Family Enterprises & Private Wealth
Promoter groups, family offices, and individuals planning for control, succession, and liquidity.
The hardest questions in a family business are rarely about tax. The tax consequences arrive later.
Family enterprises mix business decisions and family decisions in the same structure. Over a generation, entities multiply, shareholdings drift, related party transactions become routine, and personal wealth becomes hard to separate from the balance sheet of the business.
Professionalising the enterprise means separating those threads without breaking what already works. We advise promoters and families on structure, governance, and tax across both the business and the wider portfolio.
On the agenda
Separating ownership, control, and management
Succession usually fails on unclear roles long before it fails on structure. A family constitution that sets out who may own, who may manage, and how disagreements are settled gives the eventual legal structure something to implement.
The choice of vehicle, whether a holding company, a trust, or an LLP, should come last.
Related party transactions, as a minority shareholder sees them
Transactions between family companies and family members need approval under Section 188 of the Companies Act where they fall outside the ordinary course of business or are not at arm’s length, and they must be disclosed under IAS 24 (Ind AS 24). When outside investors or lenders arrive, these flows are the first thing they look at.
Planning across years, businesses, and portfolios
A promoter’s income may come from salary, dividends, capital gains on listed and unlisted shares, alternative investment funds, portfolio management services, and assets abroad. Planning across several years, timing realisations and sequencing exemptions, produces results that filing one year at a time cannot.
Foreign assets and income carry their own reporting obligations, and an omission there can cost far more than the tax involved.
Stake sales, buy-backs, and the first outside investor
A partial sale or a new investor forces decisions about valuation, the tax cost of each route to liquidity, and the governance rights the family is willing to give up. Those decisions are best made before a term sheet sets the timetable.
How we help
Examples of our work
A multi-year tax plan for a promoter with income across securities, alternative funds, and foreign assets
Designing a clean-slate structure for a new agri-tourism group with four distinct business lines
Featured insights
Talk to us about family enterprises
We work with a small number of clients in each sector, which keeps senior attention where it belongs.