Worldwide Locations:
Selected engagements across Namibia's key sectors demonstrating how we deliver measurable outcomes.
NamRA issued a transfer pricing query following the subsidiary's annual income tax return, flagging intercompany management fees paid to the parent and royalty charges that appe...
The group had grown organically over 14 years and its corporate structure had never been formally reviewed.
The company had been managing PAYE deductions using a spreadsheet last updated in 2019.
The individual had been on assignment in Namibia for seven months and had not determined his Namibian tax residency position.
The firm had crossed the NAD 500,000 VAT registration threshold 11 months earlier but had not registered.
The company had held EPZ status for six years but had never formally reviewed whether it was maximising the available tax benefits or complying fully with the ongoing conditions...
The family patriarch had accumulated significant wealth over 30 years across commercial property, a farming operation in central Namibia, and a minority stake in a financial ser...
The buyer had agreed on a headline price but had not commissioned any financial due diligence.
The family had reached an impasse: the two exiting shareholders believed the business was worth significantly more than the two continuing shareholders were willing to pay.
The entity had grown rapidly but its governance infrastructure had not kept pace.
The buyer had identified the target and agreed on a letter of intent, but had no experience structuring healthcare acquisitions in Namibia.
The bank's strategy team had a high-level view of Namibia from publicly available sources but needed on-the-ground analysis.
The company had been producing an annual sustainability report but it was largely narrative, contained no quantitative data against defined metrics, and had not been benchmarked...
The company had outstanding payroll obligations of two months, a creditor book of NAD 4.2 million, and a primary bank that was threatening to call in a surety bond.
The company had never operated in Namibia and had no understanding of the local registration process.
The engagement letter required the firm to operate through a Namibian-registered entity.
The company had no Namibian entity and had attempted to hire the engineers as independent contractors.
The NGO had been processing payroll internally using a manual system managed by an administrator who had left unexpectedly.
The client had been approached by a Namibian partner proposing a 50/50 joint venture.
The client had been trading informally for two years and the landlord of the retail space she wanted to lease required a registered company, a tax clearance certificate, and a b...
The company had experience in multiple African markets but had not previously operated in Namibia.
When the founding patriarch passed away, the family engaged a legal firm to manage the estate and sought to place the business on a formal footing ahead of a potential sale.
The DFI required monthly management accounts within 15 working days of month-end as a condition of the development loan.
The company had been generating consistent revenue for six years but had never had formal financial statements prepared.
The group had never prepared consolidated financial statements.
The NGO's country director had flagged to headquarters that the finance function was understaffed and underperforming.
The group had been preparing financial statements under IFRS for SMEs.
The company had missed three years of BIPA annual returns, two years of income tax returns with NamRA, and had not maintained its statutory register or board minutes during the ...
The company needed 12 work permits processed within a ten-week window to meet the project's commissioning schedule.
The executive had been on assignment for seven months and neither he nor his employer had formally assessed his South African tax residency position, the interaction between his...
The company had been managing immigration on an ad hoc basis, with different service providers handling different nationalities and no central tracking of permit expiry dates.
The family office had reviewed a high-level opportunity deck from a Namibian promoter but needed independent advice on the full entry framework before committing.
The organisation had managed the work permit application centrally but had provided no relocation support beyond a one-page guide.
The organisation had received an informal indication from a Ministry of Home Affairs inspector that its employer accreditation and the permits held by its foreign technical staf...
The Ministry had indicated at the prior renewal cycle that future permit approvals would be conditional on the firm demonstrating progress on skills transfer and active efforts ...
