Prevention is always better than cure: What if you could get a free synopsis about your company’s performance in just 4 minutes?

In my previous article about value-based pricing, I mentioned that one of the 12 factors that determine the value of a motorcycle is its service history.

I wrote, “a timely serviced bike suggests a very different proposition to one with no service history.”

And I’m sure you are all in agreement that good periodic service maintains the value of your pride and joy and thus increases the selling price of your bike.

Besides, periodic service not only increases value, but also enhances performance. Regular maintenance of the motorcycle helps optimize its performance, reliability, safety, and durability.

Prevention is always better than cure.

Hence, proper care for your motorcycle requires some extra effort on your end and few bucks, prevents breakdowns and failures and ensures performance and cosmetic conditions are top-notch.

Yet, does your business require servicing?

Would that have any implication on its performance?

When was the last check-up you did for your company?

If your business is struggling for growth for whatever reason, and you can’t seem to get it past that hump. If you have got to a stage where the old solutions no longer work. If you feel like your systems and processes got your business to where it is now, because nobody likes to disturb a system that works, inertia sat in. And despite the efficiency, you not only stopped increasing revenues and profitability but also started shrinking it.

A service might be due!

Find out where you stand and explore what’s likely to be holding you back from growing, test the below self-assessment scorecard. It is designed by experts to help you discover your most significant risks and quickest wins.

It takes less than five minutes to get your answers, plus it’s free, and you get the option of a complimentary tailored consultation session from 2Y3X’s global expert team:

I hope it is helpful, informative, and thought-provoking. If you have any questions, reach out to me through, always happy to chat freely.

4 steps to accelerate growth and scale your business! Where does it start? Where does it end? And what comes in between!

Do you remember my previous article where I mentioned:” It would help if you treated Scale as a particular and unique speciality, empower a team that leads it, build a culture that encourages it, followed by the proper governance in place”. Assuming that your business is ready to scale, these are essential 4 steps if you follow diligently; I promise you that it will hold the whole process together, and it will work effectively on your business and achieve the desired growth. 

I always start by asking the question: why do you need to scale your business? You are ok, doing well, plus or minus 10% yearly; do you not need the extra headache? Well, let me be clear, scaling is not a walk in the park and is not for everyone and every business. Because scaling means increasing the size of your business, the size and scope of your operation, any attempt to expand on that can backfire.

Therefore, Scaling is for daring entrepreneurs, business owners who are brave, ambitious and willing to go the extra mile to create a leading position within their geography and competition. This means sweat and tears, sleepless nights, and knowing that they will fail at times. It is not that dark because you will celebrate small or big successes, and with the right mindset, you will learn from failure and grow throughout the journey. Those leaders are willing to hire a team of superstars that are better than them; they are happy to let go of control and lead with empowerment, responsibility and accountability. If you relate to this form of leadership, then you will find the below extremely useful.

Many customers work with us because they are stuck and reached a plateau; yes, they might have achieved growth initially but hit the ceiling afterwards. Other clients lack knowledge about scaling and how to grow their business sustainably. Some are a little scared of the unknown of such a journey. For the latter, I always say, we will always be able to deal with what comes diligently; the unknown is an illusion and can turn into fear which is the oldest enemy of growth and progress.

The 4 steps to consider, to accelerate growth and scale your business

1. Treat Scale as a particular and unique speciality

If you want your business to accelerate revenue, grow market share, create more significant social impact, double or triple its size, you need to treat Scale as a unique speciality. This is why amazing programmes like Scaling Up exist and, in our case, the 2Y3X programme. Treat Scale, similar to a new product or a new project, and start by calling it “PROJECT SCALE”.

And like any project, it starts by assembling a team, preferably of 5 or 6 max, as there is much evidence that the bigger it gets, you will spend more time on coordination and less time doing the actual work.

Things to consider when establishing “PROJECT SCALE.”

  1. you will have to assemble a team and, in this case, make sure they are top performers,
  2. agree on a goal or set of ambitious goals, metric-driven goals,
  3. create a clear timeline,
  4. identifies stakeholders that could influence positively or negatively your success,
  5. develop a list of initiatives,
  6. put KPIs in place
  7. and schedule regular check-ins weekly, monthly or quarterly.

