A useful first conversation starts with a clear account of what the business is intended to do. You do not need to arrive with every detail settled. You should be able to explain the objective, the people involved and the decisions that still need professional input.
This article is general information. It is not legal or tax advice, and it does not recommend a location, entity type or structure.
Describe the business objective
Start with the practical reason for considering a company. Explain the intended activities, likely customers or counterparties, expected markets and how the business may earn or receive money. If there is an existing group, joint venture or project, describe how the proposed company may relate to it.
Avoid choosing technical language simply because it sounds familiar. A concise description of the real commercial plan gives an independent provider better context for asking relevant questions.
Identify the people and decisions involved
Be ready to outline the expected owners, directors or other decision makers. Note whether any details remain undecided and who has authority to make the final choice. If another adviser is already involved, explain that person's role without assuming that one provider will rely on another provider's work.
Ownership, control and activity information may affect a provider's review. The independent provider decides what information it needs, whether the proposed work fits its scope and whether it accepts the engagement.
Prepare a realistic timeline
Distinguish a preferred date from a fixed external deadline. Mention commercial dependencies, planned contracts and any sequence that matters. Formation is only one part of a wider process. Banking, payment arrangements, accounting, contracts and other professional work may follow separate reviews and timelines.
Acceptance, timing and results are not guaranteed by an introduction or initial discussion. Written scope and timing should come from the provider that accepts the work.
Share basic context first
For an initial conversation, focus on ordinary business context rather than sensitive records. Do not send passports, identity records, banking details, tax identifiers or KYC files through a general website inquiry. If a provider proceeds, it should explain what records are required and provide an appropriate route for collection.
A short preparation note can cover:
- the commercial objective and intended activities;
- expected ownership and control;
- likely markets and counterparties;
- the preferred timing and reasons for it;
- open questions that need professional judgment; and
- advisers or providers already involved.
Understand the roles
Starboard can help clarify the request and coordinate an introduction. It does not decide the appropriate structure or perform the provider's professional work. Each independent provider conducts its own review, sets its own fees and terms, and decides acceptance.
Use the consultation to test whether the provider understands the objective, what its proposed scope includes and what remains outside that scope. Ask who will handle each next step, which information is needed and how changes will be communicated. A clear record of those answers is more useful than assumptions made before the engagement begins.