Start Summit 2026

For AI‑driven and data‑driven businesses, the EU AI Act and related rules now shape product and funding decisions. Many teams need clarity on whether their systems fall into High‑Risk categories, what that means for documentation, testing and governance, and how this interacts with existing GDPR and cyber security obligations. Getting these wrong risks blocked launches, regulatory friction and difficult conversations with institutional or corporate investors.

We help you map your AI use cases to the AI Act, design lean but robust governance frameworks and align data sourcing, training and security practices with European expectations.

We also support you in making your AI‑ and data‑driven products, services and business models compliant with EU cyber security regulations (including the NIS2 Directive, Cyber Resilience Act and Digital Operational Resilience Act), the Data Act and the GDPR.

The aim is not to slow you down, but to make your product roadmap compatible with the August 2026 timeline and to give boards and investors confidence that “regulatory debt” around AI and data is identified, prioritized and under control.

For FinTechs and crypto‑asset service providers, the end of MiCA transition periods on 1 July 2026 is a hard stop, not a theoretical milestone. Founders and investors need to know whether the current model requires a MiCA licence, which EU jurisdiction is the best hub, and how to serve EU clients from Switzerland, the UK or the US without overstepping local rules. The choices you make now determine whether you can scale across the Single Market or are forced into costly restructuring.

We work with you to perform a regulatory “health check”, define a licensing and passporting strategy and translate it into concrete steps with regulators and partners. This includes structuring token and DLT models in line with MiCA and related financial regulation. The result is a clear, credible path to maintain and expand EU business – and a regulatory story that holds up in due diligence and investor discussions.

As companies move from local traction to pan‑European or global scale, early structural decisions often come under pressure. Founders and investors ask whether a US‑first or Europe‑first approach fits their customers, teams and financing pipeline, how to organise holdings across Germany, the Netherlands, Luxembourg or other jurisdictions, and how to design employee participation programs that work under new tax and labour law frameworks. Poorly aligned structures can slow funding rounds, complicate exits and create unnecessary friction with stakeholders.

We help you assess and, where needed, adjust your corporate architecture so it supports your growth strategy. That may mean selecting or refining your European holding structure, modernising employee participation schemes or structuring future financing rounds with cross‑border syndicates in mind. The goal is a coherent, scalable framework that investors recognise and that does not need to be rebuilt under time pressure shortly before a major transaction.

Rapid international expansion and remote‑first models create tax exposures that are easy to overlook but expensive to fix. Distributed teams can unintentionally create permanent establishments, cross‑border value chains raise transfer pricing questions and moves of IP or functions trigger exit taxation and “dry income” scenarios. For crypto‑related businesses, DAC8 introduces new reporting obligations that must be reflected in systems and processes well before enforcement bites.

We work with you to map where and how your business actually operates, identify current and future tax touchpoints and design structures that support expansion without unnecessary leakage or surprise liabilities. This includes planning IP locations and reorganisations, addressing remote‑work implications and preparing for DAC8 and related transparency rules. The objective is straightforward: to keep tax from becoming the hidden factor that derails your next funding round, strategic deal or market entry.