01 / 05
Diagnosis
Understand before proposing.
Interviews with management, document review, analysis of available data. We establish a shared reading of the real situation, including what is not working.
Management consulting · Tunis
Turning strategy into results.
BMC advises companies, investors and institutions on their development projects: strategy, corporate finance, investment structuring and organisational transformation.
Diagram · Performance trajectory
At a glance
- Years in practice
- 15+
- Areas of expertise
- 08
- Sectors covered
- 10
01 / 06The cabinet
A consulting cabinet for strategy, finance and investment.
Best Management & Consulting brings complementary disciplines together in service of one requirement: producing decisions that can be defended. We work with directors, investors and public institutions, from the first diagnosis through to performance monitoring.
Our value is not in the length of the report. It is in the quality of the trade-offs our work makes possible, and in whether those hold up in front of a credit committee, a board or a funding body.
Disciplines covered
- Corporate strategy
- Business plans
- Feasibility studies
- Financial restructuring
- Investment advisory
- Company upgrade programmes
- Organisational transformation
- Investor support
- Governance
- Risk management
02 / 06Expertise
Eight areas of expertise, one standard.
Every engagement is framed by a defined deliverable and a success criterion agreed with you before work begins.
Select an area to read the detail.
Competitive diagnosis, positioning choices, a costed growth plan and a management dashboard.
Full financial model, documented and sourced assumptions, sensitivity scenarios, and a presentation file ready to defend.
Market study, technical sizing, investment plan, expected returns and break-even thresholds.
Financial diagnosis, valuation, debt restructuring, and working capital optimisation.
Strategic and technical diagnosis, upgrade plan, file preparation and follow-through to disbursement.
Framing the requirement, preparing the bank file, introductions to funders, and negotiating terms.
Process mapping, target organisation, governance arrangements and change management.
Short programmes for directors and managers: reading financials, strategy, performance management, governance.
03 / 06Method
Five phases. None of them optional.
The same sequence structures every engagement, whatever its size. That is what makes our conclusions checkable.
Phase 01 / 05
02 / 05
Analysis
Isolate what decides the outcome.
Financial modelling, sector benchmarks, quantified gaps. Assumptions are written down, sourced and argued through with you.
03 / 05
Options
Build options, not an opinion.
Costed scenarios, explicit trade-offs, a reasoned recommendation. You decide on comparisons rather than on convictions.
04 / 05
Delivery
Move from the document to the floor.
Action plan, named owners, a realistic calendar. We stay engaged through execution, not only until the report is handed over.
05 / 05
Monitoring
Measure, correct, hold the line.
Indicators agreed up front, periodic reviews, documented adjustments. A result is observed, not announced.
01 / 05
Diagnosis
Understand before proposing.
Interviews with management, document review, analysis of available data. We establish a shared reading of the real situation, including what is not working.
02 / 05
Analysis
Isolate what decides the outcome.
Financial modelling, sector benchmarks, quantified gaps. Assumptions are written down, sourced and argued through with you.
03 / 05
Options
Build options, not an opinion.
Costed scenarios, explicit trade-offs, a reasoned recommendation. You decide on comparisons rather than on convictions.
04 / 05
Delivery
Move from the document to the floor.
Action plan, named owners, a realistic calendar. We stay engaged through execution, not only until the report is handed over.
05 / 05
Monitoring
Measure, correct, hold the line.
Indicators agreed up front, periodic reviews, documented adjustments. A result is observed, not announced.
04 / 06Sectors
Ten sectors of intervention.
We only work where we already have practice. Vocabulary, regulatory constraints and reference ratios differ too much between sectors to be improvised.
SectorAreas of focus
- Industry
- Competitiveness, productive investment, upgrading.
- Aeronautics
- Subcontracting, certification, ramp-up.
- Automotive
- Suppliers, productivity, load planning.
- Agrifood
- Value chains, added value, compliance.
- Technology
- Business models, fundraising, structuring.
- Energy
- Energy efficiency, renewables, financing.
- Healthcare
- Clinics, equipment, investment plans.
- Services
- Growth, organisation, networks and franchising.
- Logistics
- Flows, warehousing, master plans.
- Public administration
- Programmes, evaluation, governance.
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05 / 06Why BMC
What makes a file defensible.
Six commitments we hold to on every engagement, and on which you can judge us.
01
Over fifteen years in practice
A practice built on real files, in Tunisia and internationally, in demanding sectors.
02
Multidisciplinary expertise
Strategy, finance, organisation and technical work in one team. Nothing gets handed off to a third party.
03
Confidentiality
Your data stays yours. A contractual undertaking of discretion on every engagement, without exception.
04
Senior involvement
One senior contact present from the first meeting to the last committee. No silent delegation.
05
Workable solutions
Recommendations you can execute with the resources, timelines and teams you have today.
06
Strategic view
Every operational decision is tied back to a long-term trajectory rather than treated in isolation.
06 / 06Contact
A project, or a decision to prepare?
The first conversation is short, confidential and carries no obligation. Describe your situation and we will tell you whether we are the right people, and if not, who is.
