Choose a structure that fits your next move.

A review focused on the decision you need to make

A business structure should support how you trade, make decisions, take investment and manage risk. The right review starts with a concrete question. You may be deciding whether to incorporate, bringing in a co-founder, separating activities or preparing for growth. You may also have an existing company whose ownership arrangements no longer reflect how the business operates. Yudey helps organise that question into a defined assessment.

We establish the current position, your intended outcome and the constraints that matter. Those might include existing contracts, finance arrangements, management roles, family ownership or a planned transaction. The proposed scope identifies the structures and issues to compare. It avoids an unfocused exercise in listing every possible entity when only a small number of options are relevant to your business.

Map ownership, management and responsibility

We review the information showing who owns the business, who can make decisions and where its important assets and obligations sit. For a company, this can involve the shareholding, articles, shareholder arrangements and director roles. For another form of business, the relevant agreements and personal obligations may be different. The starting point is the legal and commercial position evidenced by the documents, not only the way the parties describe their relationship.

This mapping helps identify gaps between expectations and the recorded arrangement. For example, equal ownership does not by itself explain how a deadlock is resolved, how a departing owner is treated or whether shares can be transferred freely. We flag the questions requiring further agreement and distinguish a structure issue from a dispute that needs separate representation. Directors' responsibilities also remain relevant when work is delegated to other professionals. ^[1]

Compare options using practical criteria

The written comparison can consider ownership and control, administration, funding, exposure to liabilities and the ability to accommodate future change. We explain the assumptions behind the assessment and the information still needed. A structure that looks simple to establish may involve ongoing obligations that are unsuitable for the intended activity. Equally, changing a working structure can introduce cost and disruption without solving the underlying problem.

Where appropriate, the assessment compares a limited company with relevant alternatives, rather than assuming incorporation is always the answer. Official guidance describes the principal ways to set up a business. ^[2] We connect those choices to your circumstances and identify questions for specialist tax, accounting or regulatory advice. We do not promise that a particular structure will produce a tax saving or eliminate personal exposure. Guarantees, professional duties and the facts of a transaction may create separate risks.

Understand what changing the structure would involve

A recommendation is useful only if the implementation consequences are understood. Moving an activity into a new entity may involve contracts, property, intellectual property, staff, bank arrangements, licences and tax registrations. A company formation does not automatically transfer those items. We identify the principal workstreams that should be examined and which depend on another party's consent or an additional professional engagement.

The review records what can be decided now and what should wait for further evidence or advice. If a new investor or ownership change is involved, we consider whether the commercial terms have been agreed sufficiently to proceed with drafting. Where interests diverge, participants may need independent advice. We clarify who our client is and whose interests the review covers before accepting instructions, especially where a company and its owners face different personal consequences.

A written assessment you can use

The agreed deliverable can include a current-position summary, an options comparison, a record of material assumptions and a prioritised list of next steps. We aim to make the reasoning understandable to the people who must decide, including owners who do not work with company documents every day. The report identifies open questions rather than presenting an uncertain point as a settled conclusion.

You can use that assessment to discuss the decision internally or agree a further implementation scope. Drafting new documents, obtaining tax clearances, transferring assets or completing filings is separate unless expressly included in the proposal. We can discuss the appropriate next service once the preferred direction is clear. Keeping review and implementation responsibilities explicit helps avoid paying for documents before the necessary commercial decisions have been made.

Fees, information and timing

We quote for the agreed review in pounds sterling after understanding the number of entities, people, documents and options involved. The proposal explains applicable VAT and any anticipated external professional costs. If essential information is missing, we identify whether the initial work should first establish the facts. Additional analysis or drafting is agreed before the scope expands.

Tell us about any transaction deadline or investor discussion at the outset. The time required depends on document availability, the complexity of the arrangement and whether separate specialist advice is needed. To begin, send a short description of the business and the decision you are considering. You do not need to send confidential agreements through the first enquiry form. We will agree which records are necessary and how to provide them securely.