For Saudi multi-branch groups · Riyadh

Seifelden Alhajj Before you sign the next branch lease:

Sign, sign with conditions, or not yet.

I work out when your riyal comes back and how much the new branch will take from the ones you have, then I say plainly which of the three, by a rule published in Arabic that you can check yourself. Try it on your own numbers, right here.

For owners and CEOs of groups with 5–50 branches.

Calculator · your numbers

The Branch Gate

Five numbers about the site in front of you, and a three-word verdict by the method's rule: sign, sign with conditions, or not yet.

Capex for the branch

Fit-out, equipment, deposits and pre-opening costs.

Expected monthly revenue once mature

Contribution margin18.0%

After cost of goods, branch labour, rent and delivery commissions.

Sales moved from your own branches10%

Share of the new branch’s sales that would otherwise have happened at your existing branches.

Peak utilization at the nearest branch85%

How much of the nearest existing branch’s capacity is used at peak. 80% or more means it is full.

More options: friction and unserved demand

Network friction a month (optional)

Supervision, logistics, stock and staff moves. Enter 6,000 to reproduce the second step of the Doctrine’s example.

Unserved demand is visible in the target district (for example, delivery orders from it)

Passes the capacity test even when the nearest branch is not full.

Result at the default values (turn on JavaScript to move the numbers).

Payback: 29.6 months
Net monthly contribution to the network: 40,500
Year-1 contribution: 486,000
Nearest branch at peak: 85%: full

Sign with conditions Your riyal comes back in 29.6 months, between 18 and 30. Sign only with a written lever plan that cuts rent or capex or changes the format, approved by the board before you sign. Playbook: the site gate and the lever plan

Book a 30-min Scale ReviewBring this verdict and the site, before you sign.

Rule source: Revenue Engineering Doctrine, §5: the opening gate

The 18- and 30-month bands and the 80% line are the method’s default rule, not a market benchmark, and are not yet tested on group data (open question 2). Your group writes its own before the site visit.

Inputs
Input	Value
Capex	1,200,000
Monthly revenue	250,000
Contribution margin	18%
Sales moved	10%
Peak utilization, nearest branch	85%
Network friction a month	0
Visible unserved demand	No

The gate’s four tests
Test	Value	Result
1. Satiety: does the branch add positive monthly contribution?	40,500	Passes
2. Payback: capex ÷ S_b	29.6	Passes with conditions: 18 to 30
3. Capacity: the nearest branch full at peak, or visible unserved demand	85%	Passes
4. Replication: the format meets your group’s replication floor	—	Not computed here: check it before you sign

How it’s calculated

Net contribution = Revenue × Contribution margin × (1 − Share moved from your branches)
S_b = Net contribution − Network friction
Payback (months) = Capex ÷ S_b
Test 1: S_b is positive. Test 2: payback within 30 months. Test 3: the nearest branch at 80% or more at peak, or visible unserved demand. Test 4 (replication) is not computed here.
Verdict: any test fails → not yet. All pass at 18 months or less → sign. All pass at 18 to 30 months → sign with conditions (a written lever plan).

The default values are the Doctrine’s illustrative example (SAR 1,200,000, SAR 250,000 a month, 18%, 10%). Replace them with yours. Nothing you enter is stored or sent.

The full gate, explained

Who is behind the gate Seifelden Alhajj

I led the commercial side inside a Saudi group as it went from 3 branches to 33 (Marketing Manager, then Commercial Strategy Director), and through Steer I led go-to-market strategy for a specialty-coffee brand from launch to 25 branches in under 12 months, as the groups reported.

Today I judge a branch before its lease is signed, by a rule published in Arabic with its calculator, so you can judge by it without me.

3 → 33
branches in one group, over two to three years
0 → 25
branches from launch, in under 12 months (via Steer)

Full profile

01The Library

The method is open: start from your question

Revenue Engineering is the name of the method I judge by. Everything I know about growing a multi-branch group is published here, free, in Arabic and English, and every correction is logged with its date.

