₹42L demand dropped to nil
Case Study · Infrastructure · IP, operations and family assets separated
Group restructured into a two-entity model ahead of succession
Five overlapping entities held a mix of contracts, land, equipment and family assets. The structure was simplified before a generational transition, with tax and regulatory positions documented at each step.
5 → 2
Entities in the operating structure
0
Contracts disrupted during transition
100%
Related-party dealings documented
1
Board charter across the group
The situation
- Cross-entity loans and shared assets with no written arrangements.
- Contract counterparties spread across entities with inconsistent credentials.
- No documented framework for how the next generation would hold and run the business.
What we did
- Mapped assets, contracts, licences and liabilities against each legal entity.
- Designed a two-entity model separating the operating business from family-held assets.
- Executed transfers with valuation support and documented tax positions.
- Adopted a board charter, delegation matrix and related-party policy for the group.
Measured outcome
- Operating business and family assets now sit in separate, cleanly governed entities.
- No contract novation failures or licence lapses through the transition.
- Succession terms and board roles recorded in charter documents rather than understanding.
Governance shift
Ownership, management and asset holding are now three documented layers instead of one informal arrangement.
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