An agency or consultancy sells people's time and judgement, so the structure question is about who signs, who delivers and who is liable when a project goes wrong. This assessment helps you decide whether a company is needed, which one, and in whose hands it sits.
Clients of a studio or consultancy may ask for a company name on the contract, a liability position and an invoice that their finance team can book. The first decision is whether your current setup can give them that, or whether a new entity has to sit between you and the client. The answer rests on where the founders live, where the main clients are, and whether delivery is done by employees or by freelancers in other places.
Three starting points: two founders running a design or software studio for foreign clients; a solo strategy consultant whose income comes from one anchor client; an agency that also buys media or tools on behalf of clients and re-bills them.
If delivery relies on freelancers in several countries, the contracting entity, the paper trail and the payment route for them all need to be consistent with how the work is described to the client.
Recurring retainers, milestone invoices and pass-through costs create different invoicing and cash patterns. The structure should fit the dominant one, not the exception.
Advice-type work carries professional exposure. Whether a separate company changes your position, and whether any insurance or professional registration is relevant, is for a local professional to confirm.
Where the agency holds the rights in what it produces, and how that passes to the client, depends on contracts as much as on the entity. We flag the question; drafting is for a lawyer.
Two partners in different places can make a single-country company awkward. The assessment tests that before comparing locations.
Ask each client early whether it limits suppliers by region or registration. The assessment lists what to ask.
Buying media or tooling for clients puts third-party money through your accounts. That affects how accounts and entities are arranged. Choosing or opening an account is a separate service.
When these points are clear enough to compare options, that is the moment to ask for the assessment.
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.
No. The assessment compares structures against your clients, team and payment flows, and states the assumptions behind any option.
It flags where employment or contractor questions arise. Employment law and payroll need a local professional.
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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