Business Consultancy

Company Formation
‍
1. Do You Need to Setup a BVI Holding Company? - Many company founders elect to establish an offshore holding company in common law jurisdictions such as the British Virgin Islands (BVI). There are several possible reasons for this, including a quicker (and less expensive) share transfer process, asset security, and a more reliable system for the operation of employee share options. Many institutional venture capital investors will require certain legal protections, available under BVI law but not commonly available in the UAE. Such as the allocation of preference shares and a viable insolvency process.

‍2. Is a Shareholder or Founders Agreement Necessary? - It is always advisable to have the rights and obligations of founders set out clearly in a simple, legally binding document, to avoid uncertainty and potential disagreement. This document will address a number of key issues, such as share vesting periods, good leaver/bad leaver termination events, and a basic decision-making process. When investment funding rounds occur, a longer-form shareholders agreement will be typically required, addressing board composition, decisions reserved for investor consent (‘reserved matters’), and rights of first refusal on share transfer or issue of new shares.

‍3. Should the UAE Company be Based Onshore or Offshore? - Whether a business is more appropriately established in one the many free zones in the UAE, or as an ‘onshore’ LLC will to a large extent depend on the operational needs of the business. Usually, companies intending to operate throughout the applicable Emirate will need to form an LLC with a local partner. Companies that are chiefly operating online or dealing in intangible assets such as intellectual property are able to consider a free zone-only structure. Advice should be sought at the outset of the UAE company formation process to avoid unnecessary costs and delays.

‍4. Should I Hire Employees or Freelancers? - The needs of a business will determine whether a short-term engagement with a freelancer or the continuity of a permanent staff is more appropriate. These two distinct methods of hiring individuals are addressed very differently under UAE law, and legal advice should be sought in particular with regard to an employer’s statutory liabilities. In both cases, management will need to ensure that the individuals making a contribution will be bound by terms that protect long-term business interests, such as formally assigning all intellectual property, keeping sensitive matters confidential, and undertaking not to benefit direct business competitors.

‍5. What Other Legal Support is Required? - The needs of each business will vary. Some may need toregister patents or trademarks to ensure that no competitors can legitimately use proprietary intellectual property, creative ideas or branding. Non-disclosure agreements, investment term sheets and website terms and conditions (together with a privacy policy) may be essential to risk management for the business in its early stages.
‍

Legal Compliance
‍
For all aspect of Legal compliance, we would recommend contacting Cameron Crawford from Indigo Lawyers he is an expert in creating the right legal structure for your company.
‍

Business Strategy
‍
We collaborate with our clients to support the critical initiatives that will drive superior performance. We use rigorous fact-based analyses and pride ourselves on helping clients create pragmatic and actionable strategic plans that are focused on bottom-line results.
‍

Organisational Change Management
‍
Here are some rules for effective management of change. Managing organisational change will be more successful if you apply these simple principles.

Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. If you force change on people normally problems arise. Change must be realistic, achievable and measurable. These aspects are especially relevant to managing personal change. Before starting organisational change, ask yourself:

If you think that you need to make a change quickly, probe the reasons - is the urgency real? Will the effects of agreeing a more sensible time-frame really be more disastrous than presiding over a disastrous change? Quick change prevents proper consultation and involvement, which leads to difficulties that take time to resolve.

You should even apply these principles to very tough change like making people redundant, closures and integrating merged or acquired organizations. Bad news needs even more careful management than routine change. Hiding behind memos and middle managers will make matters worse. Consulting with people, and helping them to understand does not weaken your position - it strengthens it. Leaders who fail to consult and involve their people in managing bad news are perceived as weak and lacking in integrity. Treat people with humanity and respect and they will reciprocate.
‍

Responsibility for managing change
‍
The employee does not have a responsibility to manage change - the employee's responsibility is no other than to do their best, which is different for every person and depends on a wide variety of factors (health, maturity, stability, experience, personality, motivation, etc). Responsibility for managing change is with management and executives of the organisation - they must manage the change in a way that employees can cope with it. The manager has a responsibility to facilitate and enable change, and all that is implied within that statement, especially to understand the situation from an objective standpoint (to 'step back', and be non-judgemental), and then to help people understand reasons, aims, and ways of responding positively according to employees' own situations and capabilities. Increasingly the manager's role is to interpret, communicate and enable - not to instruct and impose, which nobody really responds to well.
‍

Training and Mentoring
‍
Profit is an outcome of managing and developing people well. People and their development enable profit. Enable people and you enable profit.Organisations which approach training and development from this standpoint inevitably foster people who perform well and progress, and, importantly, stay around for long enough to become great at what they do, and to help others become so.Training is a very commonly used word, but learning is in many ways a better way to think of the subject, because learning 'belongs' to the learner, whereas training traditionally 'belongs' to the trainer or the organisation.Training should be about whole person development - not just transferring skills, the traditional interpretation of training at work.Whatever your role and responsibility, you might not immediately be able to put great new emphasis on 'whole person development'.
‍

ISO Standards
‍
We are experts at helping you quickly change processes in your company to increase profits, decrease costs and improve cash flow. Businesses typically use our services when something in their business is significantly out of balance. Many business owners who hire us do not even know what part of their business needs help. We prioritise what needs to be done first to provide a positive difference to the company.