Towards a Big 6 : The Strategic Repositioning of Consulting in the Gulf
The suspension of new contracts between the Saudi Public Investment Fund (PIF) and PwC until February 2026, announced in March 2025, crystallizes this turning point. Behind a budgetary reassessment prompted by the slowdown in activity in 2024, lies a deeper intention : to cultivate expertise rooted in regional realities. In this context, a nuanced understanding of cultural, institutional, and economic dynamics has become essential. As Mohammed H. Al Qahtani, CEO of Saudi Arabia Holding Co., pointed out, the standardized methodologies of large Western firms struggle to integrate local subtleties, highlighting the growing gap between Anglo-Saxon analytical models (MECE, 7S, Porter's Five Forces) and the operational expectations of decision-makers in the Gulf.
Paradoxically, while mature markets are rationalizing their workforces, demand for consulting services in GCC countries is expected to rise by 11% in 2025, surpassing six billion dollars. However, with only 5% of consulting firms registered in Saudi Arabia being locally owned, the need for local scaling is evident.
Strategic Sectors : Differentiated Growth Drivers
Identifying key sectors is a prerequisite for building a sustainable consulting offering. The global geopolitical and economic repositioning reshuffles the cards : while consumption is slowing in the West, it is showing remarkable vitality in the Gulf. According to AlixPartners' Global Consumer Outlook 2025, one-third of Saudi consumers plan to increase their spending on dining and entertainment. A dynamic youth demographic (18-34 years) is driving this shift, prioritizing experiences and innovation.
Tourism fully exemplifies this shift. A study by Toluna predicts a doubling of sector employment by 2035. Roland Berger expects an average annual growth rate of 7% in hotel stays between 2019 and 2030. Saudi Arabia is set to gain a decisive competitive advantage, with a goal of 112 million visitors by 2030, up from 50 million in 2022. AlUla, a project of diplomatic cooperation with France, illustrates the transformation of heritage into an economic lever.
This dynamic is also evident in Egypt, which is undertaking a major territorial repositioning with the creation of the New Administrative Capital (NAC). Located 45 km from Cairo, this new city underscores the growing demand for urban, financial, and organizational consulting across the MENA region.
Local Capabilities : Structuring the Offering through Innovation and Technological Sovereignty
Building a local consulting ecosystem cannot ignore digital transformation. According to PwC, GCC countries will need 120,000 artificial intelligence specialists by 2030, with the potential to contribute $320 billion to the regional GDP. Bilateral partnerships, particularly with the United States, which has been involved in the Gulf's digitalization via IBM and Microsoft since the 1970s, are key to leveraging this technological heritage to accelerate local training.
The Pearl Initiative, alongside the Islamic Corporation for the Development of the Private Sector (ICD), is aligned with this vision through the launch of roundtables dedicated to empowering regional FinTechs. During the inaugural session titled “Building FinTechs from the Region for the Region,” Mohamed Al Tajer, founder of Taghyeer Consulting in Dubai, advocated for the rigorous adaptation of offerings to meet the expectations of GCC consumers.
Saudi Arabia : The Regional Powerhouse
As Gulf countries position themselves in future-oriented segments, Saudi Arabia appears to be emerging as the principal consulting hub for the region. Macroeconomic indicators align : a projected 5.3% growth in 2025, continued GDP growth excluding oil (+2.8% in Q3 2024), and a rise in investments in FinTechs. The kingdom aims for a direct contribution of $3.6 billion from these companies to its GDP by 2030.
Moreover, the Saudi government is implementing structural actions : regulatory reforms to support local firms, mechanisms for knowledge transfer between international and local firms, and the development of public-private partnerships incorporating local players into major national projects. This systemic approach could redefine the consulting landscape in the Middle East.
Conclusion : Towards Intellectual and Operational Sovereignty
What the trajectory of the GCC countries reveals is less a desire for a break from the past than a need for balance. To create a true Big 6, it is not enough to replicate existing models. It is essential to create a consulting landscape that matches local ambitions : more rooted, more agile, and fully aligned with the region's economic, social, and cultural dynamics.
Sources :
Arab News - S&P Global: Saudi economy projected to grow 5.3% in 2025
Consultancy-me.com - Influx of tourists to GCC to drive hotels and workforce boom
Consultancy-me.com - UAE and KSA consumers re-purposing their spending habits
Mohammed H. Al Qahtani - Insights
Mostafa Ali - The Rise of Local Consulting Firms in Saudi Arabia: A Government-Backed Shift
