Challenge: Streamlining a Diversified Holding Group for Investment
A large, privately-held Emirati family holding group, consisting of 12 distinct subsidiaries across real estate, logistics, and technology, required a complete corporate restructuring. The goal was twofold: to standardize governance across all entities and to create a legally streamlined structure capable of attracting a major international private equity investment (Series B funding). The existing structure was fragmented, making due diligence a significant obstacle.
Our Strategy
- Comprehensive Legal Audit: We conducted a full review of all 12 subsidiaries, identifying inconsistencies in shareholder agreements, labor contracts, and regulatory compliance requirements.
- Centralized Governance Model: We designed and implemented a new Unified Holding Company framework, centralizing all legal reporting and decision-making under a single, simplified structure compliant with UAE Commercial Law.
- IP & Asset Consolidation: Critical intellectual property and core real estate assets were strategically migrated to the Holding Company, maximizing the group’s valuation and presenting a clean asset ledger to prospective investors.
- Investment Readiness: We prepared the entire suite of necessary legal documents (updated MOAs, unified resolutions, and detailed legal opinions) to ensure the group passed the rigorous due diligence process of the international private equity firm seamlessly.
Outcome
The restructuring was completed in just six months, well ahead of the client’s investment deadline. The resulting streamlined corporate structure successfully facilitated the closing of the Series B funding, which was valued at $150 Million USD. Our intervention minimized legal risk, maximized the group’s attractiveness to foreign investment, and positioned the client for exponential regional growth.
Key takeaway: We transform complex, legacy corporate structures into agile, investment-ready entities, providing the essential legal foundation for major business growth.
