Built around your business.

A growing QSR chain was preparing for its next phase of expansion and a fundraise. Rather than starting with the fundraise, we started with the business.

We went deep into the operating model: store economics, expansion plans, capital requirements, FICO and FOCO structures, and the economics of scaling the network. Then we built the architecture behind the raise.

A pre-owned automobile business has a fundamentally different financial architecture from a conventional trading business. Every vehicle carries its own acquisition cost, refurbishment cost, financing cost, holding period and eventual selling price.

We designed the finance function around these realities, from transactions to management visibility.

A growing data analytics business had operations across three jurisdictions, creating increasing complexity across entities, currencies, reporting and internal controls.

The requirement was bigger than compliance. Management needed one reliable view of the business, and we built the finance architecture to make that possible.

Real estate transactions often sit at the intersection of commercial structuring, income tax and GST. Joint Development Agreements are a particularly good example, where the tax outcome can change significantly depending on the transaction architecture and the underlying commercial terms.

We didn't just advise on the problem. We built a tool around it.

A strategic acquisition is rarely just about agreeing on a valuation and closing the transaction. The structure of the deal can determine how value is transferred, what the promoters retain, and how effectively the combined business can move forward.

For a growing acoustic solutions business, we were involved from the point at which the acquisition was first conceived, evaluating the business, the commercial objectives and the promoters' interests before working through the possible transaction structures.

Educational institutions often operate within a unique structural constraint. The institution may be established through a trust and governed by a framework designed around education as a non-profit activity, while the underlying business still needs to generate sufficient resources to invest, grow and expand.

We worked with a Montessori farm-school that had built its proposition around a highly differentiated learning environment, including an approximately 1:15 student-to-teacher ratio. The challenge was to build a financial and operating model that could support this level of engagement while creating a sustainable path for expansion.

A growing sports and experiences business runs a network of venues across pickleball, padel and football, with academies, sports infrastructure and event management alongside.

A consolidated P&L showed how the business was doing overall. It could not say how each venue was performing, which locations drove profit, or what each segment contributed. The business needed financial visibility at the level it actually operated.

An established Indian dance artist and performing arts professional with a distinguished international presence regularly performs, teaches and collaborates across several countries. With income arising from engagements in multiple jurisdictions, her tax position turned on residential status, DTAA provisions, foreign taxes paid and the GST treatment of cross-border work.

We undertook a holistic review of her India and international tax position, mapping her travel, residential status, income streams, jurisdictions and the taxes paid in each.