For the business
Welfare
and pensions.
Welfare and pension tools for the entrepreneur and for those who work with them: tangible benefits, tax efficiency and loyalty, built independently.
Those who run a business build everyone else's future and almost always postpone their own: the entrepreneur's pension is the last item on the agenda. Meanwhile the company rewards its people almost entirely through gross salary — the form of recognition that taxation erodes most. By welfare and pensions I mean the alternative: pension plans, cover and benefits for employees, management and the entrepreneur, designed so that the value set aside actually reaches the people it is meant for.
The work starts from what already exists: the collective agreement in force, severance provisions and where they sit, open pension positions, active cover and the cost of each. Only then do I design the architecture: supplementary pensions for the entrepreneur and key people, a welfare plan for employees, health and accident cover. Every instrument enters the plan after an independent comparison of costs, terms and soundness: I place no products and receive nothing from insurers or funds, so no contender wins the comparison before it starts.
The design of the plan and its coordination rest with me; the regulated activities do not. Welfare regulations, tax and employment-law compliance, the underwriting of cover: these belong to the accountant, the employment consultant and the authorised intermediaries of the network, whom I coordinate so the plan stays one. And when welfare and pensions touch the other dimensions of wealth — personal protection, generational transfer, the balance between business and family — I involve the professionals of the network and the reading widens to the direction of the Family Office. One test above all: a benefit is real when it is true for the person receiving it, not merely deductible for the company paying it.
What stays out — by choice
- Placing policies and pension funds. I am not an insurance intermediary: I analyse and compare; underwriting happens with authorised intermediaries. No retrocessions, from anyone.
- Tax and employment-law compliance. Welfare regulations, contracts and payroll belong to the accountant and the employment consultant of the network: I coordinate them, I do not replace them.
- Promises of returns. No forecasts on fund performance: I compare costs, investment lines and horizons, and every choice stays in writing with its reasons.
Every benefit compared before signing : costs and terms set side by side, so you know what the company spends and what actually reaches its people.
One architecture for the owner's pension and the team's welfare: two different needs, one coherent logic.
Benefits people understand — and use : a plan explained well is worth more than a generous one nobody knows about.
What it includes
Six components, one design: the pension of the person leading the business, the wellbeing of the people running it, and the tax advantage sustaining both.
The entrepreneur’s pension
Those who run a business tend to postpone their own pension: I analyse contribution records and supplementary instruments, compared independently.
Corporate welfare
The plan comes before the platform: people's real needs, the company's budget and written rules that everyone can understand.
Tax advantages
Tax law treats welfare and pensions better than gross salary: with the network's professionals I make sure the plan uses that space well.
Retaining talent
For the people you cannot afford to lose: dedicated pension and benefit instruments, with terms that tie value to staying with the firm.
Supplementary cover
Health, accident and long-term care: I compare terms, limits and exclusions; underwriting remains with authorised intermediaries.
Independent selection
I place no products and receive nothing from insurers or funds: an instrument enters the plan only if it survives comparison on cost and terms.
How I
work alongside you
Diagnosis
A picture of what exists: the agreement in force, severance provisions, open pension positions, active cover and their real costs.
Strategy
The written architecture of the plan: the owner's pension, welfare for the team and cover, with priorities and budget defined.
Execution
I coordinate the accountant, the employment consultant and authorised intermediaries: every regulated step goes to whoever is entitled to sign it.
Continuity
Periodic reviews of costs, take-up and cover: the plan follows a business that grows and people whose lives change.
Let’s talk about
your wealth.
A first confidential meeting, with no obligation, to understand where to start.
Request a meeting