I recommend that you check this new book, Scale at Speed – how to triple the size of your business and build a superstar team – from author Felix Velarde, the founder of the 2Y3X programme.

2. Empower a team that leads it

When your business starts to scale at an accelerated rate, things can begin to crack, vulnerabilities begin to be exposed, and sometimes you can’t always fix them on your own, especially when the journey has started. You could be held back by your technology, processes, cash flow, team, gaps in your supply chain or all of the above and more. Therefore you need to know in advance that scaling up and growing your business will affect your company – you must be ready, and your processes must be robust.

This is where the team in charge of “PROJECT SCALE” becomes handy. They will be on a mission to achieve Scale at Speed; therefore, choosing your a-players and top performers for this job is crucial to the success of this mission. This does not mean the most senior ones; in fact, this team, if possible, needs to be as diverse as possible on gender, ethnicity, experience level, and specialisation, but all have one thing in common: top performers committed to getting the job done. A team covering all your bases allows you to move efficiently and quickly reach your goals.

Some of what brings this team together and helps them to deliver “PROJECT SCALE” successfully

  1. alignment on goals,
  2. going through the team-building journey of forming, storming, norming, and performing,
  3. empowering decision making,
  4. creating accountabilities (do not mix between responsibility and accountability),
  5. allowing competition,
  6. making sure that they develop and own the plan,
  7. consider outsourcing if needed.

I recommend you read “The Five Dysfunctions of a Team – A Field Guide for Leaders, Managers, and Facilitators “ – from author Patrick Lencioni.

3. Build a culture that encourages it

Building a culture does not happen overnight. What if this culture encourages Scale at Speed. It might sound unattainable or challenging; however, the secret lies in what I call Consistent Momentum, with capital C and M. As time is the essence of what you are trying to achieve, it becomes crucial that momentum is created, and felt at all levels of the organisation. Every individual or team need to realise that she/he is an integral part of it.

Things can massively change when your business is growing at an accelerated rate, and when change comes into play, resistance to change becomes imminent. New dynamics will compete for your time and attention, which is of scarcity. As the business owner or the leader, you need to make sure that Scale is not deteriorating your culture but, on the contrary, adding value to it. How to remain empathic, be a good listener, safeguard your values so that your people and the organisation does not suffer on the way, and more.

To do that, few things to consider when building a culture around “PROJECT SCALE.”

  1. start with purpose and align your people around it
  2. have a consistent momentum and campaign it,
  3. establish culture-related goals as part of the plan,
  4. encourage feedback and lead by example
  5. foster open and honest conversations and be truthful
  6. create a clear set of processes that the team can lean on; it promotes safety and clarity
  7. celebrate, celebrate, celebrate small or big, wins or failures

I recommend you read “The Culture Blueprint – A Guide to Building a High-Performance Workplace“ – from author Robert Richman.

Put proper governance in place

What glues all the above together and help you reach with “PROJECT SCALE” to the finish line is proper governance. And this is not only about compliance, but most importantly, it is about performance. With that, you can eliminate as many as possible blind spots, mitigate risks, identify pitfalls and most importantly having a set of scenarios and responses that comes along. For it to work, you need to consider having two crucial things in place, your “Music Notes” and your “Orchestra Conductor”; yes, suppose you have a band at a concert, how would you think they perform without their notes and their lead or conductor?

Your notes will be a robust and tested Framework that will hold the process together, and the conductor is the Scale at Speed consultant, who plays multi roles to keep things on track and the team feet to the flame to remain focused; she/he will monitor performacne, be a coach at times, a facilitator, a guide or a mentor. Having both from day one is essential to keep the integrity of “PROJECT SCALE” seeing it coming to fruition.

Things to consider when executing governance for “PROJECT SCALE.”

  1. follow up on the agreed KPIs
  2. deploy a robust framework or strategy map, with the end goal at your sight
  3. develop the road map that will take you there
  4. create your risk registry and keep a close eye on the potential challenges
  5. Keep stakeholders regularly updated as you Scale,
  6. Try to predict the future with the proper data and creating regular alerts
  7. get external help

If you want your company to Scale at Speed, you’re going to need plan on how to scale your business.

