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Make a Splash: Why Private Equity Distribution Waterfalls Are Key to Your Fund’s Success 

Ever been part of a group dinner where someone says, “Let’s split the bill,” and suddenly things get awkward? Who ordered the lobster? Who didn’t drink wine? Who skipped dessert? 

Now, when real fund profits are on the line, we’re talking about stakes in the millions. 

There’s a system quietly making sure everyone gets their fair share: the private equity distribution waterfalls. It decides how the profits are split, step by step, from the moment returns start coming in. First, the investors get paid back. Then, once certain targets are met, the fund managers start sharing in the upside. It’s structured, intentional, and built to keep things fair and transparent throughout the fund’s life. 

Whether you’re new to the game or brushing up before your next fund launch, understanding the waterfall could be the difference between smooth sailing and some seriously soggy returns. 

Let’s break it down. 

What Is a Private Equity Distribution Waterfalls? 

A distribution waterfall is a contractual framework within a fund’s Limited Partnership Agreement (LPA) that governs how and when fund profits are allocated between LPs and GPs. It’s called a “waterfall” because profits are cascaded through a series of tiers or steps, with each tier having specific return thresholds or requirements. 

The private equity distribution waterfalls ensures that LPs are compensated first, before the GP is rewarded through carried interest (usually 10–20% of profits). 

Why Waterfall Structures Matter? 

  • Incentive alignment: GPs are motivated to generate strong returns for LPs. 
  • Risk-sharing: GPs typically invest their own capital alongside LPs (GP commit), but their significant reward comes after LPs meet their return expectations. 
  • Transparency and trust: Clear waterfall terms help prevent disputes, promote fairness, and ensure clarity throughout the fund lifecycle. 

Anatomy of a Typical Private Equity Distribution Waterfalls 

Let’s break down the classic 4-tier structure, especially common in private equity or venture capital funds: 

1. Return of Capital (ROC) 

  • 100% of proceeds go to LPs until all contributed capital is fully returned. 
  • This includes fees and expenses, depending on LPA terms. 
  • Often referred to as the capital recovery phase. 

2. Preferred Return (Hurdle Rate) 

LPs continue receiving 100% of distributions until they achieve a pre-agreed minimum annual return, typically: 

  • 8% in private equity 
  • 6–7% in private credit 
  • 0–5% in venture capital (often omitted) 

3. GP Catch-Up 

Once LPs achieve their preferred return, the GP receives the next available distributions, often at 100%, until their share of profits catches up with the agreed carried interest (e.g., 20% of total profits). 

This phase “retroactively aligns” the GP’s share with the carry percentage. 

4. Residual Split 

After the catch-up, all remaining distributions are split based on the carried interest formula (e.g., 80% LPs / 20% GP). 

European Waterfall: Fund-as-a-Whole Approach 

How it works: 

  • Carried interest is calculated at the overall fund level, not deal-by-deal. 
  • GPs receive no carry until the LPs’ entire capital is returned and the preferred return is met across the fund. 

Pros: 

  • Strong LP protection and ensures the GP only profits when the fund performs well overall. 
  • Mitigates early overpayment risks. 

Cons: 

  • Delays GP compensation, potentially affecting their cash flow or ability to reinvest. 
  • Might disincentivize early exits of strong-performing assets. 

Example: 

If a fund raises $200M and returns $100M early from a great deal, no carry is paid yet. The GP must wait until the entire $200M is returned plus the hurdle rate, before carry kicks in. 

American Waterfall: Deal-by-Deal Distribution 

How it works: 

  • Carried interest is paid as each deal is realized, provided that deal generates sufficient profit. 
  • No need to wait for overall fund performance. 

Pros: 

  • GPs receive compensation earlier that are useful for firms relying on carry for internal capital recycling or bonuses. 
  • Encourages early exits of high-performing assets. 

Cons: 

  • LPs may suffer if later deals underperform while GP could have already collected carry on earlier profitable deals. 
  • Often requires strong clawback mechanisms and escrow accounts. 

Example: 

If one portfolio company sells with a $20M gain, the GP could immediately receive $4M (20% carry), even if other deals later result in losses. 

Clawback Provisions: Protecting LPs 

Especially critical in American waterfalls, clawback clauses allow LPs to reclaim excess carry if final fund performance fails to support earlier distributions. 

Common Safeguards: 

  • Escrow holdbacks: A portion of carry (e.g., 25%) is held until final fund liquidation. 
  • Annual carry caps: Limits carry until a certain performance milestone is achieved. 
  • Net-of-loss carry calculation: Some deal-by-deal waterfalls only allow carry on realized profits net of realized losses. 

Hybrid Waterfalls and Emerging Structures 

Modern funds are increasingly adopting hybrid models in private equity distribution waterfalls to balance LP and GP needs. Common hybrid variations in the private equity distribution waterfalls include: 

Fund-Level Hurdle + Deal-Level Carry 

  • No carry paid until fund hurdle is met. 
  • Once hurdle is cleared, carry paid on individual deals. 

Tiered Carried Interest 

The GP’s carry increases with stronger performance: 

  • 10% carry if fund IRR <12% 
  • 15% carry if IRR 12–15% 
  • 20%+ if IRR >15% 

Early Recycling & Interim Carry 

Some funds permit capital recycling (reinvesting early proceeds) or interim carry distributions, with strong clawback backstops. 

Negotiation Tips: What to Watch For 

For LPs: 

  • Insist on robust clawback clauses if agreeing to an American-style waterfall. 
  • Scrutinize the catch-up terms—a 100% catch-up can skew incentives if not structured well. 
  • Understand if fees (e.g., fund expenses) are included in capital return tiers. 

For GPs: 

  • Be transparent with assumptions and modeled carry scenarios. 
  • Consider deferred carry mechanisms if liquidity is a concern. 
  • Use tiered structures to reward true outperformance, especially when fundraising in competitive environments. 

Mastering Private Equity Distribution Waterfalls with MS Expertise 

At MS, we specialize in helping fund managers and investors design and implement clear, effective private equity distribution waterfalls. With our deep expertise, we guide you through the complexities of structuring fair profit-sharing arrangements that align the interests of both LPs and GPs. From ensuring proper return thresholds to providing clarity on carried interest, we help you create a framework that fosters trust, minimizes risk, and maximizes returns. 

