Turn your idea into a real business

By grounding the basic numbers: who you sell to, at what price, what it costs to produce or deliver, and how much you need to invoice to cover costs. Before spending anything on incorporating, that conversation avoids a lot of grief. In the first consultation we work through that outline with you and tell you frankly what looks weak.

Incorporation is the small, predictable part: notary and registry fees, name certificate and procedural taxes, plus our fees. What really drives the budget is what comes after: premises, licences, equipment, staff and the months of cash needed until revenue covers costs. We help you size that cushion, which is where most projects fall down.

There are national, regional and local calls, and they change every year in amounts, deadlines and requirements, so a fixed list would be misleading. What we do is review, at the time of your consultation, which lines are open and fit your activity and location, and warn you which ones require that you have not started trading before applying.

For your own use, an honest outline of revenue, costs and cash flow is enough to start. The formal document becomes essential when a third party has to make a decision about your project: a bank, an investor, or the administration in an entrepreneur visa application, where the innovative character of the project is also assessed.

Yes. We work on bank financing, bringing in investor partners and mixed formulas, and we tell you what is realistic at your stage: a project with no revenue will rarely obtain bank debt, and not every project is investable by a fund. If your case fits private capital better, we channel it through our investor network.

That is when the important part starts: tax registrations, quarterly obligations, hiring, municipal licences if you have premises and accounting kept properly from the first entry. We support that phase, because early mistakes — a licence wrongly applied for, a late registration — are expensive later.