Services
Implementation-led tax capabilities
Six defined service areas, each delivering a specific implementation, governance or leadership outcome. Senior-led, execution-focused and scoped to a defined brief.
UAE Corporate Tax Implementation
Leading the end-to-end implementation of UAE Corporate Tax obligations across complex business groups — from initial scoping through governance and ongoing compliance readiness.
Greenfield implementation
Structured assessment of the regulatory obligation as it applies to your specific legal entities, ownership structures, business activities and financial model. Identifying the applicable tax treatment for each entity and transaction type from a clean starting point.
Operating model and governance design
Defining how tax responsibility is organised across Finance, Legal and business units. Establishing policies, authority levels, sign-off processes and the control environment needed to manage an ongoing corporate tax function.
Group-wide policy and documentation
Drafting the group tax policy, entity-level tax policies, accounting policies with tax implications and a documented framework for tax-risk management and escalation.
Data, ERP and systems integration
Mapping the data requirements of UAE CT compliance onto existing ERP and finance systems. Coordinating with IT and ERP teams to configure chart of accounts, tax codes, reporting structures and control reporting. Includes SAP and leading ERP platforms.
Compliance calendar and responsibilities
Building the compliance calendar, RACI matrix and preparation workflow for registration, return filing, payment, elections and notifications — with clear process documentation for internal teams.
Remediation of incomplete implementations
Reviewing and correcting implementation work that was incomplete, incorrectly scoped or inadequately documented. Providing a gap analysis, remediation plan and re-implementation where required.
UAE E-Invoicing Readiness and Implementation
End-to-end programme leadership for UAE e-invoicing implementation — from initial impact assessment through ERP configuration, testing and transition into business-as-usual operations.
Impact assessment and scoping
Reviewing your invoice volumes, formats, systems and transaction types to define the full scope of compliance requirements. Identifying which entities, processes and systems are in scope and what changes are needed.
Process and data mapping
Mapping current invoice processes against the required data fields, invoice formats and exchange protocols. Identifying gaps in master data, process design and system architecture.
ERP and system requirements
Translating compliance requirements into functional and technical specifications for ERP teams. Coordinating with IT, SAP and third-party solution providers to configure and test the required changes.
Tax logic and treatment
Ensuring that tax logic — VAT treatment, exemptions, zero-ratings, credit notes and adjustment processes — is correctly reflected in the e-invoicing workflow and the underlying data structure.
Stakeholder coordination and programme governance
Managing the implementation programme across Finance, IT, ERP, Legal and external advisers. Maintaining the programme plan, resolving blockers and reporting to senior leadership throughout.
Testing, rollout and transition to BAU
Designing and managing the testing cycle, including user acceptance testing and parallel runs. Documenting procedures and transitioning the programme into a sustainable business-as-usual operating model.
Transfer Pricing Management
Building and maintaining the transfer pricing framework that supports group operations, satisfies regulatory requirements and stands up to scrutiny — from transaction analysis through documentation and governance.
Transaction mapping and functional analysis
Identifying all intercompany transactions, mapping the functions, assets and risks of each entity involved, and establishing the appropriate transfer pricing methodology for each transaction type.
Group transfer pricing policy
Designing and documenting a group transfer pricing policy that covers transaction types, pricing methodologies, benchmarking approach, review frequency and governance process — aligned to the OECD Guidelines.
Operational transfer pricing
Embedding the transfer pricing policy into operational processes — purchase orders, invoicing, intercompany agreements, ERP configuration and month-end accounting — so that the arm's length outcome is achieved in practice, not only in documentation.
Master File, Local Files and CbCR
Preparing or reviewing the Master File, entity-level Local Files and country-by-country reporting to meet applicable threshold and filing requirements across the group's jurisdiction footprint.
Intercompany agreements
Drafting and reviewing intercompany agreements covering services, loans, royalties, distribution and cost-sharing arrangements — ensuring alignment between legal terms, economic substance and the transfer pricing policy.
Governance and audit readiness
Establishing the governance framework for ongoing transfer pricing management, periodic review and update of documentation, and internal controls. Preparing the documentation package and narrative for authority enquiry or audit.
Greenfield Tax Function Setup
Designing, building and handing over a functioning in-house tax department — from operating model and governance through systems, processes and the structured recruitment of permanent leadership.
