Having a viable plan B in the event of a disruptive Brexit sounds sensible. One such strategy, could be setting up a European subsidiary, the geographical location of which will depend on a number of factors.
The decision to come to the UK is a relatively easy one for many overseas businesses faced with the uncertainty of Brexit. However that does not prevent the need for planning by any group considering coming to the UK at both the tax level and the employee level.
It was fascinating to hear the views of the room which included property developers and construction business owners. John Redwood’s observation was that digital transformation will have a significantly greater impact on business success than a short-term economic impact of the Brexit deal.
The different strands of the hotel and leisure sector face different challenges and carefully structuring for particular situations can help manage risk and provide management reward opportunities