Start with the problem. Not the profession.

When a dispute lands on an owner's desk, the first question is not which lawyer to brief, but what the dispute is really worth, what it may cost to pursue or defend, and which route best protects the owner's commercial position. We map the chronology, evidence, financial exposure, commercial risk and available options before deciding whether the appropriate response is negotiation, restructuring, mediation, litigation, settlement or no escalation at all.

Our strength is litigation economics: analysing cost asymmetry, pressure points, settlement dynamics and the efficient deployment of legal spend. We do not advise on the legal merits or the law itself. That remains the role of counsel. Our role is strategic, helping owners understand the economics of the fight and optimise legal cost without any incentive to prolong litigation.

1. Facts
2. Evidence
3. Exposure
4. Economics
5. Risk
6. Options
7. Route

Evidence of capabilityExplore our thinking on Litigation Economics→

Buying commercial property through a company is more than an incorporation exercise. We help owners consider the asset and the acquisition vehicle together: what the property is for, how it will be funded, who should own and control the company, how cash will move through it, and how the structure interacts with financing, accounting, tax, governance and the owner's wider business interests.

Our approach draws on Iconomy's own experience as a commercial-property owner and operator. We consider not only the acquisition price, but also use, tenure, financing resilience, operating cash flow, fit-out and maintenance requirements, future refinancing and exit optionality. The objective is to establish a company that does not merely hold the title, but supports the economics of the investment throughout its ownership cycle.

1. Objective
2. Asset
3. Ownership
4. Funding
5. Governance
6. Operate
7. Exit

Evidence of capabilityExplore our thinking on property risk and ownership structures→

Before drafting a will or establishing a trust, we ask a more fundamental question: are the assets you intend to transfer potentially entangled by implied trusts or other beneficial ownership claims? Family contributions, mortgage payments, informal promises, advances, jointly funded acquisitions and undocumented arrangements can cause legal title and economic ownership to diverge. We map those relationships first, so the succession plan is built around what the owner can actually transfer.

Once that ownership picture is clear, we can structure the succession itself through wills, trusts, corporate holding structures, shareholder arrangements, valuation and governance planning, with specialist professionals brought in where required. The objective is not merely to distribute assets, but to transfer clear ownership, control and continuity without leaving the next generation to litigate over what the previous generation meant.

1. Assets
2. Contributions
3. Beneficial Ownership
4. Value
5. Structure
6. Transfer
7. Continuity

Evidence of capabilityExplore our thinking on implied trusts and estate planning→

A company can be commercially sound yet structurally unstable. We examine where ownership, board control, decision rights, capital and incentives have fallen out of alignment, particularly in founder-led and family businesses where informal understandings may no longer be sufficient. The objective is to identify potential fault lines before they become shareholder disputes, management paralysis or destructive contests for control.

Depending on the problem, restructuring may involve changes to shareholding or capital, board composition, appointment and voting mechanisms, reserved matters, shareholder arrangements, succession planning, shareholder loans or negotiated realignment between stakeholders. We combine governance analysis with valuation, finance and dispute-avoidance thinking so that the revised structure does more than resolve today's disagreement: it creates clearer rules for tomorrow.

1. Ownership
2. Control
3. Governance
4. Incentives
5. Value
6. Realign
7. Stabilise

Evidence of capabilityExplore our thinking on boardroom governance and control→

Public-market readiness begins with the issuer, not the ticker symbol. For suitable companies, we help owners map a staged U.S. capital-markets pathway around corporate structure, governance, capitalisation, audited financial reporting, disclosure and offering readiness. That may include Regulation A under the JOBS Act framework, OTCQB qualification as an intermediate public-market platform, and later assessment of a national-exchange application when scale and eligibility support it.

Our experience includes in-house familiarity with PCAOB-facing audit and reporting expectations and prior work around Regulation A and JOBS Act processes, allowing us to prepare management for the disciplines of becoming and remaining a public issuer while coordinating the required external professionals. That experience also includes participation in the G-MES Holdings U.S. capital-markets exercise, supporting financial reporting and consolidation, PCAOB audit coordination, valuation, restructuring, tax and governance workstreams across Singapore and U.S. requirements.

1. Readiness
2. Structure
3. Audit
4. Disclosure
5. Offering
6. OTCQB
7. Uplisting

Evidence of capabilitySee our U.S. capital markets experience→

OTCQB is operated by OTC Markets Group and is not a national securities exchange. Admission, securities-law compliance and any later exchange listing remain subject to applicable eligibility and regulatory requirements. Where required, legal advice, audit opinions, brokerage and other regulated functions are carried out by the appropriate licensed or registered professionals.