By focusing on scaling rather than merely “growing” your company’s finances, you can generate greater revenue without ramping up costs or diminishing resources along the way.

I know that Speed is not always synonymous with sustainability. Now what 2Y3X does is create sustainability within Speed and Scale by utilising a robust set of tested and proven frameworks. To know more about the 2Y3X programme and get help to scale your business at Speed, reach out to me at


Is Speed the new Scale? Will speed slow you down?

Many CEOs and entrepreneurs are asking questions about Scaling at Speed and how these two could work together.

  1. Am I moving fast enough?
  2. Will speed slow us down or distract us?
  3. Will Speed create sustainability?
  4. Will I be able to slow down and take a breath?
  5. What’s the endgame?

It is not necessarily easy to answer the above questions in short; however, if Scaling at Speed is your goal, then your mindset will be wired accordingly and will push you to see all the necessary avenues to serve that goal. You will make your utmost efforts, build the right team, use the required tools and get the necessary external help.

Setting a Clear Goal

It all starts with setting a clear goal; it was necessary before Covid-19 and is now even more crucial as we bounce back from the pandemic. In the latest webinar, “Strategic goal setting with 2Y3X“, I spoke with Felix Velarde, author of Scale at Speed – how to triple the size of your business and build a superstar team – in more detail about taking clients from the ‘end goal’ to today, working backwards to identify what needs to happen each year for them to succeed and to scale at Speed.

Many things have changed in the last 18 months, and we are at a critical junction to re-evaluate, decide on a clear vision and ask what we want? It goes like that if your goals are apparent, time-bound, and if you are committed to it, then you are on the right track.

In a recent interview with Mia Rodrigez of the 2Y3X, I spoke about the importance of goal setting as step one and how it serves our focus in a laser pointer approach. “The first thing that comes to mind is goal setting. When you identify your goals, you are creating focus by default. And when you create focus, you immediately create priorities. This then leads to the less important tasks falling down your list organically, so your attention can remain where it needs to be. This also reminds us to enjoy the journey and to reward each other each step of the way, so we don’t reach goals with overworked and unhappy teams.”

 Create Checkpoints

It’s true that Speed can sometimes create anxiety and panic or overexcitement, which can backfire. So there should be checkpoints, milestones along the way to keep that focus going. These are essential times for reflecting, celebrating wins – both big and small. These moments are for acknowledging all the efforts so far and assessing what needs changing to keep improving.

Think of the short-distance marathons, where runners start slow and increase their pace, slowing along the way for hydration breaks and check-ups. It’s processes and tools like this which create stamina. They help you to survive and to reach the finish line.

Sometimes it’s not about just exiting; it’s about creating sustainability beyond that goal that you reached.

 How to Treat Scale?

It is essential that you treat “Scale” as a particular and unique speciality, empower a team that leads it, build a culture that encourages it, followed by the proper governance in place. If you make that your day to day work, then your company will achieve Scale at Speed, and certainly, your competitors will struggle to match it, and you will be able to sustain your competitive advantage. Stay tuned to my next article to know more about how this process works.

I know that Speed is not always synonymous with sustainability. What 2Y3X does is creating sustainability within Scale and Speed by utilizing a robust set of tested and proven frameworks. To know more about the 2Y3X Programme and get help to Scale your business at Speed, reach out at

Price is what you pay. Value is what you get. -Warren Buffet

In my previous article about Value Proposition, I mentioned that my next piece would tackle the relationship between Positioning and Pricing, and here it is.

I mentioned that value proposition is the most critical thing that you can do for your business. It can be summarised with: Define clearly what you do and whom you do it for”, now I will add, and then your pricing has got to be suitable for it.

So, if you want to claim to be the best in the business at what you do so that customers would come to you, then you must consider pricing carefully. If you are going to say you are premium, charge premium prices. Because nobody believes somebody says, “I am premium but cheap”. It is really simple. Clear proposition offers you pre-eminence in your market.

