UAELocked
9.7Managing The Shareholder InterfaceLocked
9.8Risk, Assurance And The Audit And Committee StructureLocked
9.9When Governance Gets Real: Deadlock, Removal And CrisisLocked
10Capital, Deals and Corporate DevelopmentAED 500
How a UAE business-unit executive raises capital, evaluates and structures acquisitions, runs diligence and integration, and thinks like a corporate developer inside a group.
10.1Knowing When Capital Is the Answer (and When It Is Not)Locked
10.2The UAE Capital Stack: Debt, Equity and Everything BetweenLocked
10.3Reading a Deal: Valuation Basics for the Non-Finance ExecutiveLocked
10.4Build, Buy or Partner: The Corporate Development DecisionLocked
10.5Due Diligence: What to Check Before You SignLocked
10.8Thinking Like a Corporate Developer Inside a GroupLocked
11Executive Communication, Influence and Stakeholder PowerAED 600
Nine lessons that turn a capable business-unit leader into an executive who can move a room, a board, a shareholder and a regulator. You will learn to lead with the headline, build the influence map, calibrate the argument to each stakeholder's currency, hold your line under pressure, communicate through crisis and change, write the one-page memo that decisions actually run on, and manage your own presence and reputation in the tight, relationship-driven UAE market.
11.1Communicate at Altitude: Lead With the AnswerLocked
11.2Map the Stakeholders Who Actually DecideLocked
11.3Speak Each Stakeholder's CurrencyLocked
11.4Build the Executive Argument: Evidence, Logic, EmotionLocked
11.5Hold Your Line Under Pressure and ChallengeLocked
11.6Communicate Through Crisis and Bad NewsLocked
11.7Lead Change Through Words: The Narrative of WhyLocked
11.8Write the One-Page Memo That Decisions Run OnLocked
11.9Manage Your Presence, Reputation and NetworkLocked
12Developing Other Leaders and Your Own SuccessionAED 650
The capstone executive skill: building a bench of leaders beneath you, making yourself replaceable on purpose, and engineering a clean succession so the business unit outlasts you and your own career keeps climbing.
12.1Why Making Yourself Replaceable Is the Executive's Real JobLocked
12.2Spotting Leadership Potential Before It Is ObviousLocked
12.3Coaching Managers, Not Doing Their Job For ThemLocked
12.4Delegating Authority, Not Just TasksLocked
12.5Building Individual Development Plans That Actually Move PeopleLocked
12.6Mentoring, Sponsorship and the Difference That Changes CareersLocked
12.7Retaining the Leaders You BuildLocked
12.8Succession Planning for Your Own RoleLocked
12.9Managing the Handover Without Breaking the BusinessLocked
12.10Building a Leadership Pipeline and a Learning CultureLocked
