Illustrative example. This case study describes a typical situation Kenzabay works on. It is not a specific client.
A family-owned hospitality group in Phuket had grown to three companies, each with its own accountant and no shared reporting. Kenzabay mapped the group, simplified its structure and introduced one monthly consolidated report. Within six months, the owners had a clear view of cash and profit and a structure ready for a new investor.
Who was the client?
| Business | Villa resort, two restaurants and a property-holding company |
|---|---|
| Owners | Foreign founders with Thai partners; the next generation joining |
| Location | Phuket, Thailand |
| Services | Corporate Structuring & Governance · Fractional CFO · Legal Advisory & Compliance |
What was the problem?
- Loans and payments between the three companies were not documented.
- Some licences and contracts sat in the wrong company.
- No one could see total cash or profit for the group.
- An outside investor was interested, but the structure was hard to explain.
What did Kenzabay do?
| Step | What we did | Time |
|---|---|---|
| 1. Understand | Mapped every company, shareholder, licence and contract; reviewed three years of accounts | Weeks 1–4 |
| 2. Restructure | Designed a simpler group, documented arrangements between companies, updated shareholder agreements and moved licences to the right entity | Months 2–4 |
| 3. Run | As fractional CFO, set up one chart of accounts, a monthly group report, a 13-week cash forecast and quarterly board meetings | From month 4 |
What changed for the owners?
| Before | After |
|---|---|
| Three sets of accounts, three formats | One monthly report for the whole group |
| Undocumented loans between companies | Signed agreements and clear balances |
| Licences held by the wrong company | Licences aligned with the business that uses them |
| Hard to answer investor questions | Ready for due diligence |
| No plan for the next generation | Agreed governance and succession rules |
What can other owners learn?
- Review your structure each time the business grows; one company at a time adds up.
- Put every arrangement between related companies in writing.
- Solve finance, legal and tax questions together; fixing one alone can create a new problem in another.
FAQ
- How long does a group restructuring take? Often three to six months, depending on the number of companies, licences and shareholders involved.
- Do we need to close companies? Not always. Often the answer is clearer ownership and documentation rather than fewer companies.
- Can Kenzabay work with our existing accountant? Yes. We usually coordinate with existing accountants and add the group-level view on top.
Does your group need a clearer structure? Schedule a consultation with Kenzabay.
This case study is an illustrative example and general information only, not legal or tax advice.