People expect to pay top dollar for top value. If you can offer top value and you can substantiate it, then charge top dollar for it. You have to. If you can’t prove it, you’re like just anybody else, and in that case, you would better pick up something that you can claim to be brilliant at where you can substantiate it.

So how to create, quantify, and increase the value of your product?

Yet, I guess you all know that aside from being a 2Y3X Growth Consultant, I am also a Motorcycle Riding Instructor, and I always try to create an analogy between both worlds of Motorcycling and Business.

So, let us start from here. What impacts the value of your motorcycle? Have you ever asked yourself this question?

We all love our bikes, but, for whatever reason, very few are faithful to theirs’ forever. Most of us like changing it and will sell our motorcycles at times, and when that time comes, we always like to get the best resale price we can.

Most of us have an approximate idea of what our bike is worth. Think back to what we paid for it and knock off a few hundred quid for each year we have owned it. Simple, huh? So, most of us are shocked when looking for a part-exchange price, and we get an offer from the dealer that is considerably less. Or even worse, do you recall those dealers saying, “we buy any of your motorbikes”, and then their valuations appear to have a decimal point in the wrong place.

But what are the factors that influence someone wanting to buy a motorbike? Here are 12 factors to consider when it comes to the resale value of your pride and joy:

 1. Condition

It goes without saying that bikes in good condition will command a premium over average or poor ones. Bikes that look unloved are less desirable, and savvy buyers will bargain over every little detail.

2. Service history

This is increasingly valuable with older bikes – a timely serviced bike suggests a very different proposition to one with no service history. 

3. Accessories

Even though many buyers prefer bikes in their original situation, some carefully chosen accessories can make your bike more desirable. 

4. Timing

Motorcycling is seasonal, so it makes sense to take that into account. 

5. Advertising images and description

Most people are going to judge your bike by the pictures and words you use to advertise it.

Do not lie but take nice pictures with the best possible light and be descriptive in the text. 

6. Supply and demand

Before selling your bike, check the internet to find out prices of other similar bikes that are up for sale, and make sure you understand their specs and conditions. 

7. Originality

Although many riders like to modify their motorcycles, buyers generally want their bikes to be as close as possible to factory specification, especially as they approach classic and vintage ones. 

8. Mileage

Most buyers will judge a bike’s condition based on its mileage.

9. Age

In the first few years of a bike’s life, age is critical because that is when the price falls fastest. 

10. The revival factor

Nostalgia sells, and motorcycles are no different. We all remember our first bikes or the ones we lusted after as teens, and as we get older and have more income, it is natural for riders to seek out their first loves. 

11. Rarity

Continuing on the theme of supply and demand, the rarity factor often plays in the used bike market, especially for limited edition choices.

12. New models

The introduction of a new model can impact the value of your motorcycle, especially for the new ones.

The above factors can be split between ones you cannot influence, such as Supply and Demand, Originality, Mileage, Age, The Revival factor, Rarity, New models. And others that are within your control, such as Condition, Service History, Accessories, Timing and Advertising images and description.

Yet one thing is sure; the cost of your motorcycle does not drive its selling price; it is about the total value perceived by the buyer, which is influenced by the twelve factors listed above. The same applies to your product. Your pricing should be about the total perceived value and positioning play a significant role in quantifying that value.

The value guru Todd C. Snelgrove, Founder of “The experts in Value” and Co-Editor of “Value First Then Price”, spent a lifetime analysing and developing the relationship between value and pricing. He states that: 

“Quantifying your value, so customers are willing and able to pay for it!”

“How does one get paid for value created? The question has been asked by every premium player in every market of the world. Given that the financial benefits of value creation and pricing are well known, why do so many companies fail to achieve the desired results after they’ve done the work to create something of value?

For those that do invest and create customer value, it’s time to do the work to get paid for it!


I have begun to look at this as a formula. If the perceived value (PV) of a good or service is greater than or equal to the cost of buying it, then an action such as a purchase should occur. “

Todd C. Snelgrove

In a nutshell, whether it is your motorcycle or your product or service, the selling price is directly dependent on the perceived value from the buyer. While there will always be factors related to market dynamics that you cannot influence, there are many others within your control to increase the value; thus, the price, given you can quantify and substantiate that.

