Hani Amin A. Afifi
Business Transformation Architect for MEA SMEs
Strategy execution. Organizational development. Supply chain. Operational excellence.
Growth needs an operating system.
Hani Amin A. Afifi is the Founder and CEO of Ur-Serv Business Development LLC. He helps founders, CEOs, family-business owners, and operations leaders turn growth plans into operating systems that can be managed, measured, and repeated.
His work connects strategic direction with organizational structure, decision rights, operational processes, supply-chain performance, management data, KPIs, and disciplined execution.
Not another presentation.
A business that can keep working when the founder travels.
When Growth Starts Creating Chaos
A growing company can be successful and still become difficult to run.
Revenue rises. The team expands. New products, suppliers, customers, warehouses, locations, and approvals are added. Yet the operating model does not grow at the same pace.
The result is familiar:
Responsibilities overlap or remain unclear
Departments manage separate priorities instead of one business objective
Decisions return to the founder because authority is not designed
Cash is tied up in inventory without clear ownership
Customer service suffers because planning, sourcing, logistics, and sales are disconnected
Important dates move because promises are made before capacity is confirmed
Procedures exist in folders but not in daily management
An ERP project is launched before the business processes are ready
These are not isolated departmental problems. They are signs that the business needs a stronger operating system.
Hani works with leadership teams to identify the constraints, clarify ownership, improve flow, and establish practical management routines that protect service, cash flow, profitability, quality, speed, and resilience together.
What Hani Helps Leaders Build
Strategy That Shows Up in Operations
A strategy is useful only when it changes what a company prioritizes, funds, measures, starts, stops, and delivers.
Hani supports leadership teams with:
Strategic development and strategy execution
Business-model review and business planning
Growth strategy and scale-readiness assessment
Feasibility studies and market-entry planning
Operating-model design
Leadership alignment and execution governance
Practical KPIs, priorities, budgets, owners, and delivery dates
The objective is simple: turn strategy from an intention into a working management system.
Organizational Development That Creates Accountability
Many companies do not have a people problem first. They have a design problem.
When roles overlap, decision rights are unclear, and departments are evaluated through disconnected targets, capable people are placed inside a system that creates conflict and delays.
Hani helps businesses strengthen:
Organization structures and departmental design
Role clarity and accountability
Decision rights and delegation
Cross-functional collaboration
KPI design and performance-management routines
Governance for growing and family-owned companies
Management meetings that produce decisions, not more meetings
The aim is to ensure the founder remains important to the business—but does not remain the business’s only operating system.
Supply Chains That Balance Service, Cost and Cash
Supply chain decisions affect customer service, working capital, quality, cost, resilience, delivery reliability, and growth capacity.
Hani brings practical experience across the connected supply-chain system:
S&OP and demand planning
Forecast improvement and inventory planning
Procurement, sourcing, and supplier management
Inventory optimization and working-capital discipline
Warehouse operations and distribution
Logistics and customer-service performance
Supply-chain strategy, risk management, and resilience
Cash-to-cash improvement and operational flow
The focus is not on improving one number while damaging another.
It is on building a supply chain that can protect service levels, control cost, release cash, and respond reliably when conditions change.
Inventory is not only stock. It is cash waiting for a decision.
Operations That Work Without Firefighting
A process is not improved because it has been documented. It improves when it has an owner, a clear standard, a useful measure, and a management routine that acts on the result.
Hani supports operational improvement through:
Process mapping and process redesign
Standard operating procedures and ownership
Lean thinking and waste removal
Lean Six Sigma problem-solving
Productivity, quality, capacity, and bottleneck improvement
Cost control and continuous improvement
Root-cause analysis and practical corrective action
Management visibility through meaningful operational data
Lean is not simply cost cutting. It is the removal of work that does not create value.
ERP and Odoo: Process First, Software Second
Technology can help a business gain visibility, improve control, standardize processes, and support better management decisions.
But software is not a substitute for strategy, accountability, or a clear process.
Hani advises companies on ERP and Odoo readiness by addressing the business foundation first:
Process clarity and process ownership
Roles, approval rules, and decision rights
Data requirements and reporting needs
KPI definitions and management routines
Operational workflows before system configuration
Change readiness and implementation governance
Process First. Software Second.
A new ERP licence cannot repair an unclear process. It can only automate the confusion.
The Questions That Matter
Before expanding a team, changing an operating model, investing in software, or beginning a transformation program, leadership should be able to answer:
Is the strategy visible in priorities, budgets, owners, KPIs, and delivery dates—or only in a presentation?
Are decision rights clear—or does every important decision return to the founder?
Do departments work toward one company objective—or defend separate local scores?
Does the supply chain balance service, cost, cash, quality, speed, flexibility, and resilience?
Does every critical process have an owner and a measure—or does it depend on individual effort?
Is the company ready for ERP—or about to digitize operational confusion?
Can the company meet the date it has promised to a customer, supplier, employee, or partner?
A professional promise is an operational commitment.
Protect the date—or do not promise it.
Credentials and Experience
Hani Amin A. Afifi is a business transformation and operational-improvement professional with more than two decades of practical experience spanning strategy, operations, supply chain, organizational development, business planning, and ERP-related work.
His credentials include:
Founder and CEO, Ur-Serv Business Development LLC
Certified International Supply Chain Manager (CISCM)
Lean Six Sigma Master Black Belt
Business and operations advisory experience across SMEs, growth companies, manufacturers, distributors, and family businesses
Regional relevance across Egypt, Saudi Arabia, the UAE, Kuwait, Sudan, Ghana, the GCC, the Middle East, and Africa
Public professional profiles identify his CISCM certification and Lean Six Sigma Master Black Belt training, while Ur-Serv’s current positioning covers strategic development, operational excellence, supply-chain solutions, and business growth services across MENA and Africa.
Discover more about Hani Amin A. Afifi
Who This Is For
Hani works best with organizations that have reached the point where informal management is no longer enough.
Typical clients include:
Founders and CEOs of SMEs and growth companies
Family-business owners and next-generation leaders
Manufacturers, distributors, and trading businesses
Supply-chain, procurement, planning, warehouse, logistics, and operations leaders
Companies preparing for expansion, market entry, restructuring, ERP adoption, or scale-up
Investors, accelerators, and business ecosystems supporting operationally complex ventures
The work is especially relevant when a company has a measurable operational constraint: excess inventory, weak cash conversion, missed delivery dates, unreliable forecasting, poor service levels, unclear accountability, weak cross-functional coordination, or an ERP project that needs a stronger business foundation.
Start With the Constraint
If you need a presentation by Thursday, Ur-Serv may not be the right fit.
If you have a constraint with a number behind it—cash tied up in stock, a service level falling short, a warehouse delay, a forecast error, a delivery date that keeps moving, or a decision process that depends on one person—start with a focused diagnostic conversation.
Bring the constraint. Bring the number. Bring the decision that has been delayed.
Ur-Serv will help identify what must change in the strategy, organization, process, supply chain, data, or operating rhythm.
Request a 20-Minute Diagnostic
Contact Hani Amin A. Afifi
Email: hani.amin@ur-serv.com
Phone: +2 010 1733 6400
Location: Cairo, Egypt
Serving clients across Egypt, the GCC, the Middle East, and Africa