If you already run more than one company, or plan to, the recurring question is which entity sends the invoice to which customer. The answer should not be 'whichever is most convenient this month'. We map the money and contract flows and write down what each entity should be doing.
An invoice is only as sound as the contract behind it. The entity that invoices should be the one that agrees the work with the customer, carries the delivery obligation and is paid into its own account. When those three sit in different companies, someone later has to explain why.
The review starts from the customer and works backwards: who is the counterparty, who performs, who receives the money, who bears the risk if something goes wrong.
Customers abroad ask for a local invoice, but the team and the know-how stay in the home company. The review checks whether the foreign entity can honestly perform the work or whether the invoicing entity performs the work it invoices, and what that may mean for who contracts, as a local professional confirms.
Here the invoicing line follows who owns the goods and who is the seller of record to the buyer. Splitting by convenience can leave the entity that takes the payment without the right to sell.
The question is whether the holding actually provides the service, or whether a personal engagement is being routed through it. The review marks where that line is blurry so an adviser can decide.
What it assumes: One entity can lawfully perform and sell everywhere you operate. What you give up: Less separation of risk; local customers may expect a local counterparty.
What it assumes: Each entity has real activity and people in its region. What you give up: More upkeep, more accounts, intercompany questions.
What it assumes: Intercompany agreements exist and match reality. What you give up: Likely to draw the most questions; the paper must reflect what actually happens.
Which pattern is acceptable in a given country is a legal and tax question for a local professional.
A short description of the business, the entities and their countries, and a rough map of customers and suppliers.
Each flow of contract, invoice, payment and asset, entity by entity, with the assumptions we had to make.
A written review that assigns roles, shows the trade-offs and lists the points to take to a lawyer or tax adviser.
This is business and structuring analysis, not legal, tax or investment advice. Where a legal or tax opinion is needed, we say so and point you to a licensed adviser.
We recommend a role split on the facts you give us and show the trade-offs. Whether it is permitted and how it is taxed is for a licensed local adviser.
No. Contract drafting is outside the review. We list which agreements the role split would need.
No. It is about making the structure consistent with how the business really works.
No obligation. We read your request and reply with a straight answer.
Describe your plan and your constraints. We reply with what we would look at first.
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