Reach out to me through if you would like to learn more about value-based selling and how 2Y3X programmes can help you price your products and services the right way.

Jihad Al Houwayek

The single most crucial thing that you must do for your business from day one

If you are a motorcycle rider, your life could depend on your road position. Whether on a highway or in a curve, during the day or at night, in dry or rainy weather, a proper position will provide you with the needed visibility and grants you safety.

When teaching riders about positioning techniques for the first time, many describe this as alien to them and not anything they would have considered themselves.

Being smaller than most road users is both an advantage and a disadvantage of riding a motorcycle. However, many riders do not give much active consideration to how they can apply one and mitigate the other. Thanks to lane positioning options afforded by a bike’s small size, we can take proactive steps to keep those big, lumbering vehicles from becoming overly intimate with us. Your choice of position within the lane can give you three critical benefits.

  • First, by creating a protective bubble of space around you, it is called a “space cushion” in MSF (motorsport federation) parlance, you can give yourself more time to respond should an inattentive car driver start claiming more than his fair share of the road.
  • The second is to make yourself more visible to other traffic and vehicles by taking the correct position. Understanding the blind spots of other vehicles around you and consistently positioning yourself outside those areas ensures you are continuously visible to their drivers.
  • The third is communication. Many riders neglect to consider the message they are sending to drivers with their lane position. The sad truth is that, as fewer people use their turn signals, drivers are forced to make assumptions based on limited information about what the other road users will do.

So, proper positioning of your motorcycle on the road and within the lane:

  • It gives you a better view
  • Increases your safety margins
  • Maximizes your visibility to other road users

As a Growth Consultant – being the Co-Founder of boutique advisory firm, LINK Advisory and MENA Partner of UK’s leading Growth Acceleration Programme 2Y3X – aside from being a motorcycle instructor, I find the above analogy about motorcycle positioning perfectly applicable to a Brand Positioning, and the cornerstone for that is a clear cutting-edge value Proposition. It all starts from here. That must be the beginning.

Proposition development is the single most crucial thing that you can do for your business from day one. Define clearly what you do and whom you do it for so that those people can find you and will not get mixed messages. We call it a “self-qualifying tool”- an outstanding proposition should ring like a bell – yet most companies struggle to stand out.

It is impossible to nail a proposition without outside help to get it over the line with everyone’s buy-in. And in a recession, what your customers see and how that matches their needs makes the difference between success and failure.

Establishing competitive differentiation is the starting point for most of the ambitious businesses we work with. We believe the clarity of the Proposition is a critical success factor for companies that achieve stellar growth.

This is very important when a company comes to the 2Y3X Programme; the first thing we address is their “Proposition” because a clear one makes everything else less difficult.

The Proposition will have to meet this Venn diagram introduced by Jim Collins in his book Good to Great, known as The Hedgehog Concept. 

The Hedgehog Concept developed in the book Good to Great is a simple, crystalline concept that flows from deep understanding about the intersection of three circles: 1) what you are deeply passionate about, 2) what you can be the best in the world at, and 3) what best drives your economic or resource engine.

A Hedgehog Concept is not a goal to be the best, a strategy to be the best, an intention to be the best, a plan to be the best. It is an understanding of what you can be the best at. The distinction is absolutely crucial. Every company would like to be the best at something, but few actually understand —with piercing insight and egoless clarity— what they actually have the potential to be the best at and, just as important, what they cannot be the best at. More information on

To be the best at something, you need to be passionate about it, and it should be capable of making you money.

And to my mind, there is an additional Venn diagram here. A clear Proposition should communicate your competitive edge, allowing you to stand apart from your competition and own unique territory; it should also clearly define your target clients, allowing them to self-identify and find you easily. And most importantly, you should be able to substantiate your claim with Case Studies, Records, Customer Testimonials, Reviews and so on…

Therefore, your Proposition is the sweet spot at the intersection of both Venn diagrams shown above.

Below are few samples of really great Propositions we developed by 2Y3X for our Clients, and we’re proud of them.

Impero had won 5 “Agency of the Year” awards by the time we finished the two years 2Y3X Programme. This Proposition lasted for three and a half years. Good “Propositions” last a long time.

