Business Setup, HR, Payroll & Immigration

Entity formation across Qatar, mainland (MOCI), QFC, QFZ and QSTP, and other GCC jurisdictions through the Moore JFC Group; includes visa sponsorship, immigration registration, PRO services, and payroll design. EDIT

Choosing the right entity structure at startup has downstream consequences: corporate-tax exposure, excise and withholding-tax obligations, labour-law compliance, and regulatory filing obligations all flow from this decision. We advise on mainland incorporation (Qatar, Saudi Arabia, the UAE, Bahrain, Oman, Kuwait) versus free-zone and QFC options, weighing 100% foreign ownership, tax exemptions, and operational footprint against corporate-governance requirements and visa/residency eligibility. EDIT

For free-zone and centre entities, we guide you through application processes at the QFC, QFZ (Ras Bufontas and Umm Alhoul) and QSTP. For mainland businesses, we handle MOCI commercial registration, PRO engagement (sponsorship and residency paperwork), and tax pre-registration. We then design your payroll architecture: salary bands, benefits, gratuity accruals, GOSI contributions (Saudi Arabia), and leave accruals all come into play. We integrate payroll systems (SAP SuccessFactors, ADP, local providers like Beehive or Golden Falcon) and ensure monthly tax withholding, annual reporting, and statutory submissions are accurate. EDIT

Qatar's Labour Law (Law No. 14 of 2004) and its GCC counterparts offer strong employment protections; misclassification of workers or inadequate leave accrual can trigger significant liabilities. Free-zone visas and residency rules also differ from mainland; early clarity prevents costly mistakes mid-way through recruitment. EDIT

Deliverables include

• entity-type recommendation and incorporation documents
• free-zone or mainland registration with regulatory authorities
• PRO coordination (visa applications, residency, sponsorship renewals)
• payroll-system setup and configuration
• monthly and annual statutory reports (MOI, GOSI, Emirate-level submissions)
• employee handbooks and policies (local-law compliant)

Management & Strategic Consulting

Strategy formulation, operating-model redesign, cost optimisation, post-merger integration, and business reviews for pre-exit or financing scenarios. EDIT

We help mid-market businesses clarify strategy: Are you targeting organic growth or acquisition? Domestic GCC expansion or international? What operating model (direct ownership, franchise, joint venture) best fits your market and capital constraints? For mature businesses preparing for sale, we conduct a "pre-sale health check": identifying operational inefficiencies, cost leakage, and compliance gaps that buyers will spot and want to correct. We then prioritise quick wins (cost reductions, process fixes) that improve EBITDA or valuation multiples within 6–12 months pre-exit. EDIT

We combine facilitated strategy workshops with data-driven analysis. We benchmark your cost structure against peers, model scenarios (organic growth, add-on acquisition, IPO), and stress-test assumptions (inflation, FX, talent retention). We then co-develop a 3–5-year roadmap with the board and executive team, breaking strategy into operational initiatives with assigned owners and monthly tracking. Post-acquisition or merger, we help you integrate back-office functions (finance, HR, IT), harmonise policies and systems, and extract synergies while retaining key talent. EDIT

GCC mid-market businesses often face significant talent and infrastructure constraints; strategy that ignores local-market realities (expatriate-labour dependence, infrastructure gaps, regulatory change) becomes expensive to execute. We build realistic roadmaps. EDIT

Deliverables include

• strategy workshop outputs and competitive benchmarking
• scenario models and financial forecasts
• operating-model design and org charts
• integration roadmap (if post-acquisition)
• quarterly business reviews and dashboard

Human Capital & Compensation Benchmarking

Compensation-survey benchmarking, organisational design, performance-management frameworks, and capability-building programmes. EDIT

Mid-market businesses in the GCC struggle with talent retention and cost control simultaneously. Expatriate-salary expectations are high (often 30–50% above home-country rates); local talent is scarce and expensive; and turnover is costly. We conduct compensation benchmarking (surveying peer companies in your sector and location) to understand market rates for key roles (finance controller, sales director, operations manager, etc.). We then help you design a pay structure that's competitive enough to attract talent but sustainable given your margins. We also advise on benefits (housing, schooling, home leave, gratuity accruals, GOSI/SOSI contributions) that matter most to expatriates and local hires. EDIT