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UAE Corporate Tax Update on Audited Financial Statements: Key Takeaways from Ministerial Decision No. 84 of 2025 

In its continued effort to refine the corporate tax landscape and align with international standards, the UAE Ministry of Finance has introduced a new compliance milestone: Ministerial Decision No. 84 of 2025. This Decision reshapes the requirements around audited financial statements under the UAE Corporate Tax Law and replaces the earlier Ministerial Decision No. 82 of 2023 for tax periods beginning on or after 1 January 2025. 

The key change? All tax groups must now prepare audited special purpose financial statements, a notable departure from the previous AED 50 million threshold. The Decision also offers important clarifications for non-resident businesses and maintains the audit requirements for standalone entities claiming Qualifying Free Zone Person (QFZP) status or crossing the revenue threshold. 

As the UAE moves closer to full implementation of its corporate tax regime, this UAE corporate tax update on audited financial statements marks a significant step toward ensuring financial transparency, standardized reporting, and better tax compliance across all business structures. 

Let’s unpack the key changes brought by the new Decision, what they mean for your business, and what actions you should consider now to stay compliant in the 2025 financial year and beyond. 

UAE Corporate Tax Update on Audited Financial Statements: Key Highlights of Ministerial Decision No. 84 of 2025 

1. Mandatory Audited Financial Statements for All Tax Groups 

One of the most notable updates is the removal of the AED 50 million consolidated revenue threshold for tax groups. Under the previous rule, only tax groups with consolidated revenue above AED 50 million were required to prepare audited financial statements. 

This marks a significant shift in compliance expectations. The intention behind this change seems to be greater transparency and consistency in financial reporting among tax groups. Further guidance is expected from the FTA on how these special purpose FS should be prepared, especially in light of practical implementation challenges taxpayers faced under the earlier decision. 

2. Clarification on Existing Requirements for Other Taxpayers 

For individual taxpayers not part of a tax group, the Decision maintains the existing requirements. These taxpayers must maintain audited financial statements if: 

  • Their revenue exceeds AED 50 million, or 
  • They are claiming Qualifying Free Zone Person (QFZP) status. 

This reiteration helps ensure continued compliance for a wide range of business structures, particularly those operating within UAE Free Zones and claiming the 0% corporate tax rate. 

3. Additional Procedures for Free Zone Distribution Activities 

The UAE corporate tax update on audited financial statements hints at upcoming procedures tailored specifically for QFZPs engaged in distribution of goods or materials in or from a Designated zone. These activities are considered as Qualifying Activities under UAE Corporate Tax Law.

While details are yet to be released, businesses involved in importing and storing goods in or from a Designated zone in the UAE for resale should keep an eye out for this guidance, as it may affect both their tax status and reporting obligations. 

4. Revenue Threshold for Non-Resident Persons: UAE Nexus Clarified 

For non-resident entities, the UAE corporate tax update on audited financial statements makes an important clarification: only revenue derived through a UAE nexus or permanent establishment shall be taken into account when determining whether the AED 50 million threshold has been exceeded.  

Implications for Businesses Operating with the UAE Corporate Tax Update on Audited Financial Statements 

The issuance of Decision No. 84 of 2025 signals a more structured and detailed compliance landscape for corporate tax in the UAE. Businesses, especially those part of Tax Groups, must reassess their current financial reporting frameworks and engage with their tax advisors to ensure alignment with the new requirements. 

Taxpayers can expect further updates from the Ministry of Finance, especially regarding: 

  • Format and standards for special purpose FS 
  • Additional conditions for QFZPs, engaged in distribution activities.

UAE Corporate Tax Update on Audited Financial Statements: Next Steps for Taxpayers 

If your business falls into any of the categories outlined in the new UAE corporate tax update on audited financial statements, now is the time to: 

  • Review your financial reporting processes to ensure audit readiness. 
  • Assess whether your current audit scope meets the new special purpose requirements. 
  • Stay alert for upcoming guidance, especially for Free Zone entities and tax groups. 
  • Engage early with your advisors to plan for compliance in your 2025 financial year. 

As the UAE Corporate Tax Law continues to evolve, Ministerial Decision No. 84 of 2025 represents a move toward more rigorous, transparent, and standardized financial reporting. While the UAE corporate tax update on audited financial statements may pose additional compliance efforts for some taxpayers, it also underscores the country’s commitment to aligning with global best practices in tax administration. 

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Salary Benchmarking for Transfer Pricing in the UAE: A Guide for KMP Remuneration Compliance 

As the UAE continues its journey towards aligning with global tax standards, Transfer Pricing (TP) has become a key regulatory focus under the country’s Corporate Tax regime. Among the areas drawing the most attention from tax authorities is the remuneration of Key Management Personnel (KMP), especially when these individuals also happen to be shareholders, directors, or otherwise Connected Persons. 

With the Federal Tax Authority (FTA) and financial regulatory authorities actively assessing the fairness of such payments, it’s crucial for UAE businesses to ensure that any remuneration to these individuals is defensible, well-documented, and consistent with the Arm’s Length Principle (ALP). 

Let’s unpack what this means for your business, explore salary benchmarking for transfer pricing, and highlight common pitfalls to avoid. 

What Is Transfer Pricing (TP)? 

Transfer Pricing is a tax concept that governs the pricing of transactions between Related Parties or Connected Persons, that is, people or entities with a relationship that could influence the terms of the transaction. These transactions must be priced as if they were carried out by independent parties under comparable conditions known as the Arm’s Length Principle. 

Why It Matters: 

The goal is to prevent companies from manipulating prices to shift profits to jurisdictions with lower or zero tax and ensure fair taxation in each country where they operate. 

In the UAE, TP is governed by Article 34 of the Corporate Tax Law and is further supplemented by OECD-aligned guidelines. 

To know more on transfer pricing, click here. 

Controlled Transactions: The Trigger Point 

TP rules apply to any controlled transaction between a taxable entity and its related or connected parties. These can include: 

  • Sale or purchase of goods or services 
  • Provision of loans, guarantees, or financial support 
  • Use of intellectual property, trademarks, or managerial expertise 
  • Director or partner remuneration and benefits 

Even domestic transactions between UAE entities (or individuals and entities) must comply if they involve connected persons. 

Who Are Connected Persons? 

