Client service commitment

Moores Rowland Client service commitment

We commit ourselves to provide excellent services to Moores Rowland member’s clients wherever they are in the world. Our core value relies on the fact that we are connected to help drive our commitment to great service.

Moores Rowland believe that our member firms are the right choice to assist their clients in finding solutions to the difficulties of the profession that it faces sometimes in the accounting and audit professions as well as in the management advisory of corporations.

Moores Rowland members provide the full spectrum of assurance, accounting, financial, tax , to legal services and business advisory services required by growing businesses and organizations, whether due diligence to divestments, from incentivizing employees to international tax planning, from start-ups to succession planning, are all included. In addition to these core services, individual Moores Rowland member firms offer specialist services and sector specific advice particular to their own practice.

Moores Rowland member firms, with offices in most of the world, provide a comprehensive range of services to businesses of all sizes, ranging from large listed and public sector companies to owner-managed, entrepreneurial businesses.

Moores Rowland intention is to be, practical and honest at the same time. We are relationship attentive, prudent, insightful, and energetic in our attitude. We are trusted professionals that clients aim to do business with.

Moores Rowland aim is to serve its client’s needs through answers that serve their needs by providing solutions that are based on Local knowledge, skills and experience internationally.

Moores Rowland members commit themselves to client service standards as a term of their Moores Rowland membership. Our key features are Moores Rowland International staff as well as Regional Boards monitors feedback on members’ service performance. They interfere to resolve client service issues that might arise. Clients should provide client service feedback program on referred work between Moores Rowland members, which provides objective measurement of member’s client service performance on referred work.

Client Service

Accounting profession is continuously developing and services are being valued by the added value knowledge they provide whether on the project in hand or in prospecting the future that is why professionals at Moores Rowland are proactive and foresee beyond the audit and tax framework.

Over the years of experience Moores Rowland member firms accumulated enough experience to become well established business advisory practices providing balanced professional specialism with deep industry knowledge.

Our experts also take the lead in providing research papers on several topics that are related to the profession.

Moores Rowland member firms support

We support our members to increase their efficiency and improve their operations processes and profit margins through the following:

1. Benchmarking: Moores Rowland benchmarking tool assists members to maximize their success and they get an annual management survey that assists members concentrate on data and information extracted from brainstorming.

2. Peer assistance system

3. Training and continuous professional education through several networking forums, meetings and training courses. Courses include;

– Leadership: Effective manager, Effective partner and business development.

– Technical: International auditing standards (ISAs), IFRS training as well as Tax techniques and best practices.

– Operational: Marketing, Technology, Branding.

– People and culture: Team building, Human resources empowerment.

– Family business: Succession planning, conflict avoidance and ideal culture.

4. Credential resources and experienced professionals in diversified industries to support member firms in tendering and services provided.

The Moores Rowland Difference


People are Moores Rowland key difference.

Moores Rowland people work hard to empower connections between member firms to assist them in benefiting from the connections and tools offered to raise the value and profile of each firm and client who are linked to us.

Moores Rowland considers itself as a channel to provide members with information, concepts, thoughts between innovative and smart entrepreneurs from one side and the growth focused corporations in the word on the other side.

Member firms are client focused people who assist their clients flourish through Moores Rowland global presence and through their technical skills.

Moores Rowland firms are proud to assist their clients with the most convenient service through professionals who deliver the proper service and get the business done anywhere in the world and at any time in the best way.

Thought leadership:

Perception and Knowledge:

Our research and development department prepares articles as well as surveys to provide our members with the expertise needed and keep Moores Rowland Member Firms up to date and assure reading professional news including press releases as well as Moores Rowland member firms activities newsletter.

How we work:

We tailor our work programs in a straight forward method and communicate our reports to suit each client in a straightforward and easy way where our member firms work philosophy is to provide a clear and practical advice that suits each client.

Part of our multinational clients prefer to work directly with Moores Rowland member firms from each country they have operations in, while others prefer to work with one partner, in their home country, to look after the work across the globe.

Serving our clients:

Moores Rowland provide its clients with a wide range of domestic and international services to cover financial institutions, banks, manufacturers, international organizations, government organizations, oil and gaz, electricity producers, telecom companies, service providers, publicly listed companies, and private services.


Company’s successful growth is linked to expanding business operations, improving the culture and adopting a clear strategy to enable the business expand locally and internationally.