Fish in a Bottle is an agency that works with companies like the BBC and doing ground-breaking futuristic AI type Digital. It’s amazing. And what they are saying is not that we do AI. They say that you will trust us if you are a visionary because all other visionaries like you trust us. It’s an utterly resilient brand Proposition.

Alpha Century – The Creative agency for Entrepreneurs. This one we did five years ago, and this is their current website. They are still using it. If you are an Entrepreneur looking for a Creative Agency, this company will definitely go on your Pitch List.

I love this one. White Bear is a Creative Agency for Tech startups. And if you are a tech startup, you think you are going to be the next unicorn. And again, it does not really say that half the work they do is packaging and the other half is creative. It talks to the client, not to the owner of the company.

This is our Proposition. It does exactly what it says on the tin. If you want to grow your company and do so at speed, here we are. If you don’t, don’t.

A Proposition allows the audience to identify their needs; it is not about you talking about yourself. A clear Proposition offers your brand and business pre-eminence in your market.

If you are interested in having a conversation about how we can help you craft your Proposition? Reach out to me at

My next piece will tackle the relationship between positioning and pricing. Stay tuned!


I’ve kind of said it a million times so far; look ahead!

As a motorcycle riding instructor, there are few critical skills that I always focus on with every single trainee. Among those skills, probably the most important one is the proper use of the Head-and-Eyes technique, empathizing on always looking ahead, always looking toward the exit. This concept has been drilled into us by our instructors, and in my turn, I ensure I do the same with new riders. An unlimited number of books, videos, online courses, and schools exist and tackle this topic in greater detail.

Why is it so important to look ahead?

There are four main reasons why looking ahead is essential and are all built-in one another. Let’s go over it and then talk through a few practical ways to practice the same in our business. 

First, Drawing the path: We need to look ahead to feed our brains the visual information it requires to draw smooth paths from where we are to where we need to go. If we do not look ahead, we do not know how to put ourselves in the best position as we are taking that path. And we become stuck, relying purely on memory to get us around. It creates the problem that unless our memory is perfect, we end up poorly positioned and unable to carry as much speed as possible. Have you ever noticed, when driving down the highway, how looking at the road stripes way ahead makes them look to be moving slower than if you look at the stripes as they go by? Looking ahead slows things down and gives us more time to plan and respond.

Second, Directing the forces: Taking it one step further, looking ahead enables us to see the direction we require to lead the motorcycle forces. Our intuition rightfully wants us to aim the forces of the bike in the most efficient direction. When we do not look ahead effectively, we may drive around a corner, satisfied in the feeling that we are riding on the grip limit. But that alone is not enough. On the other hand, when we use our vision to see where we should be directing the motorcycle forces, we can immediately tell whether or not we are travelling on the most efficient path around the corner. Using our vision is an essential part of seeing the ideal trajectory that we should be on.

Third, Continuous evaluation: looking ahead plays a crucial role in helping us evaluate our riding! It is not something that we often talk about. It gives us the information we require to see, process and assess our performance efficiency, in addition to what else we need to make it better on the current turn/trajectory or better prepare for the next one. Our visual cues are one of the most critical cues we have at our disposal to tell how efficiently we are moving through the corner.

Fourth, Target fixation: Magically, our motorcycle will always go where we look. Therefore, every time we look at a barrier or a hazard, we notice our bike automatically going towards it in each corner or manoeuvre. It is also known as Target Fixation. Therefore, it is critical to always look ahead towards the best exit possible, and our bike will go where we look.

“OK”, you may say, “That’s all well and good. But how do I get better at this? Where should I be looking? How far ahead?” 

Here I will bring the relevance of the above information related to professional motorcycle riding into a curve and our approach to negotiating an apex in the present business struggle caused by the Covid-19 pandemic and all the uncertainty around when is it going to end and how the future of business would be looking like.

So if you are currently inside the bend or curve, and we want to give you the tools you need to prepare yourself by the time the crisis finishes; so you are ready to accelerate as hard as you possibly can, build your business back up, take as much of the market and get back on track. Rather than just surviving the crisis, you need to get to a point of readiness for what comes next; so you can tackle that with vigour, optimism, and the right resources. It would be best if you built a robust plan of action for a quick rebound.

