What We Do
Three core areas built around the decisions that matter most to a business owner — supported by compliance and contract leadership work where it makes sense.
01 — Estate, Succession & Family Office
Estate and succession planning is where tax technique and family reality collide. The structure has to be technically sound — but it also has to work for the people inside it, sometimes across three generations with genuinely competing expectations.
This practice brings both: the In-Depth technical grounding to design and implement the structure, and the experience to navigate the family, ownership, and C-suite dynamics that determine whether it holds.
02 — Sale & Purchase Readiness
Most owners bring in tax advice when the letter of intent arrives. By then the structure is largely fixed, and the opportunity to improve the outcome has narrowed to the margins.
The highest-value transaction work happens well before a process begins — purifying the balance sheet, confirming QSBC status, resolving the issues diligence will surface, and structuring so the eventual sale is efficient rather than merely completed.
For buyers, the work is the mirror image: understanding what you're acquiring, what it carries with it, and how to structure entry so the eventual exit works too.
03 — Tax Planning for Business Owners
For an owner-managed business, corporate and personal tax planning are the same exercise. How you pay yourself, what the corporation holds, how investment income is taxed, and what happens to retained earnings all interact — and the CCPC rules that govern them are unforgiving of decisions made without a full picture.
This is the ongoing advisory relationship: proactive planning through the year, not a conversation that happens once the year is already closed.
Engaged alongside the core advisory practice, most often as continuing support to existing clients.
Compliance & CRA Controversy
Compliance is offered primarily as continuing support to advisory and planning clients — the natural extension of work already underway rather than a standalone service line.
CRA controversy work stands somewhat apart. Audits, transfer pricing reviews, and GAAR assessments require a particular combination of technical grounding and judgment about when to negotiate and when to hold. That experience is available where it's needed.
Standalone annual compliance without an advisory relationship generally isn't the best use of this practice — or your budget. We'll say so directly if that's the situation.
VP Tax & Interim CFO Engagements
Some organizations need senior tax judgment consistently — but not enough of it to justify a permanent executive hire. Others need experienced leadership to bridge a gap, stabilize a function, or carry the organization through a period of change.
Contract VP Tax and Interim CFO engagements provide that: embedded, accountable senior leadership for the period it's required. These engagements are taken on selectively, so that the core advisory practice remains the priority.
Background Experience
Recent years at a national mid-market firm included leading business advisory workstreams on complex private equity engagements — carve-outs and separations, post-close integration and entity rationalization, cost optimization, process improvement, data rationalization, and ERP and back-office system implementations, through to sell-side exit support.
This isn't the focus of the practice today. It's noted because it informs how transactions are approached — with a working understanding of what actually happens operationally once a deal is signed.
Start with a conversation. We'll identify where senior tax advice will make the biggest difference — or tell you honestly if it won't.
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