We also advise on organisational design: Are you carrying excess layers? Do key roles have clear accountability? For growing businesses, we design org charts that scale without proportional headcount growth. We implement performance-management frameworks (goal-setting, regular feedback, annual appraisals) that link pay to performance and create clarity on career progression. We also advise on capability building: if your finance team lacks strong cost accounting or your sales team lacks CRM discipline, we design targeted training or recruitment to fill gaps. EDIT

GCC labour law requires careful management of termination, gratuity accruals, and notice periods. Poorly designed compensation can inadvertently create termination liabilities. Clear performance frameworks reduce legal risk and improve talent retention. EDIT

Deliverables include

• compensation-benchmark survey and pay-scale recommendations
• organisational redesign and staffing plan
• performance-management framework and policies
• training-needs assessment and capability-building programme
• succession planning for key roles

Digital Transformation & Technology Selection

ERP selection and implementation (SAP, Oracle, Microsoft Dynamics 365), finance-system upgrades, RPA for back-office, BI and analytics, and data architecture design. EDIT

Many GCC mid-market companies outgrow their accounting software (QuickBooks, Xero) as they scale across multiple entities, currencies, and tax jurisdictions. SAP, Oracle, and Microsoft Dynamics 365 are robust but require significant change-management and technical investment. We help you decide whether to upgrade, what system fits your budget and complexity, and how to avoid the common pitfalls (scope creep, poor data quality, inadequate training). EDIT

Our approach starts with a current-state assessment: mapping your finance, supply-chain, and HR processes and identifying pain points (manual reconciliations, duplicate data entry, delayed reporting). We then define the future state (what you'd do if you had a clean system) and build a business case for change. We evaluate platforms based on total cost of ownership, functional fit, and local support (important in the GCC, where system outages need rapid local response). We then help you select a system integrator, define the implementation scope and timeline, and execute change management (training, process documentation, go-live support). EDIT

Beyond ERP, we advise on complementary systems: BI and analytics platforms (Power BI, Tableau, SAP Analytics Cloud) that turn your transactional data into actionable insights; RPA tools (UiPath, Blue Prism) that automate routine back-office tasks (invoice processing, tax-data reconciliation, statutory reporting); and data architecture (cloud data warehouses, data lakes) that integrate data from multiple systems for reporting and analytics. EDIT

ERP implementation is high-risk in the GCC context: managing multi-entity, multi-currency, multi-tax-jurisdiction complexity; integrating with local payment and banking systems; and ensuring system stability in regions where infrastructure can be variable. Rigorous planning and change management are essential. EDIT

Deliverables include

• current-state process assessment and pain-point analysis
• ERP and system selection with business case
• implementation roadmap and risk-mitigation plan
• change-management programme and training
• data governance and analytics architecture
• post-go-live support

AML, MLRO, Compliance & Regulatory

Anti-money-laundering programme design, MLRO (Money Laundering Reporting Officer) appointment and training, CRS and FATCA classification, sanctions screening, and beneficial-ownership verification. EDIT

AML compliance is a regulatory requirement in every GCC jurisdiction but often misunderstood and under-resourced. Every firm must have an AML policy, a designated MLRO, and processes to identify beneficial owners of clients, flag suspicious activity, and report to FIU (Financial Intelligence Unit) where warranted. CRS (Common Reporting Standard) and FATCA create additional obligations for financial institutions, investment managers, and insurers to report cross-border accounts to tax authorities. EDIT

We help you design or strengthen your AML programme: drafting policies that define your business, customer base, and risk profile; implementing KYC (Know Your Customer) procedures that capture beneficial-ownership data at on-boarding; setting up transaction-monitoring rules that flag patterns (structuring, round-tripping, round-number transfers) that might indicate laundering or terrorist financing; and training your staff to spot red flags and escalate properly. We also advise on MLRO selection and support: the MLRO is often an owner or senior manager, but they need clear escalation protocols and protection from retaliation if they report externally. EDIT