Questions owners ask before a branch decision

Latest

Open the Library

02Results

Branches opened, figures as the groups reported them

Branches that opened, and figures the groups reported. Role before result: what was on my desk, then what happened.

Customer acquisition costIndexed, before = 100

Retail · Multi-brand group

Sultan Group – Riyal Albarakah

A Saudi group spanning value retail, wholesale and FMCG manufacturing that set out from 3 branches to expand fast — without new branches eating into existing ones, or marketing spend outrunning revenue.

Outcome

3 → 33

branches in 2–3 years

−40%customer acquisition cost

As reported by the group · not measured against a comparison group

Scope of work

Commercial strategy through the expansion and the restructuring of the business model
Capital allocation and brand-launch planning
Customer acquisition and channel strategy

Role: Marketing Manager → Commercial Strategy Director
Timeframe: 2020–2025

Specialty coffee · via Steer

Teller

A specialty coffee brand entering a crowded Saudi market that had to reach scale fast without buying growth at any cost.

Outcome

0 → 25

branches in under 12 months

As reported by the group · not measured against a comparison group

Scope of work

Go-to-market strategy and branch rollout sequence
Pricing and customer-experience model
Integrated digital and on-ground campaigns

Role: GTM strategy lead, via Steer
Timeframe: 25 branches: first 12 months from launch

Fried-chicken QSR · via Steer

Broast Zone

A fried-chicken quick-service brand competing for dine-in traffic and delivery orders that needed to grow both without giving margin away.

Outcome

+22%

net margin

+22%footfall

As reported by the group · not measured against a comparison group

Scope of work

F&B market research
Full-funnel strategy with targeted campaigns
Delivery growth on HungerStation and Jahez

Role: Commercial strategy, via Steer
Timeframe: Period not stated by the group

More engagements

Sultan Tissue
Manufacturing · B2B distribution
+35% revenue and +35% B2B leads
ÉCLAIRYSÉES
F&B · Patisserie
30% repeat purchase within 6 months

Figures as reported by the groups; none was measured against a comparison group. Periods are given where the group stated them.

Brands I have advised and directed

03Contact

A site and a lease waiting for your signature?

The first conversation is a 30-minute Scale Review, before you sign. You leave with a clear next step, whether or not we work together.

How an engagement works

Self-serve
The Branch Gate
Five numbers about the site and a verdict: sign, sign with conditions, or not yet.
30 minStart here
Scale Review
Where your next stage of growth is most likely to break.
Fixed scope
Branch Expansion Diagnostic
Payback and cannibalization model for your existing branches and the next 5–10 sites, a Geographic Replication Index score, capital-allocation rules and a board memo.
Retained
Revenue Engineering Advisory
Retained support as the model is put to work across branches, brands and channels.

Every engagement starts with a Scale Review

Book a 30-min Scale Review

Pick a time that suits you. The calendar loads from Calendly when you open it.

What happens in the 30 minutes

Bring the headline numbers
Branch count, average monthly revenue per branch and your next expansion plan. No deck needed.
Find the constraint
We identify the one or two constraints most likely to break your next stage of growth.
Leave with a next step
A clear next move — whether or not we work together.

Open the calendar(opens in a new tab) Or open the booking page(opens in a new tab)

Or send a short brief

Or reach me directly

04About

Inside the expansion, not visiting it

Seifelden Alhajj is a revenue engineer for Saudi multi-branch groups, based in Riyadh. He was inside a Saudi group as it went from 3 branches to 33, leading its commercial side, and through Steer he led go-to-market strategy for a specialty-coffee brand from launch to 25 branches, as the groups reported; he was not a consultant visiting them. He judges a branch before the lease on three numbers: when the riyal comes back, how much it takes from your existing branches, and what a delivery order leaves after commission. His rule is published in Arabic with its calculator, so you can judge by it without him, and he says “not yet” when it is needed.

