Areas of support
I support family businesses both in major changes and in everyday decisions.
The needs of a family business do not arise only at the moment of succession, reorganisation or a change of ownership. Equally important are day-to-day decisions that affect the security of the business, the situation of the owners and the compliance of its operations with the law.
Cooperation may concern a specific project, a single issue or ongoing legal and tax advisory. I adapt its scope to the structure of the business, the type of activity and the actual needs of the owners.
I combine three perspectives: business, family and assets; business structure and growth; and tax and security. This makes it possible to assess decisions not as separate legal or tax problems, but as elements of a single system.
Two moments when I can support a business
Cooperation does not have to start with a breakthrough event
A family business may need support at different moments of its development. Sometimes the trigger is a specific change that needs to be prepared and carried out. At other times, it is about giving owners and managers regular access to an adviser who knows the business and can look at current matters in a broader context.
01
When the business is preparing a change
I support projects that affect the ownership structure, the way the business is managed, the security of assets or the future of the business. This may concern, among other things:
- business succession
- setting up a family foundation
- successors joining the business
- conversion or reorganisation of companies
- putting assets in order
- preparing the business for investment or sale
- changing the management model
- resolving an ownership or tax dispute
In such situations, cooperation usually takes the form of a project with a defined goal, scope and plan of action.
02
When the business needs ongoing support
Not every family business is facing a change. Many businesses operate stably but need ongoing help with legal and tax decisions. Ongoing cooperation may include, among other things:
- advising on contracts and business decisions
- supporting owners, the management board and other company bodies
- assessing the tax consequences of planned actions
- monitoring obligations and risks
- responding to current questions
- working with the accounting, finance or HR department
- preparing the business for changes in legislation
- support in dealings with authorities and other advisers
Ongoing advisory does not mean creating unnecessary procedures or involving an adviser in every minor decision. Its purpose is to provide access to a person who knows the context of the business and can recognise the significance of an emerging issue early enough.
Three pillars of cooperation
Different issues, one ownership perspective
I organise the scope of cooperation into three pillars. Each of them responds to a different kind of need, but in practice they often overlap.
Succession may require changes to the company structure and a tax analysis. Ongoing legal support may reveal the need to put ownership relationships in order. A tax decision may affect the family's assets or the business's prospects for further growth.
That is why, before starting cooperation, we establish not only the name of the issue but also its significance for the whole business and its owners.
Pillar 01
Business, family and assets
Putting ownership, responsibility and the future of the business in order
- Family business succession
- Family foundation
- Asset planning and protection
- Family governance and rules of cooperation
- Preparing successors and owners for change
Pillar 02
Business structure and growth
A structure that supports the business instead of limiting it
- Conversions
- Mergers and divisions
- Reorganisation of family groups
- Estonian CIT
- Ongoing legal support
- Support for owners and company bodies
Pillar 03
Tax and security
Tax as part of a business decision
- Ongoing tax advisory
- Tax reliefs
- Local taxes
- Transfer pricing
- Tax audits and disputes
- Tax risk management
Cooperation models
A scope adapted to the actual needs of the business
01
Consultation
For owners and managers who need to discuss a specific issue, compare possible options or establish whether the matter requires further analysis.
02
Project
For matters with a defined goal and scope, such as succession, a family foundation, a conversion, a reorganisation, preparing family governance rules or a tax dispute.
03
Ongoing advisory
For businesses that need regular legal or tax support, or support combining both perspectives.
04
Owner support
For owners who want to be able to consult strategic decisions confidentially, even when the day-to-day support of the business is already provided by other lawyers, accountants or advisers.
| Model | When it makes sense | Main benefit | Condition for good cooperation |
|---|---|---|---|
| Consultation | A specific question or decision has arisen | Quickly putting the issue in order | Access to basic information and documents |
| Project | The business is planning a specific change | A clear goal, scope and sequence of steps | Involvement of the decision-makers |
| Ongoing advisory | Legal or tax questions arise regularly | Knowledge of the context and early identification of risks | Regular contact and a smooth flow of information |
| Owner support | The owner needs an independent perspective | A confidential space to assess the options | Direct access to the owner |
How we establish the right scope
You do not have to assign the matter to a specific service yourself
During the first conversation we establish:
- what the situation is about
- what result you want to achieve
- who should take part in further steps
- what information and documents will be needed
- whether a consultation, a project or ongoing advisory is appropriate
- whether the matter requires combining several areas
- what the next steps should be
If the business already works with an accountant, a finance director, a lawyer or another adviser, cooperation can be organised with their participation. The aim is not to replace the people who know the business well, but to add the competences needed and ensure that actions are consistent.
We can start with a specific matter or with a conversation about ongoing support.
Not every cooperation has to lead to a major reorganisation. Sometimes the right solution is a consultation on a single decision. Sometimes a project with a clearly defined goal is needed. In many businesses, however, the greatest value comes from ongoing access to an adviser who knows the context of the business and can combine the legal and tax perspectives.
During the first conversation we will establish what the business currently needs and which cooperation model will be appropriate. If there is no need to create an elaborate solution, this should also be clear from our conversation.
You do not need to choose a specific service in advance. It is enough to briefly describe the situation, the decision or the kind of support you need.