Change management:

Companies strive to simplify process and enforce technology through the competitive environment of today’s economy to achieve effective change management. Process improvements include financial process, integrating risk considerations into performance management, reducing working capital. Results of adopting these processes would lead to improvements in cash flows, control and optimization of costs and risk management.

This includes process improvements for financial processes, integrating risk considerations into performance management activities, and. implementing these processes improve cash flow, control of costs, and risk management.

Moores Rowland performance professionals combine verified previously tested services and capabilities with persistent previous results enabling permanent business transformation. Through reducing working capital and improving cash flow, and controlling the costs while mitigating risks, Moores Rowland assists businesses implement change to ensure benefits are achieved.

Data and digital power:

Moores Rowland understands perfectly the challenge that companies faced during the last few years after companies thought they were able to control their own data. The challenge amplified on companies with the enormous amounts of unlimited data that was generated by the social media, mobile devices, and cloud backup affected data during the last several years which proved that created frameworks were useless. And with the escalation of internet of things and simulated intelligence the impact is fueled.

Today companies are facing new active digital era that is disturbing their data administration through enforcing them to consider comprehensive prospects and risks resulting from formless waves of data penetrating their firewalls that are protecting their data without any corporate or government ability to control.

Data delivers insights to organizations in all sectors where each of these sectors aims to achieve a greater competitive advantage. Data is a source of income if used properly and rationally, however data creates risks that needs to be identified and addressed efficiently.

In brief, organizations need to create a robust, secure and accessible data management system.

Management systems can assist organizations in facing future challenges confidently through mitigating the increasing demands of data management, securing data quality and governance.

The New Digital Trend:

Organizations need to reorganize the data management and administer them to accommodate the extraordinary size of data that are resulting from the social media, the unusual sources as smart meters etc…

Consumers react with new business ways related to well documented trends that companies adopt in their operations today. Here are some examples:

Banking financial transactions

Radio frequency identification (RFID) tags

Smart meters

Insurance transactions

Global positioning systems (GPS)

Consumer goods

Machine-to-machine (M2M)


Banks change:

Banking and financial providers are a good example of an industry that incorporated the new digital program in providing a successful pilot project to others who want to follow the same track. However and although online transactions have been applied since long time, there are still many operations that are not conducted online such as opening new account that still require the physical presence and signing the required documents. Additional verifications are still needed whenever a customer deals with a point of interface.

It is expected to use retinal scans in the future to overcome all present complications however the documentation would still need to be replaced with another measurement.

Over and above banks are expected to become paperless as physical signatures will be replaced with digital signatures, however and in order to achieve this, banks have to adopt solid data management and strategy.

Management of an Evolving Digital World

The optimum future state of data management is controlled by the same principles. And it has been proven that all companies that devoted time, money and capacity to develop their data management did the right thing. Although change and development are essential, current data structures are still needed in the present phase. Companies have to train their staff on new evolved digital transformation.

Needed changes that involve a combination of people, procedures and technology embrace the following:

Infrastructure: companies with time need a bigger data platform to manage larger volume of data. Although many companies have such platforms, the rest deepened their involvement and invested more in the internet of things (IoT).

Appliances: data received from social media and outsiders must go through security and privacy firewalls and must be governed continuously and must distinguish signals from noise.

Possession and Governance: the company’s chief data officer (CDO) has to create a scalable enterprise information design to confirm that the use is increased and that data analysis is resilient, accurate and improve business insights.

Principles and standards: governance and management principles and standards have to be issued and accredited by professional bodies such as IEEE to put some control into this chaos.

Systems and procedures: identity resolution and matching must change to include ambiguous logic, design matching and image recognition.

Digital transformation needs awareness and economic organizational decisions. Major activities include:

Merge of company’s digital vision with data management strategy.

Vision and strategy has to be explained and understood by the key positions.

Data management maturity assessment has to be continuous to identify and bridge gaps.

Apply the change according to the road map and in phases to avoid risks of failure and to optimize the chances of success and learn lessons from each phase to amend the next phase.

Evaluate and manage imposed new technology partners to bridge gaps until achieving maturity.

Focus on data and its strategy through the Chief data officer to allow the chief information officer to focus more on the application development and forcing and advancement in the position of the chief data officer to become a chief digital officer.

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