MONTCLARE
CAPITAL PARTNERS
We design international holding and corporate structures for investors, entrepreneurs and institutions — built on real substance and aligned with the tax frameworks of the Netherlands, Spain, Luxembourg, Switzerland and the UAE.
BV structures and the participation exemption (participatievrijstelling).
Treaty-aligned structures across NL, ES, LUX, CH and the UAE.
Designing genuine substance: directors, decisions and operations.
Dutch corporate entry point setup and back-office support.
Structuring shareholdings to qualify for exemption on dividends and gains.
Re-domiciliation and reorganisation of existing structures.
Tax authorities no longer accept structures that exist only on paper. Montclare builds structures with genuine substance — and coordinates them with your transfer pricing and asset position, so the whole picture is consistent and defensible.
This page is informational and does not constitute tax or legal advice. We flag where a registered tax lawyer or notary is required.
A private family wanted to stop mixing operating-business risk with personal wealth, long-term investments and succession, while keeping future control across generations.
Reviewed holding structure, foundation and asset-protection options; helped define family governance and succession planning; and, where conditions are met, documented intra-group management, financing and IP flows alongside the family's own counsel and specialist advisers.
A roadmap separating operating risk, investment capital and long-term family wealth, supported by a stronger governance framework for legacy and wealth preservation.
Ten questions that reveal whether your structure would survive examination, or whether it exists mainly on paper. Treaty access, ruling policy and anti-abuse provisions all ask the same thing: where are the decisions actually taken.
DOWNLOAD THE CHECK · PDFWe do not name clients. Discretion is part of the service.
A European group in B2B services and international distribution, with several operating companies, between one hundred and two hundred and fifty employees and revenue in the tens of millions, had grown by addition. Ownership, dividends, intragroup funding and governance had never been designed; they had accumulated. The group wanted to centralise distributions and prepare for acquisitions or an eventual sale.
Outcome. The group moved from a dispersed set of companies to an architecture that is scalable and, more importantly, explicable. Where the conditions are met, dividends and capital gains can be exempt at holding level, which reduces friction on repatriation and reinvestment. The practical value was a group prepared for external capital and for a future sale.