For financial institutions, we advise on CRS and FATCA reporting: determining which accounts trigger reporting (individual US persons, foreign accounts held by US persons), classifying account-holders correctly, and preparing annual disclosures to tax authorities. EDIT

AML enforcement in the GCC is increasing; the Qatar Financial Information Unit (QFIU) and its GCC counterparts now conduct regular reviews and have issued substantial fines for inadequate programmes. Early investment in AML infrastructure protects both legal standing and reputation. EDIT

Deliverables include

• AML risk assessment and policy framework
• KYC procedure design and on-boarding forms
• transaction-monitoring rule specification
• MLRO appointment and role definition
• staff training and awareness programmes
• CRS and FATCA classification schedules and reporting templates
• beneficial-ownership registers and updates

Real Estate Advisory

Feasibility studies (demand, cost, pricing), valuation and portfolio appraisal, transaction-support due diligence, and operating-model design for real-estate portfolios or developments. EDIT

Real-estate development and investment in the GCC are subject to evolving regulations (foreign-ownership restrictions in some emirates, freehold vs. leasehold rules, property-price caps in certain markets, energy-efficiency standards) and significant market volatility. We advise on project feasibility (demand in a specific location, rent-vs.-price assumptions, cost structure, unit mix, price-point sensitivity), helping sponsors understand achievability before committing capital. We also advise on valuations (for financial-reporting purposes, loan collateral, or investment decision-making) and on transaction due diligence (title, encumbrances, tenancy, financial performance) for acquisitions. EDIT

For real-estate portfolios, we help you design operating models: Should you self-manage or engage a property manager? What fee structure? How do you benchmark maintenance costs and rental rates? We also advise on financing options (conventional mortgages, Islamic finance, sale-and-leaseback of assets) and structure recommendations. EDIT

Qatar's real-estate framework (Law No. 16 of 2018 on non-Qatari ownership, with designated freehold and usufruct zones such as The Pearl and Lusail) differs materially from neighbouring markets, and the QFC applies its own regime. Early clarity on applicable rules and title verification is essential before substantial acquisition spend. EDIT

Deliverables include

• feasibility study with financial modelling
• valuation report (IVSC-compliant)
• transaction due-diligence report and purchase-price allocation
• operating-model design and cost benchmarking
• financing-structure recommendations
• property-management agreements and performance KPIs

ESG & Sustainability

Materiality assessment and sustainability-strategy development, baseline carbon accounting (Scope 1, 2, 3), ISSB/IFRS S1 & S2 reporting readiness, transition planning, and ESG reporting (GRI, SASB, TCFD frameworks). EDIT

Environmental and social governance (ESG) is no longer a nice-to-have. Institutional investors and lenders increasingly require quantified ESG data; many GCC governments (Qatar, Saudi Arabia, the UAE) have announced net-zero or emissions-reduction targets; and young talent expects employers to have credible sustainability commitments. ISSB's new IFRS S1 (General Sustainability Disclosure) and IFRS S2 (Climate-Related Disclosures) are becoming the global standard, and early adopters in the GCC are gaining investor credibility. EDIT

We start with a materiality assessment: identifying which ESG issues (carbon, water, talent retention, governance, supply-chain ethics) matter most to your business and stakeholders. We then conduct baseline carbon accounting, quantifying Scope 1 emissions (direct, e.g., fuel use), Scope 2 (purchased electricity), and Scope 3 (value-chain, e.g., supplier emissions, customer use). We help you set realistic transition targets and interim milestones. Finally, we prepare ESG reports aligned to GRI (Global Reporting Initiative), SASB (Sustainability Accounting Standards), or TCFD (Task Force on Climate-Related Financial Disclosures) standards, or ISSB's new framework. EDIT

For energy-intensive businesses (manufacturing, hospitality, real estate), we advise on efficiency investments (LED retrofits, solar, HVAC upgrades, water recycling) and their financial ROI. For supply-chain-dependent businesses, we help you scope Scope 3 emissions and identify high-impact supplier-engagement initiatives (supplier audits, efficiency incentives, alternative sourcing). EDIT