The term “Connected Persons” under UAE law includes: 

A Connected Person includes: 

  1. Owners – Anyone who holds ownership in the business, such as shareholders or partners. 
  1. Directors or Officers – Individuals involved in managing the company or making executive decisions. 
  1. Related parties of the persons above  

Salary Benchmarking for Transfer Pricing: Why the Emphasis? 

Connected persons can influence how much they are paid or how profits are allocated. Without oversight, this opens doors for non-arm’s-length arrangements that reduce a business’s taxable income. 

KMP Remuneration: Why It Falls Under TP Scrutiny 

Key Management Personnel (KMP) are individuals who play a significant role in managing a company’s strategy and operations such as CEOs, CFOs, General Managers, and board members. 

The authorities may question whether the KMP remuneration is genuinely commercial or influenced by their ability to control the business. In such cases, salary benchmarking for transfer pricing becomes critical to demonstrate that the compensation aligns with the Arm’s Length Principle and reflects market-based rates. 

Key Requirements: 

  • Payment must be at arm’s length: Comparable to what a similar company would pay to a third party for similar services. 
  • Documented rationale is essential: Especially for mixed roles (e.g., a shareholder also acting as the managing director). 
  • Disclosure is mandatory: Relevant transactions must be reported in the TP Disclosure Form (wherever aggregate value exceeding AED 500,000) and backed by evidence. 

Why Benchmarking KMP Compensation Is Challenging? 

Compensating KMP is rarely straightforward. Their remuneration is often made up of: 

  • Fixed salary 
  • Performance-based bonuses 
  • Director fees 
  • Stock options 
  • Housing or travel allowances 
  • End-of-service benefits or incentives 

Each of these components may require salary benchmarking for transfer pricing. Further complexity arises when the individual wears multiple hats as both strategic decision-maker and operational manager. 

Salary Benchmarking for Transfer Pricing: Common Challenges Businesses Face 

  • Lack of UAE-Specific Data: Market salary surveys for senior roles in UAE-specific sectors may be hard to come by. 
  • Subjectivity in Role Assessment: Each KMP role is unique. Job titles don’t always reflect responsibilities. 
  • Closely-Held Companies: Director-shareholders often perform multiple roles, blurring the line between investment returns and executive compensation. 
  • FTA Review Sensitivity: Payments to connected persons may trigger audit reviews if not well-documented or appear excessive. 
  • Changing Regulations: As UAE TP guidance evolves, businesses must stay agile and update their compliance frameworks accordingly. 

Practical Steps to Stay Compliant 

Here’s how you can prepare and defend your KMP remuneration under the UAE transfer pricing regime: 

 1. Conduct a Functional Analysis (FAR) 

Map out the functions performed, assets used, and risks assumed by KMPs. This analysis forms the basis for justifying their remuneration. 

2. Use Third-Party Salary Benchmarks 

Compile data from reliable UAE or GCC-specific sources. Keep screenshots, citations, or research logs for documentation. 

3. Document Board Decisions and Contracts 

Maintain board meeting minutes, employment contracts, and bonus criteria to evidence the commercial basis of pay. 

4. Segregate Roles and Compensation 

If a shareholder is also a manager, break down their compensation into strategic vs. operational roles and only claim a deduction for whatever is warranted by the TP analysis. 

 5. Maintain a Transfer Pricing Policy 

Even if not legally required, a formal TP policy provides clarity and protects against scrutiny. 

6. Seek Professional Advice 

Engage TP specialists or advisors to guide complex benchmarking and handle documentation requirements like the TP Disclosure Form, Local File, and Master File (if applicable). 

Why It Pays to Get It Right 

By ensuring your KMP remuneration is well-structured and defensible, your business can: 

  • Avoid FTA penalties and disputes 
  • Ensure full tax deductibility of management expenses 
  • Build a stronger governance framework 
  • Boost investor confidence through transparency 
  • Align with global best practices 

Looking Ahead: The Strategic Takeaway for Salary Benchmarking for Transfer Pricing 

With increasing regulatory oversight, businesses must treat payments to directors and KMP with the same rigor as any third-party transaction. The cost of non-compliance is far greater than the effort required to put proper salary benchmarking for transfer pricing and documentation in place. 

Whether you’re a small family-run business or a multinational operating in the UAE, now is the time to reassess your KMP arrangements and bring them in line with Transfer Pricing expectations. 

How Can MS Help? 

At MS, we help UAE businesses tackle the complexities of employee and executive compensation with precision, compliance, and clarity. Whether you’re looking to benchmark salaries in line with UAE transfer pricing requirements, assess existing pay structures, or align your compensation strategy with both local regulations and global standards, our experts deliver data-driven, tailored solutions. 

From detailed salary benchmarking for transfer pricing reports to equity reviews and cross-border remuneration strategies, we ensure your approach to compensation is not only compliant and defensible—but also a powerful tool for performance, transparency, and long-term talent retention. 

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What Can the GCC Talent Strategy Teach the World About Beating the Talent Crunch? Find Out Here! 

There’s already a vanishing act in today’s workforce and it’s not an illusion. 

From finance to tech, healthcare to manufacturing, organizations across the globe are reporting the same problem: the talent they need most is the hardest to find. 

Welcome to the Talent Crunch and make no mistake, it’s already reshaping the future of work. 

But while many are still scrambling to understand it, forward-thinking regions and companies are already acting building ecosystems that not only attract talent but grow it sustainably. 

Let’s unpack what’s really happening, and why the GCC talent strategy is turning the region into a global talent innovation hub for solving the shortage 

Where Did the Talent Go? 

The world didn’t run out of people in the talent crunch, it just ran out of the right skills at the right time. 

In 2025, 74% of employers around the world are still struggling to find the skilled talent they need, according to ManpowerGroup’s Talent Shortage Survey. While this marks a slight improvement from the 77% reported in 2023, the highest figure in 17 years, it’s clear the talent crunch is far from over. 

That’s not a blip. That’s a breakdown. 

It’s happening across sectors: 

  • 76% of employers in the energy and utilities sector reported a talent shortage. 
  • Technology and IT? 76%. 
  • Financial services? 72%. 

The bottom line? Specialized, skilled talent is disappearing across the board. Click and dive in for a detailed read on the need for upskilling. 

GCC Talent Strategy: A Different Story Is Emerging Amid the Global Talent Crunch 

While the talent gap is global, some regions are rewriting the script entirely. 

