Real Estate & Corporate Restructuring
This covers the areas of real estate taxation and restructuring.
Under real estate taxation, we cover all aspects relating to the acquisition, holding and transfer of real estate. Attention is given to all tax aspects (corporate income tax, personal income tax, registration duties and VAT), although this is considered in the broader economic context.
The client's focus differs from case to case (ranging from a second residence for a doctor, to an office complex of an institutional investor intended for rental) and all advice is therefore tailor-made. In addition, the starting point is always what is the most important aspect for the customer, in particular how the acquisition of the real estate needs to be financed, how the business risks can be limited, how to anticipate a future sale, etc.
Finally, we focus on all segments of the market and we are able to assist both so-called "small independent investors" and large real estate magnates.
Restructuring is the appropriate (legal) organisation of a company or group of companies. In effect, regardless of the value of the company itself, a structure is worth more or less depending on how it is organised, and the liquidity/saleability (including the entry of new investors) of a company is also strongly influenced by the way in which it is organised.
On the other hand, a good structure also builds in buffers, so that the risk of a possible failure is limited. Good structuring is therefore a must, but it also allows you to focus on the fundamentals, namely your core business.
Moore Law helps you in the strategic brainstorming process, about how to best prepare your structure for the good and bad days, and then implements this together with you. Special circumstances (e.g. a takeover of a company or business) also often require resourcing, in order to optimise the financial flows within the group. Moore Law manages the complete spectrum, and assists you in word and deed, whether it is a simple contribution or a cross-border demerger.
