We built MGE for a reason.
MGE began with an observation.
Institutions can achieve more when the relationships around them are built on something stronger than transactions.
Credibility. Confidence. Resilience. Reliability.
The founders’ belief
“We did not establish MGE simply to build a successful company. We established it to make a positive difference in society and to demonstrate another way of managing relationships between the different stakeholders within an ecosystem—one based on credibility, confidence, resilience and reliability, and directed toward a purpose greater than any individual person or institution could achieve alone.”
That belief continues to shape what MGE chooses to pursue, the relationships it builds, and the institution it is becoming.
We saw that technology was rarely the only—or even the primary—constraint on what an institution could achieve.
The greater challenge was often everything surrounding it.
MGE was created to build relationships that become stronger through experience, where knowledge is shared, responsibility is taken seriously, and every engagement contributes to something that remains after the work is finished.
People leading by example
MGE’s culture is not defined by a list of values displayed on a wall.
It is visible in how people behave when responsibility becomes real.
In how a decision is made when there is pressure to take the easier route.
In how knowledge is shared when keeping it private would create more personal power.
In how a difficult issue is addressed rather than passed to someone else.
In how a relationship is protected when circumstances become inconvenient.
In how the institution’s interest is considered when commercial interests pull in another direction.
And in how experience is shared so that what is learned can continue to create value for those who carry the institution forward.
For MGE, leadership is therefore not limited to position.
It is demonstrated through conduct.
That is what we mean when we say:
People leading by example.
A global reference built through contribution
MGE’s ambition is to become a global reference and knowledge hub in the fields in which we work—connecting deep expertise, trusted relationships and a strong ecosystem network to create lasting institutional and societal impact.
Being a reference is not simply about being known.
It means becoming an institution that others can look to for knowledge they can trust, experience they can apply, and relationships capable of creating meaningful results.
That position cannot be declared into existence.
Through knowledge that proves useful.
Through relationships that become stronger through what they accomplish together.
Through institutions that become more capable.
Through people who carry forward what they have learned.
And through measurable impact that demonstrates that the work has mattered.
Recognition follows contribution.
The contribution comes first.
We choose relationships, not transactions.
Not every commercially attractive opportunity is institutionally right.
Some recommendations are easier to sell than to defend.
Some relationships create short-term revenue but little lasting value.
Some solutions create dependence where capability should have been created.
MGE chooses differently.
We do not build our work around one transaction and move on.
We do not recommend something simply because it is commercially convenient.
We do not deliberately retain knowledge to preserve dependence.
We do not pursue growth at the expense of responsibility.
And we do not confuse activity with consequence.
Does this relationship create lasting value for the institution and the wider purpose it serves?
If it does not, it is not the relationship we are trying to build.
The ecosystem we are building
No institution contains everything it needs.
Sometimes the critical knowledge sits with a specialist.
Sometimes the technology belongs to another organisation.
Sometimes the institution itself holds the most important knowledge of all: the understanding of its own operating reality.
A financial institution may enable one pathway.
A regulator may establish a necessary condition.
A market participant may open another.
A technical partner may make a capability possible.
The value is not created simply because these participants exist.
It is created when the right capabilities can work together without losing sight of the purpose they are meant to serve.
That requires trust.
It requires clear responsibility.
It requires respect for what each participant contributes.
And it requires someone willing to keep the wider purpose visible when individual interests are not identical.
This is the kind of ecosystem MGE is building.
Not an ecosystem held together by transactions alone.
An ecosystem in which relationships become more valuable because the work they accomplish together creates something greater.
The principles we carry
MGE’s way of working is governed by principles established at the constitutional level of the institution.
Constitutional before commercial
The institutional purpose comes before the preference for a particular commercial outcome.
Clarity before creativity
What matters must remain clear. Expression exists to strengthen understanding, not to compete with it.
Expression before explanation
The quality of the work should allow the institution to experience the principle rather than simply hear it described.
Consistency before variation
Different situations may require different responses. The underlying character of MGE remains consistent.
Simplicity before complexity
Complex institutional problems do not become better solutions simply because the response becomes more complicated.
Stewardship before promotion
The contribution to the institution comes before the promotion of MGE itself.
These principles shape the decisions MGE makes, the relationships it builds, and the institution it is becoming.
The institution we are building
“Our work is to create lasting positive impact by bringing people, institutions, knowledge and trusted relationships together around purposes greater than any one of them could achieve alone.”
That is what we are building MGE to do.
— Founder statement
“We are building MGE to become an institution that helps other institutions become more capable of carrying their own responsibility forward.”
This is not a statement about making MGE indispensable.
It is almost the opposite.
MGE is being built to contribute what is needed, transfer what can be learned, connect what needs to be connected, and strengthen the institution’s own ability to continue.
The measure of a successful engagement is therefore not how much remains dependent on MGE.
It is how much becomes stronger within the institution because MGE was there.
And when institutions become stronger, the effect can extend beyond the institution itself—to the people they serve, the relationships around them, and the wider society in which they operate.
That is the institution we are building.
Still exploring how MGE works?
See the questions executives and institutions ask about MGE’s approach.
Leadership
Esraa ElShaer
Founder & Partner
Esraa ElShaer brings multidisciplinary experience across strategy, regulatory affairs, market intelligence, commercial development, risk, procurement and organizational execution. Her strength lies in connecting perspectives that are often managed separately—technical requirements, regulatory conditions, market realities, financial considerations and institutional objectives—and turning them into coherent strategies and executable action. At MGE, she applies this integrative capability to strategic direction, project governance, stakeholder relationships and business development, helping translate complex institutional needs into structured interventions that can be implemented, measured and sustained.
Mahmoud Shawky
Founder & Partner
Mahmoud Shawky brings more than two decades of experience in building commercial organizations, structuring complex procurement, negotiating with international suppliers, managing contractual and financial exposure, and leading execution where multiple stakeholders and demanding outcomes must align. His experience has developed a practical ability to assess opportunities beyond their immediate transaction—to understand what is commercially viable, what can be executed, where risk sits, and what governance is required for value to endure. At MGE, he applies this judgement to strategy, organizational governance, financial and commercial frameworks, ecosystem relationships and the development of solutions that can move from opportunity to sustainable institutional value.