The Gulf Cooperation Council (GCC) is not only competing in this talent race but setting its pace. 

Here’s how: 

1. The Middle East Is Outpacing Global Averages in Talent Development 

According to Coursera’s 2024 Global Skills Report, the Middle East and North Africa (MENA) region is actively preparing for digital transformation and aiming for leadership in global trade, driven by substantial government investments in technology infrastructure and logistics. This indicates a strong commitment to enhancing skills in business, technology, and data science within the region.   

This surge is backed by strong national programs. For example: 

  • Bahrain’s Labour Fund Tamkeen is enabling thousands of locals to enter advanced fields through upskilling incentives and career development programs. 
  • Saudi Arabia is partnering with global tech companies like IBM to train 100,000 young Saudis in AI, cybersecurity, and data analytics. 
  • The UAE’s Coders HQ initiative is building the region’s coding and software development pipeline at speed. 

The message is clear: with the GCC talent strategy, these countries aren’t waiting for talent but they’re building it. 

2. The GCC Is Tapping an Underutilized Powerhouse: Women 

Globally, women remain underrepresented in STEM but in the Gulf, a shift is underway. 

  • Bahraini women are more digitally skilled than the global average, and they account for 67% of government sector employment, many in leadership roles. 
  • In the UAE, women comprise 61% of university graduates, with high representation in science, tech, and business degrees. 

By unlocking the full potential of their female workforce, the countries in the region are future-proofing their economies with the upgraded GCC talent strategy. 

3. Talent Attraction Is Now National Policy 

GCC countries aren’t leaving talent strategy to chance. 

They’re building national frameworks, visa reforms, and regulatory sandboxes designed to attract the world’s top minds. 

Think of: 

  • The UAE’s Golden Visa and fast-track talent licensing. 
  • Saudi Arabia’s Vision 2030, which places digital talent and innovation at the centre of economic transformation. 
  • Qatar’s National Vision 2030, which highlights knowledge economy and human capital development as key growth pillars. 

The result? Amid the global talent crunch, the Gulf is emerging as a top destination for highly skilled professionals driven by a bold and strategic GCC talent strategy focused on opportunity, innovation, and global influence. 

Talent Crunch and GCC Talent Strategy: What Can Companies Learn? 

This isn’t just a regional success story. It’s success formula for organizations everywhere struggling to find and retain talent: 

  • Shift from hiring to developing. Internal mobility, mentorship, and upskilling are their survival strategies. 
  • Invest in equity, not just access. Inclusive hiring, flexible work models, and leadership development for underrepresented groups will unlock new pools of talent. 
  • Build partnerships, not just pipelines. Collaborate with governments, universities, and accelerators to co-create the future workforce. 
  • Design globally, act locally. Attracting international talent is critical but so is investing in local capability and loyalty. 

The talent crunch is real. But so is the opportunity with GCC Talent Strategy 

The world is changing faster than we can train for it. 

But in that urgency lies a competitive edge for those bold enough to rethink the way they source, grow, and empower their people. 

The GCC talent strategy shows us that the best way to close the talent gap isn’t to chase what’s missing but to build what’s next. 

Elevate Your Boardroom. Empower Your Future 

At MS, our Executive Search solutions are designed to connect visionary companies with exceptional leadership talent across the UAE and wider Gulf region. With a deep understanding of regulated environments like DIFC and ADGM, we specialize in sourcing senior professionals for critical roles such as Senior Executive Officers (SEOs), Money Laundering Reporting Officers (MLROs), and Finance Officers (FOs). Our bespoke approach blends market intelligence, regulatory insight, and cultural alignment to ensure every placement supports strategic growth and long-term success. Whether you’re building a leadership team for a new venture or strengthening your governance framework, MS delivers executive talent that drives transformation. 

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Your Last Move Should Be the Smartest! Start with Business Valuation for Exit Strategy! 

You built your business with vision, sweat, and grit. But at some point, every founder faces the big question: What’s next? Whether it’s retirement, a new venture, or capitalizing on years of growth, planning your exit is a strategy. 

And like any good strategy, it starts with clarity. Clarity about where your business stands today, how it’s perceived in the market, and what it could be worth to the right buyer. This is where business valuation for exit strategy comes in; not just as a number, but as a tool to shape your next move. Done right, it gives you the confidence to exit on your terms, with your legacy intact and your future wide open. 

Business Valuation for Exit Strategy: The Key to a Well-Planned and Profitable Exit 

Business valuation for an exit strategy is the ultimate clarity check. It tells you: 

  • What is your business really worth in today’s market? 
  • How do you stack up against competitors? 
  • How long you need to wait for being eligible to exit? 
  • Is there a restructuring needed to prepare for an exit? 
  • What levers can be pulled to drive your value higher? 

This insight empowers you to: 

  • Attract investors and strategic partners 
  • Negotiate from a position of strength 
  • Choose the right exit route- be it IPO, private placement, or succession 
  • Plan the next endeavor which needs your mobilized funds 

The Step-by-Step Path to Business Valuation for Exit Strategy 

1. Start With ‘Why’ 

Ask: What’s the purpose behind your business valuation for exit strategy? Is it for a full exit, partial sell-off, succession planning, or strategic growth? The why defines the how. 

2. Gather Financial Data 

Pull together your business’s financial story- clean, accurate, and complete. Think income statements, balance sheets, cash flow reports, and tax returns. Numbers talk, but only if they’re reliable. 

3. Choose the Right Method for Business Valuation for Exit Strategy 

  • Asset-Based Approach 

Calculates net asset value (Assets – Liabilities). Best for asset-heavy businesses. 

  • Market Approach 

Compare your business to similar ones sold recently. Works well if there are strong industry benchmarks. 

  • Income Approach 

Projects future earnings and discounts them to today’s value. Ideal for businesses with predictable cash flows. 

4. Make Strategic Financial Adjustments 

Normalize earnings. Remove one-time costs. Account for seasonal variations. Clean books = confident buyers. 

5. Factor In Intangibles 

Don’t forget what doesn’t show up on balance sheets: 

  • Customer loyalty 
  • Brand equity 
  • Proprietary tech 
  • Goodwill 

These intangibles can tip the scales in a business valuation for exit strategy

6. Finalize and Strategize 

With everything assessed, your valuation becomes the narrative of your business’s potential. 

What Shapes the Final Business Valuation for Exit Strategy? 