GCC governments are increasingly using ESG metrics in procurement (QatarEnergy's Tawteen ICV, Aramco SACS-002); early ESG investment improves supplier-evaluation scores and access to major contract opportunities. Investor-grade ESG reporting also supports capital raising and M&A positioning. EDIT

Deliverables include

• materiality-assessment worksheet and stakeholder-consultation summary
• baseline carbon inventory (Scope 1, 2, 3) and emissions-reduction targets
• ESG strategy and transition roadmap
• ISSB/IFRS S1 & S2 readiness assessment
• ESG report aligned to selected framework (GRI, SASB, TCFD, ISSB)
• annual ESG data collection and audit templates

Digitalisation Programme Management

End-to-end digitalisation of finance, procurement, HR, and operations; includes process re-engineering, system selection, implementation, and change management. EDIT

Most GCC mid-market businesses operate with a mix of systems: QuickBooks or SAP for accounting, Excel spreadsheets for HR and procurement, manual approvals, and paper-based archives. This creates inefficiency (slow month-end closes, poor visibility into headcount or spend), compliance risk (hard to audit, easy to manipulate), and friction in M&A (due diligence on systems and processes is time-consuming). EDIT

We help you envision a fully digitalised state: automated invoice processing (from receipt through payment), real-time expense management (employees submit via mobile, approvals are instant), centralised HR (single source of truth for headcount, compensation, leave, training), and connected finance (seamless data flow from transactional systems to general ledger to management reporting). We then build a phased roadmap that prioritises high-impact, lower-complexity changes first (e.g., automating accounts payable) before tackling more complex transformations (ERP implementation). EDIT

Early digitisation (particularly finance digitalisation) dramatically improves close speed, data quality, and operational visibility. It also makes M&A due diligence much faster and less costly. EDIT

Deliverables include

• current-state process assessment and pain-point analysis
• vision for digitalised processes and benefits case (efficiency, compliance, visibility)
• phased implementation roadmap with timeline and cost estimate
• process-re-engineering documentation and training
• post-implementation monitoring and continuous improvement

Technology Solutions & Products

ERP, CRM, HRIS, and financial-management platforms; includes selection, configuration, implementation, and support (SAP, Oracle, Microsoft Dynamics, NetSuite, Workday, Salesforce, industry-specific platforms). EDIT

We advise on platform selection, implementation, and optimisation for a range of systems. SAP is the gold standard in large enterprises but often overkill for mid-market (and expensive). Oracle is similar. Microsoft Dynamics 365 is increasingly competitive for mid-market (familiar to Microsoft-ecosystem users, reasonable cost, flexible deployment). NetSuite (Oracle's cloud offering) is increasingly popular for fast-growing, multi-entity businesses. Workday is emerging in the GCC for HR and payroll (strong payroll localisation for Qatar, Saudi Arabia and the wider Gulf). Salesforce is the dominant CRM; alternatives like HubSpot are emerging for smaller businesses. EDIT

For each system, we help you define business requirements, evaluate vendors, negotiate pricing, select system integrators, and manage implementation. We also advise on cloud vs. on-premise deployment (cloud is increasingly preferred, particularly in the GCC where IT staff can be scarce and system uptime/security are critical). We train your teams, support go-live, and then monitor performance in your post-go-live period. EDIT

System selection is high-stakes; choosing the wrong platform or integrator can result in failed implementations, cost overruns, and user disengagement. Early clarity on requirements, realistic scope, and strong governance significantly improve outcomes. EDIT

Deliverables include

• requirements-gathering and system-evaluation
• vendor-selection recommendation and business case
• implementation and change-management plan
• configuration documentation and training materials
• go-live support and post-go-live monthly reviews

Artificial Intelligence for Finance & Operations

Practical applications of AI in finance and operations, including document intelligence (invoice and receipt processing), anomaly detection (fraud, control failures, policy violations), agentic workflows (autonomous task execution and decision-making), and forecasting. EDIT

AI is increasingly applicable in day-to-day finance and operations. Document intelligence (using computer vision and OCT, Optical Character Recognition, plus language models) can automatically extract data from invoices, receipts, expense reports, and contracts, classifying line items, matching to purchase orders, and flagging discrepancies. This reduces manual data entry, catches invoice fraud (mismatches between PO and invoice), and speeds approval cycles. EDIT