Operating model design
Defining the scope of the tax function, its relationship to Finance, Legal and business units, the appropriate level of in-house versus outsourced activity and the resourcing model required to sustain it.
Governance and policy framework
Establishing the governance structure, including reporting lines to the CFO, a tax risk and governance policy, authority matrix, escalation procedures and board or audit committee reporting.
Controls and compliance architecture
Designing the compliance calendar, internal controls for tax processes, sign-off procedures and the documented workflows that allow consistent and auditable compliance delivery.
Systems and data infrastructure
Assessing and specifying the systems needed to support the tax function — ERP configuration, tax provision tools, compliance software and the data reporting structures required for both management and regulatory purposes.
Adviser management and panel
Establishing the protocol for engaging external tax advisers — scope definition, cost management, review of advice and integration of external work into the internal knowledge base.
Recruitment support and handover
Defining the role specification for the permanent Head of Tax and supporting the recruitment process. Delivering a structured knowledge transfer and documented handover to the incoming hire or management team.
Interim and Fractional Head of Tax
Embedded senior tax leadership for a defined period, programme or business event — providing continuity, governance and delivery capability while the organisation transitions to a permanent solution.
Embedded senior leadership
Acting as the Head of Tax for the organisation, providing strategic direction, technical oversight and leadership of the tax function. Available on a full-time, fractional or project-specific basis depending on the organisation's needs and timetable.
Transformation and implementation leadership
Leading the tax workstream through a defined business transformation — ERP implementation, group reorganisation, M&A, regulatory change or the establishment of a new tax function.
Cross-functional coordination
Working directly alongside Finance, Legal, IT, ERP teams, business units and external advisers. Providing the single point of tax accountability that enables complex, multi-stakeholder programmes to move forward.
Business events and defined periods
Covering planned or unplanned gaps in tax leadership — during recruitment, following a departure, through a major transaction or for a defined implementation programme with a clear end point.
Governance and risk management
Maintaining the tax governance framework, managing regulatory obligations, engaging with the Federal Tax Authority and ensuring that tax risk is appropriately reported to the board or CFO throughout the assignment.
Structured exit and handover
Ensuring that the engagement concludes with full documentation of positions taken, processes in place, relationships established and a clear handover to the permanent hire or internal team. The business should be more capable at the end of the engagement than at the start.
International and Strategic Tax Projects
Senior advisory support for complex international tax projects that require both technical depth and practical implementation experience — as a primary capability for defined projects.
OECD Pillar 2 readiness
Impact assessment of Pillar 2 (Global Minimum Tax) rules on UAE and GCC-based groups. Modelling the qualified domestic minimum top-up tax implications, assessing safe harbour eligibility and designing the data collection and reporting processes required for compliance.
Cross-border structuring and analysis
Reviewing and advising on cross-border holding structures, financing arrangements and operational models to ensure they are defensible, documented and aligned with substance requirements under UAE and OECD standards.
Tax controversy and authority engagement
Experienced direct engagement with the UAE Federal Tax Authority. Managing tax audits, enquiries and disputes — including complex cross-border cases involving multiple jurisdictions and authorities.
M&A and transaction support
Tax due diligence, structuring advice, post-acquisition integration and tax-function assessment for M&A transactions involving UAE and GCC targets or acquirers.
Regulatory change impact analysis
Assessing the impact of new or changed UAE and GCC tax legislation on existing structures, operations and compliance obligations. Designing the response and implementation programme.
International compliance and oversight
Senior oversight of compliance obligations in multi-jurisdiction groups — coordinating advisers across multiple countries, managing the compliance calendar and maintaining a consolidated view of the group's regulatory position.
Engagement Model
Project-based engagements with a defined scope
All engagements are project-based and scoped against a defined need. Typical formats include a fixed-scope implementation project, a defined programme with a fixed end point, or an interim leadership assignment for a specified period.
Engagements are governed by a formal engagement letter that sets out the scope, deliverables, timeline, fees and termination provisions. Initial conversations are confidential and without obligation.
This practice does not provide ongoing bookkeeping, outsourced compliance management or general retainer services. Each engagement is structured to build internal capability and leave the business operating independently.