Technology Law

A multinational subsidiary or regional hub based in South Africa doesn’t only carry local compliance risk. It carries cross-border risk too  –  trade, technology, media, mobility  –  and these areas tend to get less attention than governance and employment, right up until one of them becomes a live issue. A few places where that risk […]

The legal work on an energy project doesn’t stop once the PPA is signed and financial close is reached. A second layer of obligation runs alongside the deal  –  tax, environmental, procurement  –  and it tends to get less attention simply because it isn’t the headline document. A few places where that second layer catches

Legal and HR leads running a South African subsidiary or regional hub tend to assume global policy has already covered most of the risk. It usually hasn’t — not because the global framework is wrong, but because it wasn’t built for this jurisdiction. Here’s where that gap tends to actually sit. Local governance obligations don’t

Multinational subsidiaries often have no shortage of lawyers. There is the employment firm. The competition specialist. A privacy adviser. A commercial contracts firm. A regulatory specialist. Group has its preferred international firms. Procurement has another panel. And somewhere in between sits the local Head of Legal trying to make sure the advice actually joins up.

Every energy project moves through the same sequence of legal pressure points — regardless of technology, size, or who’s at the table. Knowing what each one actually requires, before you’re inside it, is what keeps a project moving instead of stalling at each handoff. Here are the moments that matter most, and what tends to

For a long time, grid connection sat relatively far down the list of issues that determined whether a South African energy project was commercially attractive. Developers focused on land, resource, technology, the buyer and the price. Grid connection was obviously important, but it was often approached as a technical workstream that would be resolved as

Founders rarely lose value in a sale because the business isn’t good enough. They lose it because the back of house wasn’t ready when the buyer started looking – and by the time it’s fixed, momentum and leverage are gone. Here are the six readiness basics we push founders to sort out early, because they’re

For fund managers and investment teams, the deal rarely stalls because the investment thesis is weak. It stalls because the legal mechanics around it – structuring, documentation, portfolio governance – weren’t built for the pace the fund needs to move at. Here are the six friction points we see most often, and design around, so

When a South African private equity or venture transaction closes, the cap table is usually clear enough: who owns which shares, in what proportion, with what rights. What is less often modelled with precision – and what causes the most significant surprises at the point of exit or partial realisation – is how the proceeds

Most founders think about tax in the context of an exit the way most people think about estate planning: something to address when the moment arrives, with the help of an accountant who can optimise whatever structure exists at the time. The problem with this approach is that the moment an exit becomes real is