Structuring, growth and governance decisions examined from first principles, not from templates.
Discuss your requirementsOUR APPROACH
Businesses rarely fail for want of information. They fail because a structural decision — how an entity was formed, how control was allocated, how a transaction was sequenced — was made before anyone asked what the decision was actually for.
We begin with the commercial fact pattern rather than the compliance calendar. That means understanding the revenue model, the capital structure, the family or investor dynamics, and the intended exit before any regulatory analysis begins.
We then map the decision to the governing framework — the Companies Act, 2013, FEMA and its regulations, the Income-tax Act, and applicable sectoral rules — and set out where the frameworks agree, where they conflict, and where a position must be taken and documented.
Finally, we set out the options with their consequences stated plainly: what each one costs, what it forecloses, and what evidence you will need to defend it three years from now. We do not present a single recommendation without its alternatives.
WHAT WE DO
Structuring, growth and governance decisions examined from first principles, not from templates.
Choice of vehicle across companies, LLPs and trusts; holding and operating structures; group simplification; conversions, mergers, demergers and slump sales, including the accounting, tax and stamp duty consequences of each route.
Three-statement models with defensible assumptions, unit economics, scenario and sensitivity analysis, and the working-capital and funding implications of a chosen growth path.
Financial and tax due diligence on the buy and sell side, quality-of-earnings analysis, deal structuring, purchase price mechanisms, and translation of diligence findings into representations, warranties and indemnity positions.
Valuations for transactions, regulatory filings, fundraising, family settlements and financial reporting, prepared under recognised methodologies and documented so the basis of value withstands scrutiny.
Board and committee charters, delegation of authority, related-party transaction frameworks, and the internal policies that make a governance structure operate rather than merely exist on paper.
Separation of ownership from management, family constitutions, promoter shareholding arrangements, and staged transitions designed to survive the generation that signs them.
WHO WE HELP
QUESTIONS WE ARE ASKED
DELIVERED THROUGH OUR NETWORK
Your engagement is contracted with, and signed by, a single member firm. Member firms in these locations lead on this practice.
Each member firm is a separate and independent legal entity practising in its own name under ICAI regulations.
CONNECTED EXPERTISE
LET’S START WITH YOUR QUESTION
Describe the business advisory matter you are facing. A partner from the relevant member firm will respond directly.
