Multi-generational family enterprise restructured for the next decade of GCC growth
A second-generation UAE-based family group with diversified interests across real estate, trading, and logistics came to Dillon & Bird facing an existential challenge: a holding structure that had served them well for a decade had become a liability. The introduction of UAE Corporate Tax had fundamentally changed the economics of how they held and moved wealth.
A legacy structure meeting a new regulatory reality
The family's assets were held across nine entities spanning mainland UAE, two free zones, and an offshore jurisdiction. Intercompany transactions had never been formally documented, creating significant transfer pricing exposure.
Governance was informal — decisions were made by the founding patriarch with no documented decision-making framework, making the group increasingly unattractive to the institutional investors it now needed as growth partners.
The group's accountants had flagged the Corporate Tax risk but lacked the capability to design a solution. Previous attempts to engage a Big 4 firm had stalled due to cost and cultural fit concerns.
A structured path from problem to outcome
Structural Audit & Exposure Mapping
We began with a comprehensive audit of all nine entities — charting asset ownership, intercompany flows, related-party transactions, and regulatory exposure across each jurisdiction. This gave us and the family a complete picture of risk for the first time.
Optimal Holding Architecture Design
Drawing on our deep knowledge of DIFC foundations, mainland holding companies, and free zone structures, we designed a streamlined four-entity holding architecture that ring-fenced the family's core real estate assets, separated the trading operations, and created a clean succession pathway for the next generation.
Transfer Pricing Documentation
We drafted comprehensive transfer pricing policies and intercompany agreements, eliminating the group's exposure retroactively and establishing a compliant framework going forward. This was critical ahead of the first Corporate Tax filing.
Governance Framework Implementation
Working alongside the family, we designed a formal governance charter including a Family Constitution, advisory board structure, and decision-making protocols — giving institutional investors the transparency and accountability they require.
Implementation & Banking Support
We managed the full implementation process: entity registrations, licence amendments, bank account restructuring, and coordination with legal counsel — ensuring zero disruption to the group's active trading operations throughout.
Measurable impact — delivered on time
All nine entities rationalised into a clean four-entity architecture with fully documented ownership and intercompany agreements.
The new structure eliminated redundant licence fees, audit requirements, and intercompany complexity — delivering immediate and recurring savings.
The group filed its first Corporate Tax return with full confidence, with zero penalties or amendments required.
Within six months of governance implementation, the group closed its first institutional co-investment partnership.
“Dillon & Bird did not just give us a strategy document. They stayed until every recommendation was implemented and the numbers moved. That is a different kind of firm.”
— Managing Director, Diversified Family Group — Dubai, UAESimilar challenges. Similar results.
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