Market Conditions 

Are you in a booming sector or facing market headwinds? Supply-demand trends, economic outlook, and investor appetite matter. 

Financial Performance 

Revenue trends, margins, cash flow, and projections. Buyers want steady, scalable numbers and proof you can weather storms. 

Business Model 

Do you have a replicable, scalable model? Competitive advantage? Loyal customer base? These make you a hot commodity. 

Growth Potential 

Are you just getting started, or already peaking? Buyers pay premiums for businesses that still have room to run. 

Exit Options 

How are you planning to exit? Private placement? IPO? Management buyout? Each Path comes with a timeline, eligibility factors and valuation nuances. 

Your Exit Deserves Strategy, Not Spontaneity 

Exiting a business is not the end but a pivotal transition. Whether you envision passing the baton, cashing out, or scaling through new investors, a well-executed valuation is the compass that keeps your exit aligned with your long-term goals. 

Business valuation for exit strategy gives clarity, confidence, and control. It helps you understand where you stand in the market, how to position your business for the best deal, and when to make your move. 

In a market that rewards preparation, a sound valuation transforms your exit from a leap of faith into a calculated, successful next chapter. 

Unlock the True Worth of Your Business with MS 

At MS, we specialize in helping business owners make informed and rewarding exits by uncovering the true value of their companies. Our experienced valuation and advisory team support you throughout the entire exit journey—from selecting the right valuation approach and analyzing financial and intangible assets to identifying the most strategic exit options, whether it’s a sale, merger, or IPO. With a deep understanding of the regional market and a commitment to precision, MS ensures you’re not just exiting but stepping into your next chapter with confidence and clarity. 

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How Salary Benchmarking in the UAE is Shaping Talent Strategy? Read Now! 

It’s a wild time in the world of talent acquisition. The script has flipped, and employees are no longer just applying for jobs; they’re evaluating you as much as you’re evaluating them. And when compensation becomes the deciding factor, being off the mark is expensive. 

Why Compensation Is No Longer a Backend Issue? 

Once considered a backend HR function, compensation has moved front and center in the talent conversation. Today, the question isn’t just “Are we paying enough?” but also: 

  • Are we paying competitively in this city? 
  • Are we offering enough to retain someone who just got three offers abroad? 
  • Can we explain how we landed on this number if challenged? 

These are no longer luxury questions. They’re essential. Because the war for talent isn’t cooling down any time soon, especially not in a evolving market like the UAE. 

The UAE Labor Market in 2025: Fast, Fierce, and Fluid 

If you’re hiring in the UAE, you already know: that the market has changed. 

With new entrants, global talent mobility, and region-specific policy shifts, employee expectations have grown. So have salaries. Strategic roles across tech, healthcare, finance, and logistics have seen compensation packages climb—sometimes quietly, sometimes dramatically. 

But if you’re not benchmarking salaries, you’re playing catch-up. 

What Exactly Is Salary Benchmarking in the UAE? 

At its core, salary benchmarking in the UAE means understanding what others are paying for similar roles in your market and using that information to shape your own compensation decisions. It goes beyond simple averages, but it digs into: 

  • Industry trends 
  • Job level and responsibilities 
  • Geographic location 
  • Company size 
  • Skill demand and scarcity 

Why Smart Companies Follow Salary Benchmarking in the UAE and Others Bleed Talent? 

Salary benchmarking isn’t just for big enterprises. Every company, be it startups, SMEs, multinationals, stands to gain. Here’s how: 

1. You Keep Top Talent from Jumping Ship 

In today’s competitive market, employees don’t need to “look” for better pay, it finds them. Salary benchmarking in the UAE helps you proactively spot and close pay gaps before someone else does. 

2. You Stay on the Right Side of the Law 

UAE labor regulations around fair compensation are evolving. Salary benchmarking in the UAE ensures compliance and protects you from costly penalties. 

3. You Build a Reputation as a Fair Employer 

In a transparent world, reputation matters. Pay fairly, and word gets around. Benchmarking supports employer branding by showing you take compensation seriously. 

4. You Budget Smarter 

Knowing the true cost of talent helps you plan headcount, avoid overpayment, and still remain competitive where it matters. 

What’s Driving Salary Differences in the UAE? 

The salary isn’t static. It’s shaped by a mix of economic, social, and structural factors. Here’s what’s influencing salary ranges in 2025: 

  • Supply and demand: Niche skills (think cybersecurity or AI) command premium pay. Basic roles with an abundant talent pool? Not so much. 
  • Economic strength: The UAE’s robust economy allows many sectors to stretch compensation. But not all industries grow equally. 
  • Company profile: Large firms and MNCs tend to offer higher pay due to deeper pockets. Smaller firms? They may compete with flexibility or benefits instead. 
  • Regulations: From minimum wage mandates to sector-specific rules, government policies continue to shape pay bands. 

So… When Should You Benchmark? 

Honestly? Yesterday. 

But if you’re seeing any of the below, it’s time to act now: 

  • High employee turnover in key roles 
  • Offers rejected due to “low pay” 
  • Industry chatter about salary shifts 
  • Mergers, restructuring, or entering new markets 
  • Year-end compensation planning 

Where HR Meets Tax: The Overlap Between Salary Benchmarking in the UAE and Transfer Pricing 

Salary benchmarking and transfer pricing intersect when multinational companies allocate employee costs across jurisdictions or engage in intercompany secondments. In such cases, salaries must align with arm’s-length standards to meet transfer pricing compliance. Salary benchmarking in the UAE ensures that compensation reflects fair market value, helping justify intercompany charges and avoid regulatory scrutiny especially crucial in the nation, where OECD-aligned rules are tightening. 

How Can MS Help? 

At MS, we support UAE businesses in tackling the complexities of employee compensation with precision and insight. Whether you’re looking to salary benchmarking in the UAE, review pay structures or align your compensation strategy with local and international standards, our experts deliver tailored, data-driven solutions. From comprehensive benchmarking reports to equity audits and cross-border strategy development, we ensure your compensation approach is fully compliant, future-ready, and a true lever for talent retention

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The Future Won’t Wait: Why Leadership Upskilling Is a Must in 2025 and Beyond? 

Skills don’t expire, but they do get outdated. 

