One team advises and executes. The same people who develop the strategy are the people who implement it — no briefing a second firm, no diffusion of accountability, no gap between recommendation and outcome.
Cyprus is a full EU member state with a very extensive double tax treaty network, a corporate tax rate of 15%, and a legal system founded on English common law. It is a regulated financial centre of substance — home to CySEC-licensed investment firms and EU-passportable intermediaries — and a genuinely efficient jurisdiction for holding structures, family offices, and cross-border transactions.
That advantage is real. But it requires expert navigation. The regulatory environment has changed materially over the past decade — BEPS, CRS, DAC6, and substance requirements have fundamentally altered what a compliant and effective Cyprus structure looks like. Arrangements designed a decade ago are frequently exposed by today's standards. Knowing how to build it right the first time — or how to fix what has drifted — is a specialism.
For international clients, the question is rarely whether Cyprus is the right answer. It usually is. The question is whether you have a firm that can deliver the outcome reliably, without requiring you to coordinate the legal, tax, banking and regulatory components yourself.
In most advisory markets — including Cyprus — strategy and execution are separated. A lawyer advises on the legal structure. A tax firm advises on the holding arrangement. A banker provides the facility. A compliance consultant handles the regulatory filing. Each firm does its part. Nobody is accountable for the whole.
For straightforward situations, this works well enough. For complex ones — cross-border transactions, multi-generational family wealth, regulated entity licensing, international tax restructuring — the fragmentation creates real risk. Strategy developed by one firm is executed by another, with inevitable loss of context, alignment, and accountability between the two.
International clients face a compounded version of this problem. They are navigating an unfamiliar jurisdiction, often at a distance, with no easy way to evaluate whether the advice they are receiving is joined up or whether the execution will match the strategy they agreed.
This is the problem Implemented Consulting was built to solve. Not by being generalists. By integrating the professional expertise — actuarial, legal, accounting, banking, tax, regulatory — that underpins our six service disciplines, and keeping them under one engagement team from start to finish.
When advice and execution sit with the same team, nothing is lost in translation. The commercial logic that shaped the strategy is the same logic guiding the implementation. The context that matters — family dynamics, banking relationships, regulatory sensitivities — does not have to be re-explained to a new set of people.
When advice and execution are separated across firms, responsibility diffuses. Each firm is accountable for its segment; nobody is accountable for the outcome. We carry complete accountability for both — which means we are invested in results, not just recommendations.
Most advisory firms are one discipline deep. Our six disciplines — M&A, family, tax, licensing, banking, business advisory — are each grounded in distinct professional expertise: actuarial, legal, accounting, banking, tax, regulatory. Each informs the others. The integration is the advantage.
A significant part of our work comes through referral — from lawyers, bankers, wealth managers and fiduciary companies who have a client situation that requires more than their own practice can provide.
What we offer referral sources is not just a firm to hand clients to. It is a firm that will take full ownership of the engagement, keep you informed where appropriate, and return the client in better shape than they arrived — without eroding the relationship you have built with them.
We are not a competitor to the law firm or the private bank. We sit alongside them — handling the complexity that falls between disciplines, or the execution that the referring firm does not have the infrastructure to deliver.
If you have a client whose situation involves Cyprus structuring, an M&A process, a banking renegotiation, or a regulatory licensing challenge, we are happy to have a preliminary conversation at no obligation.
We begin every potential engagement with a direct conversation — no forms, no preliminary questionnaires. We want to understand the situation first. If we are the right firm for it, that will be clear quickly. If we are not, we will say so.
A direct conversation with one of the partners — not a business development team. We ask questions; you ask questions. We establish whether the situation is one we can materially help with and what that help would look like.
For situations with sufficient complexity, we undertake a structured assessment — understanding the full picture across disciplines before recommending an approach. This is where the integration of our disciplines matters most: the tax question and the banking question and the legal question are assessed together, not in isolation.
Once scope and terms are agreed, the same team that assessed the situation executes it. There is no handoff to a delivery team. The partners remain in the engagement through to outcome.
Most client relationships do not end at the first engagement. As circumstances evolve — new transactions, regulatory changes, generational transitions — we are already familiar with the structure, the family or business, and the decisions that shaped what exists. That continuity has real value.
Costas brings over twenty years of experience across financial markets, risk and advisory — built in London and applied since in senior roles in Cyprus. At BNP Paribas he structured investment solutions for insurance companies, pension schemes and provident funds across Europe; at PSolve Asset Solutions he delivered investment advice to institutional clients. That training taught one lesson above all others: the quality of advice is only as good as the rigour behind it.
Returning to Cyprus, that rigour was applied in senior risk and treasury roles — Chief Risk Officer at CNP Assurances, establishing the group risk framework under Solvency II; Head of Treasury at Barclays, managing trading, derivatives and business development across Russia and Greece.
Today, the work integrates risk, legal, banking, accounting and international tax thinking into a single, coherent advisory practice. Intellectually demanding by design. Operationally grounded by necessity.
Clients are families, business owners and regulated organisations. They engage when the stakes are high enough that getting it right matters more than getting it cheap — and when they need one team that can both think and deliver.
Based in Nicosia. Working across Cyprus, Greece and internationally.
George brings twenty years of experience across international tax, financial services advisory and regulated entity work — built first at PwC and applied since at Citius Trust and in board-level roles across the region.
At PwC, he worked across both the Assurance and International Tax Advisory divisions. In Assurance, he was part of the financial services team — auditing banks, investment firms and regulated entities. That work gave him a direct understanding of how financial institutions read documentation, assess risk, and apply regulatory scrutiny. Moving into International Tax Advisory, he managed portfolios of large multinational groups across real estate, oil and gas, automotive and banking. That progression built a specific discipline: understanding how structures behave not just on paper, but under examination — by regulators, by counterparties, by auditors.
He serves as non-executive director of a pan-European real estate investment group with assets under management exceeding €1.8 billion. He serves as internal auditor and compliance officer to Granfeld Wealth Management, a CySEC-licensed Cyprus Investment Firm. He holds the CySEC Advanced Certificate.
At Citius Trust, his work spans international tax restructuring, tax investigations, regulated entity advisory and complex transaction support. He led the cross-border registration of a €4 million aircraft across six authorities — the engagement documented in our Selected Work.
He qualified as a Chartered Accountant with the Institute of Chartered Accountants in England and Wales, holding the FCA designation. He holds an MSc in International Accounting and Finance and a BSc in Mathematical Science with Finance and Economics, both from City University London.
Inga brings twenty years of cross-border legal and advisory experience, applying strong conceptual, human and strategic skills to guide clients through complex, multi-jurisdictional environments.
At Citius Trust, her licensing work has spanned Investment Firms, Alternative Investment Fund Managers and Alternative Investment Funds — managing the licensing process, documentation and client engagement throughout the CySEC approval cycle. Her advisory work also covers M&A transactions, group reorganisations and cross-border corporate matters, supporting international groups, families and business owners with corporate structuring and succession planning.
She holds an LLB and LLM in International Commercial Law with a major in M&A, completed in Latvia. Her early career focused on advising on investment projects with private equity funds, before she relocated to Cyprus, where she held leadership roles heading the corporate practices of several professional firms.
She is currently completing an Executive MBA at SDA Bocconi in Milan, expanding the connection between legal expertise, financial insight and business leadership.
Whether you are a client with a situation or an intermediary with a referral, we are happy to speak directly — no forms, no obligation.
info@citiustrust.com