Illustrative scene
Chapter 02/Perla · Pastry
From opportunity to operation
A good product and a factory with room to grow: the opportunity lay in what could be built around them.
Quick readThe 30-second read
- The assignment: assess an acquisition opportunity and turn it into a developing business.
- The role: lead the decision and contracting, then develop the business with the team.
- Jump to the outcome
An opportunity to assess before buying
Ahmed saw room to develop the product and factory. Before buying, he reviewed sales, assets, leases, payroll and liabilities, grounding the decision in what would actually be taken over rather than the shopfront.
From negotiation to handover
He based the negotiation on the commercial and operational assessment, then drafted the acquisition contract and followed the handover through.
- The asking price started at SAR 2 million; negotiation closed it at SAR 1.25 million
Developing the business and the customer experience
Ahmed led storefront, identity, packaging and customer-experience development, costing and pricing studies, and the organisation of item data, prices, discounts and VAT. He organised branch-to-factory ordering through the ORDERS app.
Development included Perla’s official Arabic and English website, presenting products through real photographs with documented sources.
A chocolate tower from Perla’s original photographs
A chocolate gift box from Perla’s original photographs
An illustrative confectionery display
The result
- 41% sales growth in the first year after the acquisition, compared with the year before it
Ahmed’s role and the team’s
Ahmed led the project while the team handled execution and operations; the result reflects their shared work.
Acquiring an opportunity is the beginning. Building an operation that lasts comes next.