Across his career: 5.8M+ SAR a year of capital allocation at an 11.7x average return · 6+ brand launches reaching break-even in 11 months, against an 18-month plan · 18 direct reports.

Frameworks

Bridges Strategy™
Branch Satiety Curve
Geographic Replication Index
Scale Readiness Check
Saudization–Automation balance model

Recent roles

2026
Founded and led his own firm
Steer & Partners (closed) · Riyadh
May – Dec 2025
Chief Revenue Officer (contract)
Alanood United Co
Aug 2024 – Sep 2025
Chief Revenue Officer
Steer Agency · Riyadh – USA – Egypt
Jul 2020 – Sep 2025
Marketing Manager → Commercial Strategy Director
Sultan Group – Riyal Albarakah

Earlier: Alhabib Factory, MUMKIN and Party Station. Full history on LinkedIn.

Education

Bachelor of Commerce, Helwan University, Cairo · 2017

Download CV (PDF) Full profile on LinkedIn(opens in a new tab)

05Method

How I judge a branch

Most expansion problems are economics problems that surface late. I model them early — per branch, per brand, per channel — and build the system that repeats what works.

How I work, in ten sentences

I start with a 30-minute review: the number of branches, the average monthly revenue per branch, and the plan for the next openings.
I name the constraint that will break your next stage: site, capacity, cash or channel.
For each candidate branch I work out payback in months: capex ÷ net monthly contribution after the sales it moves from your branches.
I estimate the share of sales it will take from your nearby branches, then measure it for real in months 3 and 6.
I count each door (dine-in, pick-up, each platform) by its contribution after commission and advertising, not by its revenue.
I check peak capacity: no campaign for a branch running above 80% of its capacity at peak.
I check cash: what the new branch costs before it gives, and whether the group can carry it if openings stopped for six months.
I write the verdict: sign, sign with a written lever plan, or not yet.
The board approves the rule in writing before it sees the next site, and I review every new branch on its ninetieth day.
Every number in my work has a declared type (a rule, a hypothetical example, a figure a group reported, or a fact with its source), and every error is corrected publicly, with its date.

Signature model · interactive

The Branch Satiety Curve

Each new branch in a city reaches less new demand and takes more from its neighbours. Open branches one by one and watch where the next one stops adding.

Branches open in this city City A

Showing 8 branches in City A. Turn on JavaScript to move the slider.

Demand reached
Contested by two branches
Not reached
Candidate site

What each new branch adds (Branch 1 = 100)

8 of 12 branches open in City A. Branch 8 adds 21 (branch 1 = 100). Together they reach 71% of the city’s demand; 31% of that is contested by two branches. Below the satiety line: here the next branch stops adding.

Show the numbers

Branch Satiety Curve, City A (illustrative)
Branch	Adds (branch 1 = 100)	City demand reached	Status
1	100	16%	Adds
2	70	27%	Adds
3	61	37%	Adds
4	48	44%	Adds
5	46	53%	Adds
6	45	60%	Adds
7	41	66%	Adds
8	21	71%	Below satiety
9	18	76%	Below satiety
10	16	80%	Below satiety
11	16	82%	Below satiety
12	12	86%	Below satiety

Illustrative model with hypothetical numbers — not client data. Demand is a synthetic city grid; “adds” is each branch’s new net contribution after fixed costs, indexed to the first branch. The satiety line sits at 35.

What is Revenue Engineering?

Revenue Engineering is the practice of designing how a business earns before it spends: modelling the unit economics of every branch, brand and channel, setting the return each riyal must clear, and building the systems that let a proven unit replicate. For multi-branch groups it answers three questions — where to open next, what each branch must earn, and when to stop.

