Business plan writing for founders in Jeddah

What this service is

A business plan is a decision document. A bank credit officer reads it to decide whether the numbers and the story hold together. An investor reads it to decide whether the opportunity is worth a meeting. A founder reads it to decide whether the idea survives contact with real costs.

I write that document. I also build the financial model behind it, and where the funding route requires it, a feasibility study or a market research summary. The work is done remotely, in English, for founders in Jeddah, Riyadh and the rest of Saudi Arabia.

The site is deliberately plain about what it is: a remote consultancy service, not a Jeddah firm. There is no office address here because there is no office. That matters in a market where a plausible-looking local address is easy to invent and expensive to discover later.

Who this is for

Most clients fall into one of four groups:

• Founders applying for a bank loan who need a document that survives credit review and answers the obvious questions before they are asked.
• Founders raising from investors who need a narrative that connects the problem, the market, the model and the ask.
• Operators planning internally who need a realistic view of costs, break-even and cash before committing capital.
• Founders commissioning a feasibility study first, because the plan should not be written until the viability question is answered.

It is not for everyone. If you need a plan in Arabic, I will decline and refer you. If you need a document back in 24 hours, I am the wrong supplier. If you want a template filled with optimistic numbers to satisfy a formality, that is a different service and I do not offer it.

What you can commission

Every engagement stays inside that family of investor and funding documents. I do not take on web design, branding, copywriting or unrelated consultancy through this site.

How the engagement works

1. Free scoping call, 30 minutes. We establish the funding purpose, the timeline, who will read the document, and what inputs you already have. This is scoping, not free writing.
2. Written scope and quote. You receive deliverables, inputs required, timeline, revision rounds, price and currency — in writing, before anything starts.
3. Advance payment. Standard plans are paid in full in advance. Larger scopes are staged in writing, with the first stage paid before work begins.
4. Drafting. Research, writing and modelling. You get a draft for review, not a surprise at the end.
5. Two revision rounds. Included in the quoted scope. Further changes are quoted separately.
6. Final documents. Plan and model files in the agreed formats.

The full sequence, including what is explicitly out of scope, is on the process page.

Sample work, honestly labelled

You should be able to judge the craft before you pay for it. The portfolio contains three complete sample plans and one sample financial model, written for fictional businesses and labelled as samples on every page and inside every document.

They are not client work. There are no client logos, no testimonials and no funding outcomes anywhere on this site, because inventing proof is both dishonest and unnecessary: the structure and depth of the documents are the proof.

Guides for founders who are writing it themselves

A large share of the people who read this site will write their own first draft. That is a reasonable decision, and the guides below are written to make it a better one: what each section does, how projections are built, where plans usually fail.

If you get to the financial model and decide you want it built properly, that is a conversation we can have then.

What I will not do

• I will not claim a funding outcome, an approval, or an investor meeting.
• I will not present a fictional sample as client work.
• I will not pretend to be a Jeddah firm, borrow an address, or invent a local team.
• I will not publish specific SIDF, bank or Monsha'at format requirements without checking the institution's own published guidance first.
• I will not take work that requires Arabic and quietly machine-translate it.

Those boundaries are not marketing. They are the reason the documents are worth what they cost.

Start with the funding question

The most useful first message tells me three things: what the business is, what the money is for, and when you need the document. Everything else — sector detail, entity status, existing financials — can follow in the call.

Questions founders ask before commissioning

"Can you work with the numbers I already have?" Yes. Most clients arrive with a spreadsheet, a set of supplier quotes, or nothing but a rough idea of costs. Part of the scoping call is deciding what can be used as-is, what needs a source, and what has to be treated as an estimate.

"What if my business is small?" Small businesses are the majority of engagements. A single-site restaurant or a two-person services firm needs the same discipline as a larger venture, just with a shorter document.

"Do I need a feasibility study as well?" Usually not both. If the concept is untested and the capital requirement is significant, the study comes first. If viability is settled and the need is funding, the plan is the right document. The comparison guide explains the split.

"How much of my time will this take?" Perhaps three to five hours in total: the scoping call, gathering inputs, one review pass and a revision call. Founders who try to delegate the thinking entirely tend to get a weaker document, because the business knowledge sits with them.

Where the numbers come from

Every figure in a plan falls into one of three categories, and the document labels which:

That labelling is not a formality. It is what allows a lender to see which parts of the plan are evidence and which are judgement — and it is the difference between a document that survives questioning and one that collapses under it.