A loosely tied partnership works until the day it doesn’t. Then it gets expensive. This practice fixes the structure while the relationship is good: legally sound contracts and corporate acts, reorganizations when the company changes size, and governance rules that survive disagreement between partners.
01
Corporate Advisory
The corporate structure is the floor every other decision stands on.
Every corporate decision, whether a partner joining, a distribution, an amendment or a new entity, leaves a mark on governance, on tax and on the relationships involved. Corporate advisory handles those decisions while they are still choices, not once they have become problems.
What corporate advisory holds up
Structure aligned to strategy
The legal model follows the plan for growth, succession and reorganization instead of getting in its way.
Decisions with written rules
Agreements and governance mechanisms that say what to do before the deadlock arrives.
Tax and asset efficiency
The right corporate structure organizes the assets and makes succession planning cheaper to execute.
Continuity protected
Vulnerabilities reduced so that a dispute, a departing partner or a market shift doesn’t stop the company.
From incorporation to succession, every corporate decision is written once and charged for over years.
02
Corporate Reorganizations
Change the structure before it becomes the bottleneck.
Reorganizing means changing the legal and operating structure to fit what the company is becoming, not what it was when it was incorporated. The reasons are usually concrete: preparing for an investor, enabling succession, separating operations that shouldn’t sit together, fixing poor tax performance.
What a reorganization solves
Tax performance
A structure designed to lower the tax cost of the operation as it actually runs today.
Faster decisions
Separating operations, assets and shareholdings shortens the path of every decision.
Room to grow
A structure that carries partnerships, new markets and incoming capital without being rebuilt.
Solidity
An organized company holds up better through crisis, a partner exit and a generational handover.
The available transactions are well known: merger, incorporation, spin-off and conversion. What changes case by case is which one fits, in what order and with what tax effect.
03
Corporate Governance
Separating family, ownership and management is what makes all three work.
In a family business, three systems overlap: the family, the ownership and the management. Until someone separates them, every business conversation risks turning into a family conversation, and the other way round. Governance gives each of them its own table, role and decision criteria.
In practice that becomes structure: an advisory board, an administrative board or a family council, depending on size and moment, with rules for composition, agenda and authority.
What governance holds up
Continuity
A structure that carries the company through a change of command and a generational handover.
Technical, collective decisions
The choice stops depending on one person and starts depending on a criterion.
Values preserved
Written rules protect the culture and the legacy as the family grows and spreads out.
Professional management
What belongs to the family, to management and to ownership stops getting mixed up.
We work with the Ownership, Business and Family method, which separates the three circles before any structure is discussed.
04
Corporate Diagnosis
Read the current structure before proposing the next one.
A corporate diagnosis looks at how the company is assembled and how it decides: composition, bodies, authority levels, each partner’s rights and duties, and the relationship between management, assets and family. It is what comes before a succession, an M&A deal, a reorganization or a partner joining or leaving.
What the diagnosis reveals
Overlapping roles
Where rights and responsibilities cross and create a conflict of interest.
A base for deciding
The real starting point for growth, reorganization or succession.
Confidence in the deal
Whether the structure can carry the corporate move under study.
Litigation avoided
Legal risk and disputes among partners, heirs and managers identified before they become lawsuits.
Shall we review your company’s corporate structure?
