About — Harb Ventures

Omar Harb · Dubai

I'd rather tell you on the first call that this isn't a fit than find out together in month four.

01 — What I've actually done

Six years inside other people's businesses.

Two businesses, built to where they are now, with the numbers attached — and the last line is what I got wrong, because a record made only of wins isn't a record.

The first partnership

Took a coaching business from $30,000 to $170,000 a month and built the entire sales organisation that did it — setters, closers, and two managers promoted out of the floor rather than hired into it. The closers ended up converting better than the founder did, which is the point at which a business stops being one person. When a new funnel tripled our booking volume and the money didn't follow, I shut it down and took the volume back down again.

The second

Took a business with 263,000 followers and no revenue to $64,000 a month. That meant changing the niche, rebuilding the offer and the marketing for a different buyer entirely, and installing the sales side from nothing. Sixteen months, because there was no proven offer to scale — only an audience.

Before that

Built my own coaching business to $60,000 a month and ran around fifteen others to six figures a year. I closed mine: it was built on teaching beginners the fundamentals, which is why beginners are a stated no here.

Delivery

Moved two founders' entire client loads off them and onto coaching teams without the results dropping. It is the transition most coaching businesses stall on permanently, and it is what actually gives an owner their week back.

Today

Both businesses are still running, and the same managers work across both — so something learned in one shows up in the other inside a week. Both are named on the record, with what went wrong in each.

What I got wrong

I priced the first partnership around my own bank balance. I needed $2,000 that month, so the terms became $2,000 up front and 30% of new revenue — then 20%, then 25% of a single product line. Every version was wrong, and it took years to arrive at the simple thing: 25% of growth. It is why the terms are now published rather than negotiated in a room.

02 — How I work

On the business, not in it.

I'm not trying to be the person who does the work forever. The job is to build the thing that does the work, put the right people in it, and then keep operating it with you — which is a different arrangement from an agency and a different one from a hire.

What that means in practice: I'd rather write the standard once than answer the same question forty times, and I'd rather tell you on the first call that this isn't a fit than find out together in month four.

Diagnosis before prescription. Always paid, never free.
One new partnership at a time. The first ninety days need a person inside the business.
A straight no, quickly. More useful to you than a month of being chased.
Paid on what we add. Nothing otherwise. It's the whole arrangement.

The leak is never where the founder thinks it is.

Six years inside other people's businesses.

On the business, not in it.

One conversation, and a straight answer.