The jurisdiction that held the ownership no longer holds it. We move it to where it stands.

• The holding rests on a jurisdiction whose tax treaty has been amended, suspended or denounced.
• The old structure worked under the old transparency rules — and the rules have tightened.
• Controlled foreign companies hold assets that must be moved without undue tax.
• You want to move ownership once and cleanly, not patch it piece by piece.

What the House does

The House does not patch the old structure — it designs the target one and moves ownership into it. First the ownership graph and three transition scenarios, then redomiciliation or clean liquidation and a landing in a working corridor. One partner of the House carries the transition end to end.

• An ownership graph and a risk map of the current structure.
• The target architecture and three transition scenarios with their tax consequences.
• Redomiciliation or clean liquidation of controlled companies, where a tax-free route exists.
• In-kind transfer of assets into the target jurisdiction, where the law permits.
• Aligning the transition with banking access and personal reporting.

What you get: an ownership graph and a risk map · the target structure plus 3 transition scenarios with their tax consequences · redomiciliation or clean liquidation of controlled companies · alignment with the bank and personal reporting.

Why this way and not another

• The accountant sees one company, not the whole graph — and learns of the risk from an enquiry, not before it.
• Alert firms circulate the news of a treaty change but do not move ownership into a working corridor.
• Restructuring under pressure and without scenarios leaves loose ends that surface later.

What worries you — and the House’s answer

• “Liquidating the old structure will trigger an exit tax.” — Where a tax-free liquidation with in-kind assets is available, the House builds the transition through it; where it is not, we cost it in advance, with no surprises.
• “The transition will put the tax authority on guard.” — The target structure is built with substance, and the transition is documented as natural, not as flight.
• “I’ll lose something in the handover.” — One partner carries the transition, the bank and the reporting together, with no passing between advisers.

Where this leads

Ownership is moved out of an obsolete jurisdiction into a working corridor, the transition is documented, banking access and personal reporting are aligned. The structure holds again — under today’s rules, not the ones that are already gone.