Anomaly detection can flag unusual patterns in financial data: transactions outside normal parameters, expense policy violations, high-value or high-frequency transactions to new vendors, or journal entries with unusual characteristics (round numbers, manual entries outside normal cycles). This is particularly valuable for fraud risk and internal-control testing. EDIT

Agentic AI workflows can automate multi-step processes: an AI agent could process a customer order end-to-end (extract order details, check inventory, reserve stock, create invoice, update GL, send confirmation), flagging exceptions for human review. Similarly, an agent could reconcile a bank statement: matching transactions to GGL entries, flagging unmatched items, and escalating for review. EDIT

Forecasting applications use historical data to predict revenue, costs, or cash flow under different scenarios, particularly valuable for rapid planning and scenario analysis. EDIT

AI is nascent in the GCC but adoption is accelerating. Early use cases (invoice processing, anomaly detection) deliver quick ROI and build internal capability for more complex applications. EDIT

Deliverables include

• AI-use-case assessment and prioritisation (identifying 3–5 high-value use cases specific to your business)
• proof-of-concept development and ROI estimation
• vendor selection and implementation roadmap
• data-governance and privacy safeguards
• training and change management

Aramco Cybersecurity & Compliance (SACS-002)

Aramco Supply Chain Security and Compliance (SACS-002) readiness; includes CCC (Cyber Certification Credential) preparation and TPCS (Third-Party Cyber Security) assessments. EDIT

Aramco's SACS-002 programme requires suppliers to meet stringent cybersecurity, supply-chain security, and compliance standards. Newer iterations (TPCS, CCC, Cyber Certification Credential) require formal cyber-risk management, penetration testing, incident-response plans, and employee security training. Non-compliance results in derating of your company in Aramco's supplier-evaluation system and potential loss of contract opportunities. EDIT

We conduct a SACS-002 readiness audit: assessing your current cybersecurity posture against the standard. We then advise on gap closure: strengthening access controls (user identity management, privileged-access management), improving network security (firewalls, intrusion detection, data encryption), hardening endpoints (antivirus, patching, configuration management), and implementing data-protection controls (data classification, encryption, DLP, Data Loss Prevention). We also help you document processes and maintain certification. EDIT

Aramco's supplier base is enormous; SACS-002 compliance significantly strengthens your position for contract renewal and expansion. Early preparation (12–18 months before certification deadline) prevents last-minute scrambling and cost overruns. EDIT

Deliverables include

• SACS-002/CCC/TPCS readiness assessment and gap analysis
• cybersecurity roadmap and prioritised recommendations
• vendor-selection support (for cybersecurity tools or services)
• staff training and awareness programme
• documentation and compliance evidence
• annual audit and certification renewal support

Industrial & Manufacturing Consulting

Plant productivity improvement, capacity and utilisation studies, supply-chain re-engineering, and capex optimisation; includes KSA's NIDLP (National Industrial Development and Logistics Program) strategy and free-zone manufacturing optionality. EDIT

We conduct plant-level productivity assessments: benchmarking your labour productivity (output per labour-hour), equipment utilisation (% of time equipment is running at designed capacity), and first-pass-quality yield (% of units meeting specification without rework). We then identify improvement levers: process redesign (eliminating bottlenecks, reducing rework cycles), equipment upgrades (higher-speed, higher-precision equipment), supply-chain optimisation (just-in-time inventory, supplier quality improvement), and workforce capability (training, incentives, safety culture). EDIT

For capacity expansion, we model demand scenarios, estimate capex (equipment, infrastructure, working capital), and calculate payback and IRR under different utilisation assumptions. We also advise on location decisions: Should you expand in your current location or consider a new site? Should you locate in a free zone (in KSA, for example, Sudair Industrial City) or on-mainland? Free zones often offer exemption from some localisation requirements and faster permitting, but may isolate you from the mainstream domestic market. EDIT