Looking ahead means, all starts by identifying what your goals on reboot day are. What resources do you need to have in place to be able to achieve those goals? Because there will be for sure some gaps between where you are today and where these goals sit. An effective way to get there is to start from the end and walk your path backwards to today. Because If we start where we are today, we could go in a million different directions.

2Y3X QuickMap® is a tested straightforward framework for planning the coming three months, so you are ready for reboot day and get back on track in a perfect model for how business has changed. This strategy map framework is universal, and you could cut this to fit anything you want.

Reach out to me to learn how you can have your plan sorted in just one day. I will show you how to use the 2Y3X QuickMap® methodology to do strategically important work on a tactical basis.

Jihad Al Houwayek

Partner at LINK Advisory, the 2Y3X Master Licensee for the MENA Region

“2Y3X® Programme to launch in the MENA region”

2Y3X® Programme to launch in the Middle East and North Africa

2Y3X®, the growth acceleration programme with a five-year track record of doubling participating companies’ revenue, is launching in the Middle East and North Africa.

United Kingdom-based 2Y3X has signed a master licensing agreement with LINK Advisory, the Dubai-based management consultancy, to deliver the 2Y3X® Programme throughout the Middle East and North Africa (MENA region). The programme launches with two tiers, one for rapid rebound planning and execution over ninety days, and the other is a two-year programme designed to scale participating companies rapidly.

2Y3X co-founder Felix Velarde said, “The team headed by Georges Chakar and Jihad Al Houwayek is highly regarded in the region and shares both our values and our vision. 2Y3X’s mission is to give business leaders the tools and processes to break through the business plateau and rapidly scale their companies. With the programme now available in the MENA region, we can now help more business owners achieve their ambitions.”

Founder and CEO of LINK Advisory, Georges Chakar, said, “It is an honour to partner with Felix Velarde and Frank Kelcz on this exciting venture. As the master licensee for the 2Y3X programme in the MENA region; our mandate is to work with leaders and organisations, to not only assist them in rebounding from the current economic turmoil caused by the pandemic but also to help them create agile and resilient teams with a positive outlook to make sustainable progress. “

“We are delighted to be able to provide the programme to companies in the region at these critical times, to give them the tools to drive growth and acceleration so they can benefit from emerging opportunities.” Added Chakar.

The 2Y3X® Programme is a two-year programme for companies that have reached a plateau but who lack the processes and frameworks to be able to expand. The entry-level 2Y3X QuickMap® programme is a 90-day version for companies that need strategic planning for a fast rebound. The company also operates a pro bono service for companies that are in need, with a particular focus on minority and women-owned businesses.

LINK Advisory is a consulting firm implementing business transformation strategies in growth markets. It covers various industry sectors, including hospitality, tourism, retail, telecoms, and government entities, and has worked with some of the region’s biggest brands.

2Y3X was started by Felix Velarde, who founded one of the world’s first web design companies in 1994 and went on to lead six pioneering agencies and a marketing services group, and Frank Kelcz, who spearheaded Ziff-Davis’s international expansion before joining the venture capital world.

For more information, visit or


About 2Y3X

2Y3X was founded by Felix Velarde and Frank Kelcz.

Felix Velarde founded one of the world’s first web agencies, Hyperinteractive, in 1994, then Head New Media, which became the digital arm of Lowe, and Underwired which was sold in 2015. He was also CEO of The Conversation Group until 2015.

Frank Kelcz headed up the international expansion of Ziff-Davis and later became a VC with SEB Capital, Pitango and the UK-based accelerator Collider.

2Y3X has more than a dozen industry-leading consultants in the UK. They include:

  • Former BBC and Amnesty head of digital Eva Appelbaum
  • Former ITN, Sky and ActionAid head of digital Owen Valentine Pringle
  • Former SKF EMEA director Ali Karademir
  • Former Saatchi & Saatchi head of digital and creator of Adidas’s mi-tech business, Mo Lishomwa

More information: or contact

2Y3X and QuickMap are registered trademarks


About LINK Advisory

People Driven Transformation

LINK Advisory is a Dubai based people-centric consulting firm established in 2015 by founder Georges Chakar and Co-founder Jihad Al Houwayek.

