Wherever you’re starting from, there’s a clear next step.
Founders arrive here from very different places. Rather than asking you to work out which department handles you, start from whichever of these sounds most like your situation right now.
Which of these is closest to your situation?
Pick the one that is most true today. It does not have to be the only one, most founders recognise two or three, and the order they get addressed in is part of the first conversation.
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Most of what I own sits in one country
One business, one economy, one currency, and a family whose future may not be denominated in it. You want part of what you have built to sit outside a single jurisdiction, properly and defensibly.
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I have an ownership or compliance requirement to solve
A contract, a scorecard or a verification date is forcing an ownership decision. You want it solved in a way that survives verification and does not cost you control.
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I am thinking about selling or handing over
A sale, a succession or a transfer to the next generation is somewhere on the horizon. You want the structure ready before a process starts, not fixed inside one.
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I am not sure my structures would hold up to scrutiny
Structures exist. Whether they still do what they were built to do, and whether anyone could prove it, is less clear. You want somebody to read the whole thing.
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I want to know what all of this is ultimately for
The business worked. The question now is what the wealth is for: the family, the next generation, and what you want to still exist in twenty years.
And where we are not the right answer.
This work suits a founder whose wealth is concentrated in a business they built, who already has advisors, and who wants the ownership around it designed rather than inherited. It is architecture and governance work, on a horizon measured in years.
If you are looking for someone to manage a liquid portfolio, file a tax return, run a sale process or produce a scorecard, those are all jobs done better by the specialists who do only them, and often by the ones you already use. We will say so, and where it helps we will say who to ask.
The fastest way to lose a founder’s trust is to be interested in every part of their balance sheet.
Not sure which one you are?
That is the ordinary case, and it is what the first conversation is for. You do not need to have diagnosed yourself before making contact.