Three disciplines behind the curve

01
Branch Economics
Payback, contribution margin and cannibalization modeled per branch before the lease is signed, using the Branch Satiety Curve.
02
Replication System
The operating model, commercial playbook and team structure that let branch 30 perform like branch 3, measured by the Geographic Replication Index.
03
Portfolio & Capital Allocation
Deciding which brand, city and channel gets the next riyal — Bridges Strategy™ applied to marketing and expansion budgets.

Where multi-branch growth breaks

Common patternBranches opened on intuition, eating into the sales of the ones you have
ApproachEvery site scored on satiety and replicability before the lease
The rule: the opening gate, Doctrine §5
Common patternBudgets growing faster than revenue, with no payback rule
ApproachSpend released only against a return threshold
Across his career: 5.8M+ SAR a year of capital allocation at an 11.7x average return
Common patternBrands launched on hope, with no break-even plan
ApproachLaunch economics designed before day one
Across his career: 6+ brand launches reaching break-even in 11 months, against an 18-month plan

07Questions

Before you book

Who do you work with?

Owners, CEOs and boards of Saudi multi-branch and family groups in F&B, retail and FMCG — typically 5 to 50 branches, preparing for the next wave of openings, a new city or a new brand.

What is Revenue Engineering?

Designing how a business earns before it spends: the unit economics of each branch, brand and channel, the return every riyal must clear, and the systems that let a proven unit replicate.

How is this different from a marketing agency or a strategy firm?

An agency optimises campaigns; a strategy firm delivers a recommendation. I work on the economics underneath both — branch payback, cannibalization and capital allocation — and connect them to execution: pricing, channels, delivery apps and the team that runs them.

How does an engagement work?

Every engagement starts with a 30-minute Scale Review. If there is a fit, the next step is a fixed-scope Branch Expansion Diagnostic: a payback and cannibalization model for your existing branches and the next 5–10 sites, a Geographic Replication Index score, capital-allocation rules and a board memo. Groups that want ongoing support continue with a retained Revenue Engineering Advisory.

How do you decide whether a new branch is worth opening?

Before the lease: expected mature revenue, contribution margin after rent, labour and delivery commissions, and the share of sales the branch would take from your existing ones. Net monthly contribution = revenue × margin × (1 − cannibalization); payback = capex ÷ net monthly contribution. If that payback runs past 30 months, or there is none, the answer is “not yet”.

Do you work outside Saudi Arabia?

I’m based in Riyadh. Through Steer, my work has spanned Saudi Arabia, Egypt and the United States; my focus today is Saudi and GCC groups.

Where do the figures on this site come from?

From the groups themselves, for the periods stated where one is given. The 530M+ SAR figure is total portfolio revenue under my commercial leadership over two years — not revenue I generated alone.

Seifelden Alhajj Before you sign the next branch lease:

Who is behind the gate Seifelden Alhajj

The method is open: start from your question

Questions owners ask before a branch decision

Latest

Branches opened, figures as the groups reported them

Sultan Group – Riyal Albarakah

Scope of work

Teller

Scope of work

Broast Zone

Scope of work

More engagements

Brands I have advised and directed

A site and a lease waiting for your signature?

How an engagement works

The Branch Gate

Scale Review

Branch Expansion Diagnostic

Revenue Engineering Advisory

Book a 30-min Scale Review

What happens in the 30 minutes

Bring the headline numbers

Find the constraint

Leave with a next step

Or send a short brief

Or reach me directly

Inside the expansion, not visiting it

Frameworks

Recent roles

Education

How I judge a branch

How I work, in ten sentences

The Branch Satiety Curve

What is Revenue Engineering?

Three disciplines behind the curve

Branch Economics

Replication System

Portfolio & Capital Allocation

Where multi-branch growth breaks

Where will your next stage break?

Scale Readiness Check

The Branch Gate

Before you book

Who do you work with?

What is Revenue Engineering?

How is this different from a marketing agency or a strategy firm?

How does an engagement work?

How do you decide whether a new branch is worth opening?

Do you work outside Saudi Arabia?

Where do the figures on this site come from?