LINK commands an integrated consultative approach that brings relevance and commercial sustainability, by harnessing the power of people and customer, through applying its unique proprietary model, the TRANSFORMATION INTERSECT®, to help organizations create sustainable growth.

LINK is the Master Licensee of 2Y3X® in the MENA region, a leading growth acceleration programme founded by Felix Velarde and Frank Kelcz and designed for business owners determined to break through a plateau and scale powerfully.

In 2019, LINK launched its Start-Up Aid programme, a coaching platform designed specially to empower young entrepreneurs through a collaborative approach and to develop and train young leaders in their journey to create a business model that can be monetized.

More information: or contact georges.chakar@localhost

“How to identify superstars?”

By Georges R. Chakar


The Intimate Interest.

In her third question Mia McTigue-Rodriguez from The 2Y3X Programme she asked me: How do you encourage and support leaders to identify their #Aplayers or #Superstars? What makes a team member a superstar? My answer below, what is yours?

My #Belief: As human beings, we are all born equal. We are all naturally creative, resourceful, and whole, then life happens and people build different perspectives, mindsets, skills, approaches, etc. Some will have the ability to respond, and some to react.

The #Context: Therefore, we all can be A-players if we find interest in what we are doing if our passion is there, hence sometimes an A-player could differ dependent on the context, whereby she/he can be an A-player in one context and at the same time a C-player in another.

The #Aplayers: Therefore, I encourage leaders to identify people with purpose, passion, who love competition and performance, and most importantly who finds an #INTIMATE #INTEREST in what they are recruited for.

Looking to create an A-players team that will take your organization forward to sustainable growth? get in touch on email: georges.chakar@localhost

“Let go of control, delegate, and enjoy the art of observation”

By Georges R. Chakar


In the same interview with Mia McTigue-Rodriguez of The 2Y3X Programme her second question was: Why is #delegation so important? Any words of wisdom for people out there who are stuck trying to do it all? My answer is below, what is yours?

It is all about #leadership… Fostering the culture of #empowerment#responsibility, and #accountability is key to the success of any organization. Therefore much more can be achieved through delegation, such as the speed of concluding a certain initiative, the creative space that expands, the motivation that becomes the synonym to performance, and more. Once the above is achieved, commercial gain and sustainability come organically. This is one of the many aspects that we bring to teams through The 2Y3X Programme.

My advice to stuck leaders who are trying to do it all, I tell them “Control” is a big myth, what Covid-19 created is a big testimony to that. It brought uncertainty, loss of control, and placed the whole of humanity in the most vulnerable situation. I tell them to let go of control, delegate, and enjoy the art of observation and the ability to step in whenever you see you are needed or you can help. I tell them that a delegation is a form of asking for help, therefore ask for help yourselves.

Looking to create a culture that fosters empowerment, responsibility, and accountability? get in touch on email: georges.chakar@localhost

“What does success mean, look, or feel like to you?”

By Georges R. Chakar


In a recent interview with Mia McTigue-Rodriguez from the 2Y3X organisation, she asked me “What does #success mean, look, or feel like to you? Below was my answer, what is yours?”

First, I stated the obvious: Achieving a certain pre-set goal, such as health, relationships, financial, career…

Second, was a reflection: It is #Celebration. I often forget to celebrate small achievements, as I take things for granted. For example, success could simply be being consistent in a morning ritual, looking good, feeling good, having a great family, building a great corporate culture, and the list goes on. If I have been consistent in waking up in the morning around 5 am to do some exercise followed by #meditation and journaling, this is a success. The fact that I am #consistent is a success. Therefore, I should not forget to celebrate small successes because this will lead to big ones.

Third, what it means to me: It is enjoying the journey, learning from failure, trusting to the process, and not just focusing on the outcome. It is when being on #purpose and honoring my #values with everything I am doing. It is Knowing that I Impacted people, communities, corporates positively, and when I receive feedback that I triggered a #transformation in a way or another.

Looking to write your own success? get in touch on email: georges.chakar@localhost


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