A third-generation family-owned logistics firm, originally based in Malaysia, had gradually expanded into South Africa and the UAE over the past two decades. With the founder aging and his three adult children living across different jurisdictions, the family faced urgent questions: Who would take over? How could the business structure reflect their new global footprint? And how could they prevent internal tension from turning into legal or tax chaos?
Cross-border taxation risk:
The firm’s profits were being taxed in multiple jurisdictions without a consolidated structure, leading to inefficiencies and exposure to double taxation.
No succession framework:
There was no formal plan or documentation on how ownership, voting rights, or asset control would be passed on.
Family disagreements:
Two siblings were active in the business; one was not. The imbalance had caused growing strain over fairness and entitlements.
Inconsistent compliance:
Varying standards of record-keeping and legal filings across regions put the firm at risk during audits and investment reviews.
Letluc initiated a phased advisory model:
1. Structural Assessment & Consolidation
We mapped the entire group’s legal and financial architecture across Malaysia, South Africa, and Dubai. A holding company was introduced in a neutral, tax-efficient jurisdiction to unify asset ownership and simplify profit flow.
2. Governance & Succession Strategy
A family charter was developed, outlining roles, voting rights, distributions, and conditions for leadership transitions. A family trust was structured to secure continuity while separating operational control from asset ownership.
3. Jurisdictional Tax Optimization
We engaged legal counsel in each country to align the new structure with local compliance and minimize exposure under FATCA, CRS, and regional tax treaties.
4. Mediation & Education
Letluc facilitated private discussions between family members, and provided financial education sessions to help the next generation understand responsibilities, not just entitlements.
The family business now operates under a single holding structure with clear reporting, tax alignment, and shared oversight.
Estate and succession risks were mitigated through structured legal planning.
Tensions among heirs eased as roles and entitlements were made transparent.
The founder stepped back with confidence, knowing his life's work was protected beyond his lifetime.
Wealth is not preserved by assets alone but by structure, clarity, and unity. In global families, those things don’t happen by default they must be designed.