You built the business. Here’s how we help protect everything it created.
Most founders already have good advisors. What’s usually missing is someone responsible for how it all connects, and for keeping it working after the structure is signed.
Protect. Coordinate. Govern. In that order.
The order is not presentational. Designing before reading produces structures that solve the wrong problem, and signing without governing produces structures that stop being defensible while nobody is watching.
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01
Protect
We map the real risk, then design the structure that addresses it.
The first piece of work is a reading, not a proposal. Every entity, trust, shareholder agreement, property holding and offshore arrangement, plus who currently advises on what. For most founders this is the first time all of it has been looked at in one sitting, and it is routinely where the surprises are.
Then the exposure gets named in plain terms, with what it would cost to address and what it costs to leave, including, where that is the honest answer, leaving it. Only after that does anyone draw a structure.
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02
Coordinate
We work with the advisors you already have, not around them.
Design without execution is a report. So we instruct and coordinate the specialists who actually build the thing: the lawyer who drafts, the accountant who models and files, the fiduciary provider who administers, the consultant who holds the verification relationship.
Our default is the advisor already in your relationship. Where we think a particular piece needs someone else, we say so, say why, and it stays your decision.
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03
Govern
We keep it alive and defensible for years, not just to signature.
A calendar of every obligation the structure creates, with an owner. Resolutions and minutes recorded as decisions happen. An evidence pack kept current. An annual review that reads the whole structure and produces a written answer to three questions: has the business changed, has the law changed, does the structure still do what it was built to do.
This is the part most engagements are not scoped to cover, and the part that decides whether the first two were worth paying for.
The restraint principle, in writing.
We lead only where we are genuinely the specialist. We coordinate where coordination creates value. And we deliberately leave value with the advisors you already have.
- We lead ownership architecture (South African and offshore), the structures that hold it, and the governance that keeps it defensible. This is what we are for.
- We coordinate the specialists whose work has to fit together: your lawyer, your accountant, your auditor, your fiduciary provider, your B-BBEE consultant. Coordination means someone is accountable for the interactions between their advice, not that we sit above them.
- We deliberately leave your tax compliance, your audit, your legal execution, your financial planning and your investment mandates exactly where they already work well. We do not bid for that work, and we do not quietly grow into it.
Before any paid work starts, this is made specific in a written scope: what we lead, what we coordinate, and what stays exactly where it is. You keep that document. This page is the only place the commitment is set out, and it is the same page a founder’s advisor is sent to: one position, in one set of words, not two audiences each being told what they want to hear.
What the first conversation actually involves.
It is called a Founder Wealth Snapshot. It is a structured conversation, not a financial intake form, and this is the whole of it.
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How long is it, and who is in the room?
One structured conversation, usually under an hour. You, and whoever you want with you, including your own advisors. Founders who bring their accountant or attorney tend to get more out of it, not less.
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What do I need to prepare?
Nothing. There is no document request and no financial disclosure required to have the conversation. If you happen to know your entity list, that helps; if you do not, that is itself useful information.
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What are you actually asking about?
Three things. What you have built and how it is currently owned. Who already advises you, and on what. And what you want it all to do: for you, for your family, and after you. The third one is the question most founders have never been asked directly.
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What do I get at the end?
A view on which of the routes applies to you, in what order, and what the first piece of work would be. If the answer is that you do not need us, or do not need us yet, you get that instead, and it is a real answer we give, not a disclaimer.
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What does it cost, and what am I committing to?
Nothing, and nothing. It is a qualification conversation for both sides. Paid work starts only after a written scope you have agreed to.
And afterwards.
A short written summary of the recommended route, so you have something to show your own advisors rather than a recollection of a meeting. Where there is work to do, a scope with a fixed price for the design phase. Where there is not, we say so.
Implementation runs at the pace the structure requires, which is usually months rather than weeks, and slower than most founders initially want. Sequencing matters more than speed: several of the steps only work in a particular order, and a structure assembled out of order is the kind that needs explaining later.
After implementation, governance. That is the point at which we stop being a project and become a function, and it is the only part of this with no end date.
There is nothing to prepare.
A sentence about what is most on your mind is enough to start. Everything above happens after that, and none of it happens without your written agreement.