What We Do
Board and committee-level oversight
Tax strategy and risk-appetite statements, board and audit-committee reporting frameworks, and director briefings on the tax matters boards are now expected to oversee: designed by an adviser with board-level experience, not adapted from a compliance manual.
Singapore governance frameworks
Adoption and health-checks under IRAS's Tax Governance Framework (TGF) and the Tax Risk Management and Control Framework for Corporate Income Tax (CTRM), and readiness for GST ACAP: including a clear-eyed assessment of whether, and when, participation serves your organisation.
Regional tax control frameworks
Extension of the same architecture across Asia-Pacific operations, aligned to local programmes such as Malaysia's Tax Corporate Governance Framework and the cooperative-compliance expectations of regional authorities: one framework, locally evidenced.
Pillar Two governance and readiness
The global minimum tax is as much a data-and-controls problem as a technical one: ownership of GloBE data points, control design over source systems, filing-calendar governance and board reporting on top-up-tax exposure. Where fixed-asset data drives the numbers, this connects directly to our Capital Expenditure Tax practice.
Tax transparency governance
Governance over the transparency stack: CRS, including CRS 2.0, FATCA and the Crypto-Asset Reporting Framework: together with voluntary and emerging public reporting, so that what your organisation discloses is controlled, consistent and intentional.
AI governance for the tax function
Policies, review protocols and assurance for the use of AI in tax research, compliance and advisory work: where AI may be used, how outputs are verified, how confidentiality and privilege are protected, and how the function evidences human oversight. A discipline we practise ourselves, not merely advise on.
Controls testing and remediation
Independent testing of documented tax controls, gap analysis against framework requirements, and pragmatic remediation plans sequenced around filing cycles.
Dispute-readiness
Governance built with the end in mind: files, rationales and escalation records structured so that when a revenue authority asks, the answer already exists.
How We Work
We combine board-level strategic perspective with senior technical advisory, delivering active working frameworks tailored to institutional complexity.
Senior-Led Delivery
Engagements are senior-led throughout and sized to the organisation: from a focused TGF adoption for a Singapore group to a regional control-framework build across a dozen jurisdictions.
Cross-Functional Alignment
We work with boards, tax and finance teams, and where useful alongside internal audit and external advisers to integrate controls seamlessly.
Operational Frameworks
Deliverables are working documents: frameworks your people can operate and defend, not static binders that merely describe them.
Tooling-Enhanced Advisory
Enhanced by proprietary research tooling: no delegation of judgement, no unsupported positions, and checking against primary-source law.
Who We Act For
Multinational and regional groups, financial institutions, asset managers, family offices and privately held enterprises with Singapore or Asia-Pacific operations: and boards seeking director-level perspective.
Multinational & Regional Groups
Regional headquarter operations requiring cohesive tax control frameworks, cooperative compliance readiness, and Pillar Two GloBE governance.
Financial Institutions & Asset Managers
Entities navigating multi-layered transparency stacks, CRS 2.0 / FATCA compliance workflows, and institutional investor due diligence.
Family Offices & Private Capital
Single and multi-family offices requiring clear tax strategy, documented substance protocols, and intergenerational governance continuity.
Boards & Audit Committees
Independent non-executive directors and audit committee chairs seeking director-level briefings on emerging tax risks and fiduciary oversight.
Why It Matters Now
Four converging pressures have transformed tax governance from a discretionary administrative project into a core board-level priority.
Each of these is manageable; together they are a board agenda.
From Voluntary Badge to Baseline Expectation
Governance frameworks have moved from voluntary badge to baseline expectation, and participation increasingly shapes an organisation's compliance experience with regional revenue authorities.
Pillar Two Hard Deadlines
Pillar Two has put a hard deadline behind data and control quality. Accounting and ERP systems must generate reliable, auditable tax datapoints for GloBE reporting and top-up-tax calculations.
Expanding Transparency Regimes
Transparency regimes keep widening what is reported and to whom: from CRS 2.0 and CARF to public country-by-country reporting: demanding central control over institutional disclosure.
AI Entering Tax Work Unregulated
AI is entering tax functions faster than the governance around it. Without clear policies on confidentiality, review protocols, and human verification, organisations face substantial legal and operational exposure.