Your structure, as it stands today
What companies you have, where they are, what role each one plays and which play none.
[ Method · Diagnosis ]
The diagnosis, from the inside
Nobody should consider paying €2,500 without knowing exactly what they are buying. This page explains the diagnosis from the inside: what gets examined, in what order, what you receive at the end, what happens afterwards and why it costs what it costs.
The service is delivered in Spanish. The diagnosis, the written report and the sessions are conducted in Spanish — the language I work in and the language of the tax systems I cover. This page explains the method in English so you know exactly what you would be buying.
What you receive, exactly
Two things: a written document and a session to walk you through it.
The document is not a slide deck or a half-page summary. It is a report you can re-read calmly, hand to your partner or your current advisor, and use as a working script for months. It is written on your numbers, not on a generic model with your name at the top.
Where you pay tax and where you should
VAT, EU OSS, intra-community operations and permanent-establishment risk in every country you sell in.
Your real margins
What is left per product, channel and country once everything is deducted — fees, logistics, returns, taxes.
The open risks
What is currently held together with pins, and what would happen if someone looked.
The plan
What to do, in what order, with what priority, and what can wait.
In the session we go through the whole document and decide with you where to start. It is not an email hand-off: if something is not understood, it is not useful.
The two to three weeks, from the inside
The timeline depends on size and on how much disorder there is. These are the phases; the exact days are fixed in the proposal.
- Before we start You send me the information Annual accounts, filed tax forms, corporate structure, sales reports by channel and country, and whatever cost detail you have. I send you a specific list: nothing new to prepare, just gathering what already exists.
- Week 1 Reconstruction I rebuild your numbers myself, without taking the tables I am sent at face value. This is where most of the interesting findings appear: there is almost always a gap between what the company thinks it earns and what it earns.
- Week 2 Structure and tax With the numbers now reliable, I analyse the corporate structure and the tax map of every country you sell in. It is the part that depends most on your specific case, and the one that will send the most questions back to you by email.
- Weeks 2-3 Writing and session The report gets written, the plan gets ordered by priority and we sit down to go through it. From that point the document is yours, whatever you do next.
We talk as much as needed throughout. A diagnosis where the advisor disappears for two weeks and reappears with a PDF is a worse diagnosis.
Why it costs what it costs
Because it is two to three weeks of work devoted to a single business, yours, and the result cannot be templated. Rebuilding margins by country and reviewing a corporate structure is not filling in a format: it is sitting with your data until it makes sense.
And because what comes out of it are structural decisions — the kind you carry for years. A decision like that made with complete information is worth something different from one made on intuition.
The price is fixed before starting and written into the proposal. No runaway hours, no mid-project extensions, no line items that appear at the end.
I do not promise savings. I promise judgement and work done. Anyone who puts a savings figure in front of you before having looked at your accounts is selling you a made-up number.
What happens afterwards
The plan is yours and comes with no strings. You can execute it on your own, with your usual advisor or with whoever you choose. It is written precisely so it can be handed to someone else.
If you prefer continuity, there is an ongoing advisory arrangement, monthly or quarterly: we review priorities, decide the next moves and you get reasonable access for questions. It is hired only after a diagnosis, never cold — without having looked at the business in depth, an advisory arrangement is expensive conversation.
Execution —bookkeeping, registrations, filings, payroll— is not hired here. If it is needed, it goes to GCT1, the advisory firm I run in Elche (Spain), with its own quote and its own team. What you hire from me is judgement and supervision: deciding what needs doing and checking it gets done well.
Frequently asked questions
What if you find nothing?
Then the report will say so, with arguments — and that is also an answer worth money: knowing your structure holds and your margins are properly measured lets you grow without the background doubt, and make the big decisions knowing where you stand.
That said, it would be a first. In a business selling in several countries with revenue above €100,000 there is always something: a margin worse than believed, a country where too much or too little tax is being paid, a company that no longer serves any purpose.
Does it include execution?
No. The diagnosis decides what needs doing; doing it is a different job, with a different team and a different quote. If you want my firm to execute it, it goes to GCT1; if you prefer your current advisor to do it, the plan is written so you can hand it over.
That boundary is stated here and stated again in the proposal, so there are no misunderstandings later.
Why can’t my accountant do this?
I run an advisory firm, so I say this knowing the trade: they are two different jobs. An accountancy practice is built to keep you compliant — deadlines, forms, obligations, closings — and doing that well is already a full-time job.
What almost nobody has, at any firm, is two free weeks to stop and rebuild your margins by country or rethink your structure from scratch. It is not a flaw in your accountant: that assignment is simply not theirs, which is why it is hired separately.
How long does it take from when I write?
From the request to the call, a few days. From the call to the proposal, a couple more. And from your acceptance and the information arriving, two to three weeks to the session.
Slots are genuinely limited, so sometimes there is a wait to start. If there is one, I tell you on the call, not afterwards.
What do you need from me?
Documentation you already have —accounts, tax forms, sales reports by channel and country, cost detail— and around two to three hours of your time spread across the initial call, the odd question by email and the final session.
There is nothing new to prepare for me. If something does not exist, I rebuild it: that is part of the job.
Do you work with my current advisor?
Yes — it is the most common case. I am not here to replace anyone: I am here to look at the business from another angle and put in writing what should be done. Your advisor is often the best person to execute much of the plan, because they already know the house.
Is it confidential?
Yes. Everything you send me is treated as confidential, and if your company works under a signed NDA, one gets signed before starting, no problem.
Can I hire it if I’m not at €100,000 yet?
You can send the request anyway and we talk, but I will say it upfront: below that figure it rarely pays off. A business at that stage usually needs orderly execution before strategy, and the right place for that is GCT1.
I would rather tell you before charging you than after.
Is there a guarantee of results?
No — and be wary of anyone who offers you one. What you hire is analysis and judgement, not an outcome that depends on decisions you make, on how the plan is executed and on things neither of us controls — from a regulatory change to whatever your market does.
What is guaranteed is the scope: what the proposal says will be delivered is delivered, on the agreed timeline and at the fixed price.
Shall we look at it?
The first step is a three-question form. It exists so neither of us spends a call finding out this is not a fit.
Request the diagnosis →From €2,500 · Fixed quote before starting · Limited slots