And in a world where everything’s evolving, tech, regulations, even team dynamics, staying still isn’t an option. Whether you’re leading a company, a department, or just your own career, the truth is simple: if you’re not learning, you’re falling behind. 

But leadership upskilling is about investing in something that always pays you off. The knowledge you gain, the perspective you build, the confidence you grow it all sticks with you, no matter where you go. 

For leaders, it’s even more critical. Because when you grow, your whole team levels up with you. And when you don’t… well, let’s just say missed opportunities, misalignment, and burnout start creeping in fast. 

Let’s talk about what future-ready leadership really looks like—and how the smartest leaders are turning learning into their biggest advantage. 

The New Standard: Why Leadership Upskilling Can’t Wait 

  1. The Widening Skills Gap: The Risk of Falling Behind 

One of the biggest challenges organizations faces is the ever-expanding skills gap. Many industries are seeing rapid advancements in areas like artificial intelligence, data analytics, ESG compliance, and digital transformation. However, if leaders aren’t evolving alongside these trends, their teams will fall behind. 

Proactive vs. Reactive Leadership: 

  • Identify emerging skill shortages before they become organizational roadblocks. 
  • Implement training programs that keep teams competitive. 
  • Ensure that their decision-making remains relevant in a fast-moving world. 

A recent World Economic Forum report states that 40% of core leadership skills will change by 2025. The message is clear: leaders who don’t upskill today may be unfit to lead tomorrow. 

  1. The Generational Divide: Understanding and Bridging Differences 

For the first time in history, four generations—Baby Boomers, Gen X, Millennials, and Gen Z are working side by side. Each generation brings unique values, work styles, and expectations, but failing to address these differences can lead to miscommunication, disengagement, and lost productivity. 
 Leadership upskilling in generational intelligence can: 

  • Foster stronger collaboration across age groups. 
  • Tailor leadership approaches different work styles. 
  • Retain top talent by understanding generational priorities.(e.g., Millennials and Gen Z prioritize growth and flexibility, while Gen X and Boomers value stability and expertise). 

Ignoring these differences can lead to lower engagement, high turnover, and organizational stagnation. Leaders who invest in generational awareness training will be better equipped to create a harmonious and high-performing workplace. 

  1. The Power of a Learning-Oriented Culture 

A company’s success is deeply linked to its leaders’ mindset towards learning. If leadership is stagnant, so is the organization. People who prioritize leadership upskilling not only enhance their own abilities but also create a ripple effect that fosters growth across the entire company. 

  • Companies with strong learning cultures have 30% to 50% higher employee engagement and retention rates (Deloitte Study). 
  • Organizations that prioritize leadership development consistently outperform competitors in innovation and long-term success. 
  • Employees are more likely to upskill when they see leadership actively engaged in learning. 
  1. The Essential Leadership Skills for the Future 

While technical knowledge is important, soft skills are now just as critical, if not more so. According to LinkedIn’s Workplace Learning Report, 92% of talent professionals say that soft skills are as important as technical expertise. 

  • Emotional Intelligence (EQ): Navigating workplace dynamics with empathy. 
  • Effective Communication: Ensuring clarity and engagement across diverse teams. 
  • Adaptability & Resilience: Thriving in uncertainty and change. 
  • Conflict Resolution: Handling workplace disputes with professionalism. 

A leader’s ability to motivate and inspire directly impacts team productivity, engagement, and company culture. By refining interpersonal skills, leaders drive better results and stronger teams. 

  1. Sensitivity & Inclusion: Leading with Awareness 

In today’s global workplace, leaders must be well-versed in diversity, equity, and inclusion (DEI). Sensitivity training ensures that leaders are equipped to: 

  • Manage diverse teams effectively. 
  • Promote an inclusive and respectful work environment. 
  • Understand challenges faced by differently-abled employees, gender minorities, and underrepresented groups. 

Companies that invest in DEI initiatives see higher employee satisfaction, stronger team cohesion, and greater innovation. Leaders who fail to cultivate inclusive leadership skills risk alienating top talent and damaging company culture. 

  1. Making Upskilling Engaging & Rewarding 

One major roadblock to leadership upskilling is lack of time and motivation. To ensure leaders remain committed to learning, organizations must: 

  • Incorporate Engaging Learning Methods 
  • Gamification: Making training fun and interactive. 
  • Microlearning: Short, impactful lessons that fit into busy schedules. 
  • Mentorship & Peer Learning: Encouraging knowledge-sharing across levels. 
  • Recognize and Reward Learning Efforts 
  • Publicly celebrate leaders who invest in continuous development. 
  • Offer incentives such as leadership certifications, executive training budgets, or internal recognition. 
  • Link leadership learning milestones to career advancement opportunities. 

Why Leadership Upskilling is Critical in DIFC and ADGM? 

Leadership roles such as Senior Executive Officers (SEOs), Money Laundering Reporting Officers (MLROs), and Compliance Officers are under increasing scrutiny from regulators like DFSA (DIFC) and FSRA (ADGM). Recent enforcement actions highlight the growing need for expertise in AML regulations, risk management, ESG compliance, and technological innovation. Additionally, as these financial hubs embrace AI-driven finance, blockchain, and sustainable investment trends, leaders must enhance their knowledge to ensure regulatory compliance and strategic decision-making. Leadership upskilling in these areas not only mitigates risks but also empowers leaders to drive business growth, investor confidence, and long-term success in DIFC and ADGM’s dynamic financial ecosystem. 

To know more on key insights for compliance roles in the UAE, click here. 

MS: Empowering Businesses with Strategic Leadership Upskilling Solutions 

At MS, we help businesses build strong, future-ready leadership by providing expert Executive Search Solutions. With a deep understanding of regulatory landscapes, market dynamics, and evolving industry needs, we connect organizations with top-tier talent who can drive strategic growth and operational excellence. Our tailored solutions ensure that businesses have the right leadership in place to navigate complex challenges, adapt to change, and seize new opportunities in an increasingly competitive environment. 

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How the UAE is Shaping the Future of Family Offices Setup for Wealth Management? 

As global wealth becomes increasingly mobile, the United Arab Emirates (UAE) has positioned itself as a premier destination for ultra-high-net-worth individuals (UHNWIs) and family offices setup. With its attractive regulatory environment, tax benefits, and growing investment opportunities, the UAE is now a key wealth hub competing with traditional financial centers like London, Singapore, and Switzerland. 

