GMA is the global / international marketing agency treating this city as a buyer-evaluation problem inside market-entry marketing. The work is the local-market website, proof order, offer language, SEO/AI visibility, paid path, and follow-up a foreign or outbound company needs before serious buyers move.
The 2025 UK non-dom reform has rerouted capital and residency, accelerated US-bound activity from London holding structures, and left the American-facing commercial materials describing a structure that has since changed. The rebuild is a public website and sales material correction, not a private restructuring.
The reform is a tax event. The commercial effect is a structural one. London-headquartered family offices that spent a decade assembling holding architecture around the non-dom regime are now operating inside a different posture. Some owners are relocating residency. Some are re-sequencing the next five years of capital deployment. Some are leaving the UK for jurisdictions where the new position resolves more cleanly. Some are staying in London and rebuilding around the new structure. In every one of these paths, the US appears earlier than it used to. A US co-investment that was scheduled for three years out moves to next quarter. A US platform build that was on the long list moves to the front. A US subsidiary that existed as an option becomes the anchor of the holding's forward motion.
The American-facing commercial materials are the part of the structure that lags. The holding brand, the operating-company positioning, the owner/CEO bios, and the US website, deck, and sales materials were built to describe a firm with a particular structure behind it. That structure has changed. The materials have not. The American buyer arriving at the public website and sales material encounters a description of a firm whose commercial identity no longer matches the structure counsel has already closed on. The buyer does not know that. What the buyer experiences is a set of signals that do not cohere: heritage that lands as misaligned, peer-set references that land as dated, and a holding narrative that describes a posture GMA no longer holds.
The correction is not the announcement of the reform. It is not a public explanation of why the structure changed. It is not transitional detail of any kind, because transitional detail belongs behind counsel and inside privileged communications. The correction is a surface rebuild: the US-facing materials describe GMA that now exists, in the register the American buyer is filtering on, without exposing the private work that got GMA from the prior structure to the current one.
The structure is already new. The public website and sales material is still describing the old one. The gap is where the US buyer starts asking questions GMA does not want to answer in public. House view on London non-dom reform and US entry
The three break together. Correcting any one of them without the other two leaves the US website, deck, and sales material still describing a firm the current structure does not match.
The fix preserves the home identity. It rebuilds the US website, deck, and sales material around the structure that now exists, without exposing any private detail of how GMA got there.
Six to ten weeks. Single US category, single corridor. Category anchor named, US-intermediary framing surfaced, holding narrative corrected, and the first wave of US-facing materials shipped into market.
See the Sprint →Three to six months. Full US rebuild across positioning, holding-brand narrative, owner/CEO bios, US-intermediary framing, and conversion path. Standard shape for London owners re-sequencing US activity under the new structure.
See the Build →Monthly retainer, twelve-month minimum. Ongoing rebuild-and-run across multiple US website, deck, and sales materials. Typical for London family offices and UK holding structures with several US-facing brands or operating companies moving in parallel.
See the Partnership →No legal services. No UK company formation or US entity formation. No FCA authorisation, L-1, E-2, EB-5, or O-1 visa work. No non-dom transitional advice, US tax residency planning, transfer pricing, trust restructuring, FATCA analysis, or double-tax-treaty analysis. No US banking introductions. No fiduciary services. No regulatory licensing. No IP filing. No contract drafting.
These belong with UK counsel who specialise in US entry, and with US counsel on the American side. GMA works inside the parameters they set. The non-dom reform is described here as commercial-reality context only. When a marketing decision carries legal or tax implications, GMA flags it and defers before execution.
The reform has altered the commercial reality around London-headquartered family offices, holding structures, and owners. Capital and residency are being rerouted toward Dubai, Singapore, Switzerland, and the US. US-bound activity is being re-sequenced earlier than originally planned. The tax posture has moved. The holding story, the US-facing positioning, and the owner/CEO bios that used to work have not caught up. The American buyer encounters materials that describe a structure that no longer exists. The correction is a rebuild of the US website, deck, and sales material to reflect the current structure, without exposing private transitional detail.
No. GMA does not provide non-dom transitional advice, UK or US tax structuring, double-tax-treaty analysis, FATCA analysis, residency planning, trust restructuring, or FCA or SEC regulatory guidance. Those decisions belong with UK tax counsel, US tax counsel, and the owner's fiduciaries. GMA describes the reform as commercial-reality context only, and designs US marketing system inside the structure counsel has already put in place.
First, the outdated holding narrative. The US-facing holding brand continues to describe a non-dom-era structure that has now changed. Second, missing US-intermediary framing. The materials do not address the US side of the capital flow that the new structure is routing into America. Third, category absence at the top of US materials. The American buyer is scanning for a category anchor in the first twenty seconds and encounters heritage, lineage, and discretion instead. The three break together. The correction sequences them: evaluation the holding-story gap, rewrite the US website, deck, and sales material, rebuild the execution layer.
Family-office-backed holdings where US co-investment or US platform-building is moving up the priority list. Cyber, medtech, biotech, and engineering-commercial operators inside UK holding structures whose US-bound motion has accelerated. Owners who are themselves relocating or re-sequencing residency and whose US-facing commercial identity needs to carry a new story without exposing private detail. Fiduciary-introduced international companies whose US-side commercial materials need a frame that matches the revised structure.
The public US website, deck, and sales material is rebuilt to reflect the new structure at the level of commercial identity: category, outcome, US peer set, US-intermediary framing. Private transitional detail, residency planning, counsel-managed structuring, and anything that belongs inside privileged communications stays inside privileged communications. GMA works from the finished structure counsel has put in place and publishes nothing that belongs behind that wall.
The wider marketing starting point for London-headquartered family offices, operators, fiduciaries, cyber, medtech, biotech, and engineering-commercial firms.
Back to the London gate →The sibling problem. UK brand credibility at home meeting an American buyer who filters on a different register even in shared English.
Evaluate the sibling problem →Market-Entry Marketing Sprint, Cross-Border Marketing Build, Global Marketing Partnership. The three routes through which the rebuild is delivered.
See the engagements →If the market is not responding, the first question is simple: what is the buyer not seeing, trusting, or doing yet?
| Action that should happen | The buyer should request a quote, ask for a call, send an RFQ, move a proposal forward, or hand the work to the right internal person. |
| What may be unclear | If that is not happening, the market may not understand the category, proof, offer, price, channel, service answer, or follow-up. |
| What to inspect | Check the page, sales deck, product proof, offer language, contact path, and follow-up before adding more traffic or more distributors. |
| Next step | If the break is commercial, continue to /engagements/ or /contact/#inquiry. |