Corporate strategy, business transformation and structural change — including group reorganisations, ownership structures, cross-border structuring and market entry.
Start a conversationStrategy and structure are not treated as separate conversations at MEN. A change in strategy usually implies a change in structure — how the business, its ownership, or its group is organised — and a change in structure always carries strategic, financial, tax and operational consequences. This discipline works through those implications together, rather than passing the issue from adviser to adviser in sequence.
Start with the issue, not the department.
Setting direction at group and business-unit level, and testing it against the financial and structural reality of the business.
Redesigning how the business operates when growth, change or performance pressure make the current model unsustainable.
Turning strategic intent into a plan that finance, tax and operations can actually deliver against.
Identifying where performance is being constrained operationally or financially, and designing the changes needed to improve it.
Holding a multi-workstream change programme together so strategic, financial and structural threads stay aligned.
Staying involved once a decision is made, so strategy does not stop at the recommendation.
Structural change is treated as a strategic discipline in its own right at MEN, not a legal afterthought to a strategy decision. The strategic, financial, tax, corporate and operational implications of structural change are brought together from the outset — because a structure that works on paper but does not reflect how the business actually operates is unlikely to work in practice.
Designing the corporate structure a business actually needs, not the one it happens to have inherited.
Aligning ownership arrangements with control, succession and tax objectives.
Reshaping group structures to reflect how the business is actually run and where it is going.
Designing, establishing and reorganising holding-company and special-purpose structures, with a clear commercial rationale for each entity.
Structuring across jurisdictions with the tax, governance and practical implications considered together, not sequentially.
Restructuring around a transaction, so the structure that emerges suits what the business becomes, not just what it was.
Structuring and establishing a presence in a new market, aligned to how the business intends to operate there.
Establishing the entities, structures and operational arrangements a genuine international presence requires.
A strategy decision creates structural consequences that need to be worked through before implementation.
The group structure has become a legacy of past decisions rather than a reflection of how the business runs today.
A transaction, market entry or international expansion is approaching that will require new entities or a different ownership structure.
A transformation programme needs its strategic, financial and structural threads coordinated, not run in parallel.
Performance issues turn out to be structural, not just operational.
Strategy and structuring work rarely stays inside one discipline. A group reorganisation has tax consequences; a market entry decision has entity and governance implications; a transformation programme depends on finance and technology moving in step with strategic intent. MEN treats the disciplines below as one team around the situation, not a sequence of separate engagements:
Modelling the financial consequences of a structural change before it happens, not after.
Testing structuring decisions against the tax position they create, at the point the structure is designed.
Aligning structuring work with an active or anticipated transaction.
Ensuring systems and reporting keep pace with a changed structure.
Keeping statutory and management reporting accurate through a restructuring.
Building governance and controls into the new structure from the outset, not retrofitting them.
Running cross-border considerations through the structure wherever the business operates.
Ownership and group structuring for family enterprises, aligned with succession and long-term capital objectives.
Structuring that runs across jurisdictions, with international considered from the outset rather than added afterward.