Over the past few years, the UAE has seen a substantial influx of wealthy individuals and family offices relocating their wealth management operations. In 2024 alone, the country hosted 72,000 high-net-worth individuals (HNWIs), with over 75% of the region’s family offices now based in the UAE. This shift is driven by favorable policies, regulatory innovations, and access to a sophisticated financial ecosystem that caters to the needs of UHNWIs, single-family offices (SFOs), and multi-family offices (MFOs). 

Why UHNWIs Are Choosing the UAE for Family Offices Setup? 

1. Regulatory Flexibility and Privacy 

One of the UAE’s strongest draws is its regulatory framework, designed to accommodate both traditional and modern wealth structuring needs. Financial centers such as the Abu Dhabi Global Market (ADGM) and the Dubai International Financial Centre (DIFC) offer a sophisticated yet flexible regulatory environment. 

Unlike many global financial hubs, the UAE provides a unique level of privacy. Family offices setup can operate outside of direct regulatory supervision, ensuring complete confidentiality while remaining fully compliant. This makes the UAE a preferred jurisdiction for family offices setup seeking discretion in their wealth management strategies.  

2. Zero Tax and Fiscal Efficiency 

A significant reason for the UAE’s appeal is its tax-friendly environment. Family offices setup in the UAE benefits from zero corporate tax on revenue, making it one of the most business-friendly jurisdictions globally. This tax advantage is especially appealing for firms looking to scale their operations efficiently. 

Additionally, the UAE offers long-term residency solutions, including the 10-year Golden Visa, providing wealthy individuals and family offices with long-term stability and an ideal jurisdiction to preserve and grow wealth. 

3. Access to Global and Regional Investments 

Beyond regulation and taxation, the UAE offers a dynamic investment landscape. Family offices relocating to Dubai are actively diversifying their portfolios into private equity, venture capital, hedge funds, and direct investments. 

  • Real Estate remains a dominant asset class, but family offices are increasingly investing in national priority sectors such as technology, sustainability, and food security. 
  • Alternative Investments, including hedge funds, have gained traction in DIFC, which now hosts 75 hedge funds, with 48 managing over $1 billion in assets. 
  • Startups in fintech, prop-tech, and e-commerce are seeing increased backing from family offices. Dubai has become a hub for venture capital, with startups solving business inefficiencies in finance, HR, and insurance attracting significant funding. 

Moreover, family offices from the GCC and MENA regions are keen on Sharia-compliant investments while also pursuing deals in the US, UK, and Europe. In contrast, North American and European family offices in Dubai focus on alternative assets such as private markets and hedge funds. Indian family offices continue to prioritize investments in Indian private equity, public markets, and startups. 

Dubai: The Rising Powerhouse for Family Offices Setup 

Dubai has cemented its status as a premier financial hub, with DIFC recording a 25% YoY surge in registered businesses, reaching 6,920 entities in 2024. The financial center now hosts 120+ family offices setup and 800 family-related structures, collectively managing over $1.2 trillion in assets. 

Driving this momentum is a new generation of investors shaping the future of wealth steering capital into emerging technologies, alternative assets, and critical infrastructure, all in line with Dubai’s “D33” economic agenda to double the city’s economy by 2033. 

  • Fast & efficient business setup backed by progressive regulations 
  • Seamless global access through trade policies & CEPAs 
  • A booming non-oil economy where family offices fuel investments in tech, sustainability & infrastructure 

The recently enacted Family Arrangements Regulation in DIFC further simplifies operations by allowing family offices to function without registering as a ‘Designated Non-Financial Business or Profession’ under the Dubai Financial Services Authority (DFSA).  

With its pro-business ecosystem, tax advantages, and unmatched global connectivity, Dubai is redefining the future of global wealth management. 

To know more about the family offices setup in Dubai, click here. 

MS: Your Trusted Partner for Setting up Family Offices Setup in DIFC 

At MS, we specialize in helping UHNWIs seamlessly set up and manage family offices within the DIFC. With deep regulatory expertise and an extensive network of trusted partners, we tackle the complexities of DIFC’s framework, ensuring a smooth and fully compliant setup. 

Whether you’re establishing a Single or Multi-Family Offices setup or exploring alternative structures like DIFC Foundations or Prescribed Companies, MS delivers bespoke solutions to enhance wealth management, governance, and legacy planning empowering your family for long-term success in one of the world’s most dynamic financial hubs. 

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UBO Rules in KSA Take Effect in April 2025: Here’re the Key Compliance Insights You Should Know! 

On or around 21 February 2025, the Minister of Commerce of the Kingdom of Saudi Arabia (KSA) enacted the Ultimate Beneficial Ownership (UBO) Rules, bringing the country in line with international transparency standards, particularly those outlined by the Financial Action Task Force (FATF). UBO Rules in KSA Take Effect in April 2025

The issue of beneficial ownership is crucial for various reasons. Opaque ownership structures can be used to conceal illicit activities such as money laundering and fraud. The new UBO Rules aim to close these loopholes, ensuring that businesses operate with integrity and accountability. 

Objectives and Scope of the UBO Rules in KSA 

The primary goal of the UBO Rules is to enhance transparency in corporate ownership by establishing a comprehensive registry of ultimate beneficial owners. This initiative aims to combat financial crimes such as money laundering, terrorist financing, and tax evasion while improving corporate governance standards. 

Defining an Ultimate Beneficial Owner 

Under the UBO Rules in KSA, an “ultimate beneficial owner” is any natural person who meets any of the following criteria: 

  • Owns at least 25% of the company’s capital (directly or indirectly). 
  • Controls at least 25% of the total voting rights (directly or indirectly). 
  • Has the power to appoint or dismiss the majority of the board of directors, chairman, or general manager (directly or indirectly). 
  • Exercises direct or indirect influence over the company’s operations or decisions. 
  • Acts as the legal representative of any legal entity that meets the above criteria. 

If no individual meets these criteria, the company’s manager, board members, or chairman will be considered the ultimate beneficial owner. 

