An international move, a new property purchase or a change in family circumstances can affect how wealth is owned and passed on. For families with assets and relatives in different countries, those decisions often involve more than one legal and tax system.

The scale of the coming transition is significant. Savills estimates that around $84 trillion is expected to move between generations over the next two decades. Its research also describes wealth holders as increasingly global and mobile, with families weighing business opportunities, wealth planning, lifestyle and family needs when choosing where to live and invest.

The UAE is part of that wider picture, with its markets attracting people and capital from many regions. A recent Khaleej Times report highlights growing interest from US property buyers, but that is one example of a broader international trend, not the whole story.

A common mistake is to focus on the investment first: choosing a property, platform or portfolio before deciding who should own it, how it should be held and what happens if the owner dies or loses capacity. A well-chosen investment can still create difficulties if the ownership and succession arrangements are unclear.

The following seven steps offer a practical starting point for internationally mobile families and the advisers who support them.

A family plans international wealth ownership and succession together around a world map

1. Build a clear picture of the family’s assets

Start with an inventory. List property, companies, investment accounts, pensions, insurance, private investments and other significant assets. For each, record:

  • Where it is located and who legally owns it
  • How it is held, for example, personally or through a company
  • Any co-owners, beneficiaries, loans or restrictions
  • Relevant wills, shareholder agreements and other documents

Include liabilities and key family details, such as citizenships, current and planned residences, marriages and dependants. The aim is not to create a complicated legal chart; it is to identify what exists, who is connected to it and where advice may be needed.

This is particularly important when the family’s wealth spans several countries. As Addleshaw Goddard notes in its succession planning briefing, internationally held assets can involve different inheritance, corporate and tax rules.

2. Map tax residence and other country connections

Immigration residence and tax residence are not the same thing. A visa or a home in one country does not, by itself, settle tax obligations in every country connected to a family member.

Ask qualified advisers to review where each family member may be tax-resident, where they are a citizen or domiciled (where that concept applies), and whether a former country may continue to tax certain income, assets or transfers. Family members can have different answers, even when they live in the same household.

Keep records that help support the family’s actual circumstances, such as travel days, homes and financial or personal ties. The relevant tax authority explains its Tax Residency Certificate process, but a certificate does not replace advice on another country’s rules.

The goal is not to assume that relocating internationally removes obligations elsewhere. It is to understand the rules before relocating, transferring assets or making a major investment.

3. Decide what should own what

Once the family’s position is mapped, consider how each asset should be held. Depending on the family’s needs and the relevant laws, options may include direct ownership, a company, a trust, a foundation or a combination.

These structures are not interchangeable. A trust generally involves a trustee holding and managing assets under agreed terms for beneficiaries. A foundation is generally a separate legal entity governed by its constitutional documents. A private trust company (PTC) may act as trustee for a family’s trust and offer a family-specific governance arrangement, but it also brings responsibilities and costs.

The right structure depends on the assets, family objectives, applicable law, tax treatment and ongoing administration. It should not be chosen simply because it is fashionable or because one family used it successfully. Bedell Cristin’s overview of Middle East family offices and structures highlights how families may combine regional and international vehicles to address governance and succession needs.

4. Plan specifically for property in different countries

A will prepared in one country should not be assumed to settle the transfer of property in another. The property’s location, ownership, the applicable succession rules and the local registration process can all matter. A foreign will may be relevant, but families should confirm how it works alongside local documents and procedures.

For each property in the UAE, confirm who is registered as owner, whether it is held personally or through a company, and whether any mortgage or ownership conditions apply. Then ask local and home-country advisers how it fits into the wider estate plan.

This is important before signing a purchase contract, not just after. If a property is to be held through a trust, foundation or company, check that the intended arrangement is legally and practically suitable for that property and its registration. Chambers’ Private Wealth 2026 jurisdiction-specific guide discusses the need to coordinate succession documents and consider assets on a case-by-case basis.

5. Align currencies, ownership records and account details

International families often hold assets in different currencies, through several institutions and under different legal names. Keep a consistent record of the ownership chain and the currency in which each asset, liability and future expense is measured.

Check that the land registry, bank, investment platform and company records agree on the legal owner. Where a company or structure is involved, confirm that its registers and supporting documents are current. Make a note of account signatories, access arrangements and any restrictions on transfers.

Currency planning is also practical succession planning. A family may have assets in one currency and expenses or obligations in another. Understand where exchange-rate movements could affect liquidity, distributions or the value recorded in family reports. Avoid moving assets between currencies or owners without checking the legal, tax and transfer-cost implications first.

6. Set governance and plan for incapacity

A structure needs clear rules for decision-making, not just a name on a document. Families should discuss who can make investment decisions, how distributions are considered, how conflicts are addressed and how future decision-makers are appointed.

Capacity planning matters too. Consider what happens if a founder becomes unable to manage their affairs. Review available powers of attorney, company signatories, trustee or council appointments and the practical steps required by banks and other institutions. The rules and available tools differ by jurisdiction, so get advice before relying on a document prepared elsewhere.

Good governance does not need to be overly formal. It does need to be clear enough that family members and professional advisers know what to do when circumstances change. This is one reason family office and succession planning has become a broader governance discussion, as Bedell Cristin’s briefing also describes.

7. Document the plan and prepare the next generation

A plan only works if it is properly implemented. Ensure that assets are transferred into the intended structures, where appropriate, and that account, company and property records reflect the plan. Keep signed documents, professional advice, valuations and decisions in a secure, accessible place.

Then explain the plan to the next generation. They do not need every private detail at once, but they should know where to find key information, who to contact and what responsibilities may pass to them. A planned handover can help reduce confusion at an already difficult time.

Set a regular review date and revisit the plan after major events such as a relocation, marriage, divorce, birth, death, business sale or property purchase. Laws and family circumstances change; the documents should be checked accordingly.

Structure before investment

UAE property may form part of a family’s international plans, but a destination or investment cannot replace careful ownership and succession planning. The order matters: understand the family’s jurisdictions, agree the purpose of each structure, plan for property and succession, then choose investments that fit.

At Capital FinServ International, our approach is to consider ownership and succession before discussing an investment or property purchase. We explain platform costs and fees line by line before a commitment and disclose relevant developer arrangements. For professional intermediaries, our introducer arrangements include non-solicitation protections designed to keep the client relationship with the introducer.

Explore our family office and trust formation services, UAE property consulting or contact our team. We are not a law firm or tax adviser; families should obtain independent legal and tax advice in every relevant jurisdiction.

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