Companies and growth
Build the company record before growth tests it.
Company structuring, founder arrangements, investment readiness and commercial contracts for Kenyan businesses.
01Written scope before work begins
02Indicative fees or pricing factors explained
03Digital-first document handling
04A clear response within one business day
Recognise the moment
This may be the right route if…
Start with the situation, not the legal label. We will confirm the correct scope after reviewing the basic record.
The founders are still relying on trust
Roles, equity, vesting, decisions, exits or intellectual property are not fully documented.
A customer or investor is ready
The company needs clearer contracts, records and ownership before diligence or negotiation.
The company is changing shape
New shareholders, capital, products, staff or markets are creating decisions the original structure did not anticipate.
Interactive diagnostic / about 2 minutes
Company readiness check
Answer three practical questions. The result is indicative guidance, not legal advice, and nothing is submitted.
Your indicative route
What we can take responsibility for
Scope, deliverables and fee clarity.
These are starting points rather than packages forced onto every matter. Third-party costs and final scope are confirmed separately in writing.
Founder and shareholder structure
- Decision and ownership review
- Founder or shareholder documents
- Implementation and records guidance
Investment readiness
- Corporate and IP record review
- Priority diligence clean-up
- Transaction support within scope
Commercial contracts
- Business-model and risk review
- Drafting or negotiation
- Reusable execution guidance
Professional fees exclude VAT and official or third-party disbursements unless the written quote states otherwise.
A visible working relationship
Know what happens on both sides.
The process changes with the matter. The responsibility to keep the route visible does not.
- 01
Map the company reality
YouShare the cap table, agreements, product and next commercial milestone.
HTLAWe compare the operating reality with the legal record.
- 02
Prioritise by consequence
YouConfirm the decisions that cannot wait and the available budget.
HTLAWe sequence founder, ownership, governance and contract work around the business.
- 03
Create a usable record
YouMake the agreed commercial decisions and execute the documents.
HTLAWe prepare the legal pack and explain how to maintain it as the company grows.
Representative engagement
A company is preparing for its first external investment
- Situation
- The business has customers and contributors, but founder terms, IP assignments and company records were assembled at different times.
- Legal route
- Clean the ownership and corporate record first, then support diligence and transaction documents from a reliable base.
- Safeguard
- Fundraising pressure should not force unresolved founder decisions into investor documents.
Before you instruct
Practical questions.
Clear answers help you decide whether to share documents, book advice or continue researching.
01When should founders sign an agreement?
As early as practical, before assumptions about roles, equity, decisions, vesting or exits become expensive disagreements.
02Can you prepare the company for investor due diligence?
Yes. We can review the corporate, ownership, IP, employment and material-contract record and prioritise gaps.
03Do you offer fixed-fee startup work?
Where the scope is sufficiently clear. Complex transactions and negotiations may be divided into priced stages.
04Can you act as ongoing outside counsel?
Yes, where the expected work, response model and monthly or staged scope can be defined clearly.
Choose the level of commitment
Move from uncertainty to a scoped next step.
Information on this page is general guidance and does not create an advocate-client relationship. Formal advice begins only after conflict checks and written engagement.