UBO Rules in KSA: Key Obligations for Companies 

All non-publicly listed companies in KSA must comply with the following obligations: 

  • Disclosure at Incorporation: New companies must disclose beneficial ownership data during the incorporation process. 
  • Annual Filings: Existing companies must submit an annual report to the Ministry of Commerce disclosing their ultimate beneficial owners. This filing must be completed on the anniversary of their registration on the commercial register. 
  • Special Registry: Companies must maintain a dedicated registry of beneficial ownership data, which must be stored within KSA. 
  • Updating Information: Under the UBO Rules in KSA, companies must notify the Ministry of Commerce of any changes to beneficial ownership within 15 days. 
  • Annual Confirmation: Companies must confirm the accuracy of their disclosed beneficial ownership information annually. 

Who is Exempted from the UBO Rules in KSA? 

Certain companies are exempt from these new regulations, including: 

  • Companies wholly owned by the state or state-owned entities (directly or indirectly). 
  • Companies undergoing liquidation under the KSA Bankruptcy Law. 
  • Other exemptions may be granted on a case-by-case basis by the Minister of Commerce. 

Confidentiality and Penalties 

Beneficial ownership registries will remain confidential and accessible only to regulatory and competent authorities. Companies failing to comply with the disclosure, updating, or annual confirmation requirements may face penalties of up to SAR 500,000 under the UBO Rules in KSA. 

FATF Guidance: The Three Pillars of Beneficial Ownership Information 

To further strengthen global beneficial ownership frameworks, FATF released updated guidance in March 2023, titled Beneficial Ownership of Legal Persons. This guidance emphasizes three key pillars: 

1. Adequate Information 

Beneficial ownership records must contain sufficient details to identify the natural person(s) controlling a company. Required data includes full name, nationality, date of birth, and additional identifiers such as passport or tax identification numbers. Companies must also document the nature and extent of ownership or control exercised by the individual. 

2. Accurate Information 

Verification measures must be implemented to ensure the accuracy of beneficial ownership data. This includes: 

  • Cross-referencing official identity documents. 
  • Conducting risk-based due diligence. 
  • Implementing reporting mechanisms for discrepancies. 

A risk-based approach should be adopted, with enhanced verification measures applied in higher-risk cases. 

3. Up-to-Date Information 

Ownership records must be updated promptly, typically within one month of any changes. Countries must establish enforcement mechanisms to ensure compliance and prevent outdated or misleading information from being used for illicit purposes. 

With the implementation of the UBO Rules in KSA, the region is taking a significant step toward enhancing corporate transparency and aligning with global best practices. Businesses operating in KSA must prepare for compliance by setting up internal procedures to track, update, and verify beneficial ownership information. As further guidance from the Ministry of Commerce becomes available, companies should stay informed to ensure full compliance with the new regulations. 

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Who’s Who in a DIFC Foundation Setup? Understanding the Founder, Council & Other Key Roles 

UAE foundations have rapidly evolved into a mainstream vehicle for business continuity, intergenerational wealth planning, and tax efficiency. Once considered a niche structure, foundations are now at the forefront of asset protection and succession strategies, attracting individuals and businesses seeking long-term stability. 

The strength of a DIFC Foundation setup lies in its governance framework, which balances asset protection with the founder’s long-term vision and operational efficiency. This structure is upheld by key roles such as the Founder, who establishes the foundation; the Council, responsible for overseeing its operations; and the Guardian, who provides an extra layer of oversight when required. Additionally, Beneficiaries and a Default Recipient play crucial roles in asset distribution and continuity planning. 

Let’s break down these key governance roles, explaining their responsibilities and significance in making DIFC Foundations an essential tool for long-term wealth and business planning. 

Who Runs the DIFC Foundation Setup? Key Roles and Responsibilities 

Founder 

The Founder is the individual or entity that establishes the DIFC foundation setup and provides its initial assets. Unlike other corporate structures, DIFC Foundations do not have a share capital requirement, meaning there is no minimum contribution needed. The founder sets out the foundation’s purpose and structure, ensuring that it aligns with their long-term vision, whether it’s for wealth preservation, family succession, or philanthropy. 

Council 

The Council is responsible for managing the foundation’s assets and ensuring its objectives are met. This governing body plays a pivotal role in decision-making and administration. Key governance points include: 

  • A council must have at least two members, who can be individuals or corporate entities. 
  • The Founder is permitted to be a council member. 
  • A council member cannot also serve as the Guardian to maintain oversight and accountability. 

Guardian (Optional) 

The Guardian serves as an oversight role, ensuring that the foundation operates according to the founder’s wishes. This role is optional except in cases where the DIFC foundation setup has charitable or specific non-charitable objects, where it becomes a mandatory position. A Guardian can be either an individual or a corporate entity. 

Beneficiaries/Qualified Recipients 

Beneficiaries (also known as Qualified Recipients) are the individuals or entities designated to benefit from the foundation’s activities. These may include family members, charities, or other organizations chosen by the founder. Interestingly, the founder can also be a beneficiary, allowing them to retain some benefits from the structure while ensuring the foundation’s long-term sustainability. 

Default Recipient 

The Default Recipient is an essential safeguard in DIFC Foundation setup. This individual or entity receives the foundation’s remaining assets in case it is wound up and no specific beneficiaries are identified. This role ensures that assets are properly distributed and do not remain unclaimed, preserving the integrity of the foundation. 

DIFC Foundation Setup: A Flexible and Secure Solution for Wealth and Business Structuring 

DIFC Foundations provide a sophisticated and flexible structuring solution, offering a distinct legal personality separate from their founders. Governed by DIFC laws, they ensure strong legal protection and governance, with limited exceptions. These exceptions arise when assets are located outside DIFC, and the founder’s ability to transfer them is restricted by the jurisdiction where the assets reside. 

They are particularly advantageous for high-net-worth individuals and families with assets across multiple jurisdictions, ensuring seamless succession planning. With DIFC’s well-developed ecosystem supporting financial and non-financial businesses including wealth management, legal advisory, and corporate services it remains a premier jurisdiction for establishing and managing foundations. 

Effortless DIFC Foundation Setup with MS: Secure, Compliant, and Tailored to Your Goals 

At MS, we make setting up a DIFC Foundation effortless, offering comprehensive support from start to finish. As a registered corporate service provider in DIFC, we take care of the entire process, ensuring full compliance with regulatory requirements. Our customized approach ensures your DIFC foundation setup is structured to align with your goals whether for wealth preservation, succession planning, or philanthropy. With MS as your trusted partner, you can secure, grow, and seamlessly transfer your wealth for generations to come. Let us guide you in unlocking the full potential of DIFC Foundations with expert insight and dedicated support.