For supply-chain re-engineering, we map your current supply-chain network, identify cost and risk, and redesign: Should you shift from single-source to dual-source suppliers (reducing risk)? Should you invest in supplier capability (technical support, financing) or switch suppliers? Should you vertically integrate (make instead of buy) or divest (focus on your core)? EDIT

GCC manufacturing faces intense pressure from Asian competitors; differentiation comes from higher productivity, better quality, or proximity to GCC markets. Early investment in efficiency and capability building protects margins and market position. NIDLP and free-zone incentives can materially improve project economics. EDIT

Deliverables include

• plant productivity assessment and benchmarking
• capacity-expansion study and investment appraisal
• supply-chain network design and optimisation
• capex business case and implementation roadmap
• NIDLP strategy and free-zone locational analysis (if KSA)
• quarterly productivity and cost-tracking dashboard

Sale & Leaseback of Machinery & Equipment

Structured sale-and-leaseback transactions (Shari'a-compliant or conventional) for equipment and machinery; includes pricing, lease structuring, and accounting treatment. EDIT

When a manufacturing business has valuable equipment or machinery, sale-and-leaseback can unlock trapped capital: you sell the asset to a lessor (typically a bank or leasing company), receiving cash upfront, and then lease the asset back for operational use. This is particularly valuable if you need cash for working capital, debt repayment, or investment in new capabilities, and if your equipment is nearly fully depreciated (accounting value is low but economic value remains high). EDIT

Sale-and-leaseback can be structured conventionally (interest-bearing lease) or in a Shari'a-compliant manner (Ijara lease, where the lessor owns the asset and you pay usage fees). Pricing requires valuation of the equipment at fair market value, risk assessment by the lessor (residual value, obsolescence, maintenance), and lease term optimisation. EDIT

We advise on pricing (ensuring you get fair value), lease terms (tenor, rent schedule, residual-value provisions), and accounting treatment (lease liability and right-of-use asset under IFRS 16). We also coordinate with the lessor and your finance team to ensure smooth execution. EDIT

Sale-and-leaseback can improve EBITDA (by reducing depreciation) and cash flow, but increases operating leases and off-balance-sheet liabilities under IFRS 16. Clear understanding of accounting and debt-covenant implications is essential before execution. EDIT

Deliverables include

• equipment valuation and fair-value assessment
• lease-structuring options (conventional vs. Shari'a-compliant) and pricing comparison
• lease documentation review and negotiation support
• IFRS 16 accounting analysis and GL entries
• investor or lender approval support (if debt covenant implications)

Corporate & Commercial

M&A documentation (SPA, APA, share-purchase agreements), shareholder and partnership agreements, commercial contracts (supply, distribution, agency), joint ventures, and employment contracts. EDIT

We draft and negotiate transaction documents that protect your interests and reflect commercial deal terms. For M&A, we prepare Share Purchase Agreements (SPAs, for equity acquisitions) or Asset Purchase Agreements (APAs, for asset acquisitions), including reps and warranties (seller's representations about the business), indemnities (post-close remedies for breach), and closing conditions (what must be true for the deal to close). We also advise on escrow (retaining a portion of purchase price post-close to cover potential indemnity claims). EDIT

For ongoing commercial contracts (with suppliers, customers, distributors, agents), we ensure terms are clear, allocate risk appropriately, and protect your IP and data. We also advise on joint ventures: structuring (separate entity vs. contractual joint venture), governance (board composition, decision-making), and exit mechanisms (if the partnership breaks down). EDIT

GCC contract law varies by jurisdiction (onshore Qatar, Saudi Arabia, the UAE, Bahrain, Oman and Kuwait differ; the QFC, DIFC and ADGM centres apply English-law principles). Early clarity on applicable law and dispute-resolution forum is essential: what's enforceable before the QFC Court may not be in onshore civil-law courts. Governing-law and dispute-resolution choices fundamentally affect risk allocation. EDIT

Deliverables include

• transaction agreements (SPA, APA, share-sale, asset-sale)
• shareholder and partnership agreements
• commercial terms and conditions
• supplier, distribution, and agency agreements
• joint-venture agreements and governance documents
• employment and independent-contractor agreements

