Business profile
Governance, succession and structure across generations.
Family groups balance commercial performance with ownership, control and succession. Separating family, ownership and management decisions is what protects the business.
5 practices most relevant to family businesses
Discuss your positionWhat we get asked
The questions we get from family businesses.
Recognisable problems rather than a capability list. Each one has a route through it.
Family and corporate governance frameworks
Succession and ownership structuring
Group consolidation and reporting
Related-party transactions and transfer pricing
Market context
Family groups balance commercial performance against ownership, control and succession, and the three are usually entangled in the same conversations. Separating family, ownership and management decisions is what protects the business through a transition.
How we help
What we are actually engaged to do.
- Family and corporate governance
- Structures that separate the three conversations so each can be had properly.
- Succession and ownership structuring
- Ownership arrangements designed to hold across a generational change.
- Related-party transactions
- Intra-group and family transactions documented on a defensible basis.
Relevant services
Ranked for this sector, not alphabetically.
The order reflects where the work usually starts.
Risk & Compliance
Controls and governance proportionate to the risk you carry.
Business Advisory
Decisions on growth, cost and structure, backed by numbers.
Tax
UAE Corporate Tax, VAT and transfer pricing, handled end to end.
Audit & Assurance
Independent assurance that stakeholders and regulators accept.
Transactions
Diligence, valuation and deal support from signing to integration.
Where we get the call
Situations we are brought into.
These describe work we are engaged to do. Named engagement notes publish only where a client has approved them.
A generational transition is approaching and ownership, management and family roles are undefined.
Related-party transactions across the group have never been documented on a supportable basis.
Related
Family Businesses, in context
Next step
Talk to someone who knows family businesses.
Bring the specific problem. The first conversation is about establishing whether there is one, and what it would take to resolve.
Not ready for a meeting? Ask one specific question instead.
What follows
- A person in the relevant practice reads it, not a routing queue.
- One reply that already contains a view, not a request to book a call.
- A written scope and fee basis, or a straight answer that there is no work to do.
- Sunday – Thursday, 9:00 – 18:00 GST