Regulatory & Compliance Advisory

Licensing and regulatory approvals (sector regulators: FSRA, DFSA, CMA, SCMA; free-zone authorities; healthcare, real-estate, and industry-specific regulators); includes compliance frameworks and audit support. EDIT

Many GCC businesses operate in regulated sectors: financial services (banking, insurance, asset management), healthcare, real estate, telecommunications, or defence-related sectors. Each regulator has distinct rules on ownership (some require local sponsorship), governance (boards, independent directors, audit committees), capital adequacy, licensing, and reporting. EDIT

We advise on regulatory strategy: Are you eligible for a license? What conditions apply (foreign-ownership caps, minimum capital, minimum local ownership)? What ongoing compliance obligations (annual reporting, audit, fit-and-proper assessments of directors)? We also coordinate with regulators on license applications, interpretation of rules, and audit responses. EDIT

GCC financial regulators (the QFCRA in Qatar, the DFSA and FSRA in the UAE, the CMA in Saudi Arabia) have become increasingly sophisticated and rigorous. Early engagement with compliance advisers, particularly before license application, significantly improves approval odds and smooths ongoing regulatory relationships. EDIT

Deliverables include

• regulatory-eligibility assessment and license-application support
• compliance framework and policy documentation
• regulatory-reporting templates and schedules
• audit support and regulator-correspondence management
• regulatory training for board and management teams

Dispute Resolution & Advocacy

Commercial disputes, arbitration (QICCA, ICC, DIAC), court litigation (Qatari courts, the QFC Court and other GCC courts), and advocacy services. EDIT

When a commercial dispute arises (contract breach, payment default, IP infringement), your options include negotiation, mediation, arbitration (private, confidential, enforced internationally under the New York Convention), or court litigation (public, lengthy, variable outcomes). We advise on dispute strategy: Is negotiation or mediation likely to succeed, or should you move directly to arbitration or court? What is your best/worst case in terms of outcome and cost/timeline? EDIT

We then manage the dispute process: gathering evidence, drafting pleadings, preparing witness statements, coordinating with external counsel (barristers or local advocates), and presenting your case before the tribunal or court. We also advise on settlement: structuring settlements that achieve your business objectives (e.g., payment, injunctive relief, reputation management) while minimising further litigation cost. EDIT

The QFC Court (QICDRC) applies English-law principles and offers fast, predictable dispute resolution, as do the DIFC and ADGM courts; they are the preferred forums for cross-border disputes. Onshore civil-law courts across the region can be slower and less predictable, though newer procedures are steadily accelerating resolution timelines.EDIT

Deliverables include

• dispute-resolution strategy memo
• evidence-gathering and document-discovery support
• pleadings and witness-statement preparation
• expert-report support (with our financial and commercial experts)
• settlement-negotiation support
• arbitration or court hearing preparation and representation support

Family Office & Estate Planning

Wills, trusts, succession planning, and foundation structures; includes jurisdictional planning (QFC Foundation, trusts and offshore structures, with UAE and ADGM options through the group) and wealth-transfer strategies. EDIT

HNW families in the GCC have unique estate-planning challenges: multi-jurisdictional assets (properties in Qatar, the UK and the US; investments in multiple countries), multiple beneficiaries (spouses, children, grandchildren), and Shari'a considerations (Islamic inheritance rules, if applicable). We advise on jurisdictional planning: choosing which jurisdiction's law governs your estate (Qatar, a common-law forum like ADGM or DIFC, or English law) and how to structure your assets to achieve your desired outcomes. EDIT

We also advise on structures: the QFC Foundation, or UAE and ADGM foundations through the Moore JFC Group, for holding family assets with governance and succession provisions. We draft wills and trusts that reflect your wishes and are enforceable in the jurisdictions where your assets are located. EDIT

GCC estate law is evolving rapidly; the QFC foundations framework and its regional counterparts have opened new options for family governance and wealth structuring. Early planning, before a health crisis or unexpected event, prevents family conflict and ensures your wishes are honoured. EDIT

Deliverables include

• estate-planning assessment and multi-jurisdiction analysis
• will and trust documentation
• Foundation or Prescribed Company establishment and governance documents
• succession-planning roadmap and capability-development programme
• annual estate-review and update support