M&A advisory Kenya helps business owners, shareholders, investors and acquiring companies evaluate, structure and execute transactions involving businesses, shares or assets. The work can cover valuation, financial due diligence, tax considerations, transaction structuring, negotiations, deal documentation support and closing preparation.
Selling or buying a business is rarely just a matter of agreeing on a price.
A transaction can involve financial analysis, valuation, tax, corporate records, contracts, employees, debt, working capital, intellectual property, regulatory requirements, ownership rights and negotiations over what happens after completion.
For a seller, the objective may be to maximise value while protecting the certainty of completion.
For a buyer, the objective may be to determine whether the target is worth acquiring and whether the risks identified during due diligence are manageable.
For shareholders, the transaction may represent a major liquidity event, succession decision or strategic change.
For management, it may determine the future ownership and direction of the company.
That is why M&A advisory Kenya should be approached as a transaction process rather than a single valuation exercise.
A properly managed transaction brings together financial information, commercial evidence and transaction strategy so that decision-makers understand what they are buying, selling or negotiating.
For transactions that fall within Kenya’s merger-control framework, the Competition Authority of Kenya (CAK) regulates mergers and acquisitions and assesses notified transactions for competition and public-interest considerations. CAK defines a merger broadly to include acquisition of shares, a business or other assets that results in a change of control.
What Is M&A Advisory in Kenya?
M&A advisory is professional support provided during the evaluation, negotiation and execution of a merger, acquisition, business sale, share sale or related corporate transaction. It can connect financial analysis, valuation, due diligence, tax, transaction structure and negotiations.
M&A stands for mergers and acquisitions.
A merger generally involves businesses combining or restructuring their ownership or operations.
An acquisition occurs when one party acquires control or ownership of another business, its shares, assets or part of its operations.
In practice, transactions can take many forms:
- Sale of an entire company.
- Sale of a controlling shareholding.
- Sale of a minority stake.
- Acquisition of another company.
- Acquisition of selected business assets.
- Acquisition of a business division.
- Strategic investment.
- Management buyout.
- Shareholder exit.
- Business succession transaction.
- Group restructuring.
- Joint venture.
- Merger or consolidation.
The financial and commercial implications differ depending on the structure.
For example, buying shares in a company can mean acquiring both its operating assets and its existing obligations.
Buying selected assets may allow a buyer to leave certain liabilities behind, but it can create different tax, contractual, employee and operational considerations.
The transaction therefore needs to be analysed before the parties become committed to a structure that does not adequately reflect their objectives.
When Should You Use M&A Advisory Kenya Services?
M&A advisory can become valuable well before a transaction is formally announced. Early preparation allows owners and buyers to identify valuation issues, financial weaknesses, tax exposures, documentation gaps and transaction risks before negotiations become expensive or difficult to change.
Consider professional transaction support when you are:
Selling a business
If you are considering selling your company, preparation should begin before approaching buyers.
A buyer will typically want to understand:
- Historical revenue.
- Profitability.
- Cash flow.
- Working capital.
- Debt.
- Customer concentration.
- Supplier concentration.
- Assets.
- Contracts.
- Employees.
- Tax compliance.
- Ownership.
- Legal obligations.
- Future growth prospects.
Preparing these areas early can reduce surprises during due diligence.
Buying a business
When buying a business in Kenya, the buyer needs to establish whether the target’s reported financial performance reflects its sustainable economics.
Questions may include:
- Are reported revenues supported?
- Are margins sustainable?
- Are customers concentrated?
- Are receivables collectible?
- Is inventory correctly valued?
- Are there undisclosed liabilities?
- Are taxes up to date?
- Are key contracts transferable?
- Does the company actually own its assets?
- Are there related-party transactions?
- Is the business dependent on the founder?
These questions affect both price and transaction structure.
Preparing for a shareholder exit
An individual shareholder may want to sell part or all of their interest without selling the entire business.
That can require analysis of:
- Shareholding.
- Articles and shareholder agreements.
- Transfer restrictions.
- Minority rights.
- Valuation.
- Existing debt.
- Distributions.
- Future funding.
- Potential buyers.
Considering a strategic acquisition
A company may acquire another business to:
- Enter a new market.
- Acquire customers.
- Add products.
- Obtain technology.
- Expand geographically.
- Acquire skilled employees.
- Increase production capacity.
- Strengthen distribution.
- Remove a competitive constraint.
- Obtain strategic assets.
The acquisition should therefore be evaluated against the buyer’s broader commercial strategy.
Selling a Business in Kenya: What Should Owners Prepare?
Selling a business in Kenya requires more preparation than determining an asking price. Sellers should organise financial records, tax information, contracts, ownership documents, operational data and a defensible valuation before serious buyer due diligence begins.
One of the biggest transaction mistakes is waiting for a buyer to request information before preparing it.
A better approach is to conduct a sell-side readiness review.
This can examine:
Financial records
Prepare and reconcile:
- Annual financial statements.
- Management accounts.
- Trial balances.
- General ledger information.
- Revenue schedules.
- Expense analysis.
- Bank information.
- Debtor ageing.
- Creditor ageing.
- Fixed-asset records.
- Debt schedules.
Commercial information
Organise:
- Customer lists.
- Major customer contracts.
- Supplier agreements.
- Sales pipeline.
- Pricing information.
- Recurring revenue.
- Key performance indicators.
- Market information.
Corporate records
Review:
- Shareholding.
- Company registration information.
- Directors.
- Share certificates and transfer records.
- Shareholder agreements.
- Board and shareholder resolutions.
- Material corporate contracts.
Kenya’s Companies Act provides rules around share transfers, including the requirement for a proper transfer document and registration of the transfer.
Tax information
Review:
- Income-tax filings.
- VAT records where applicable.
- PAYE.
- Withholding tax.
- Tax assessments.
- Outstanding liabilities.
- Tax disputes.
- Payment arrangements.
Tax should be considered early because transaction structure can affect the financial outcome for the seller and buyer.
KRA states that capital gains tax is generally charged at 15% of the net gain, while the applicable treatment depends on the nature of the property and transaction. KRA also identifies specific rules for certain share and property transactions and exemptions.
The precise tax treatment should therefore be assessed for the actual transaction rather than assumed from a generic business-sale formula.
Buying a Business in Kenya: What Should Buyers Investigate?
Buying a business in Kenya requires independent verification of the target’s financial, tax, commercial and operational position. The buyer should test the assumptions underlying the purchase price rather than relying exclusively on management representations.
A buyer’s due-diligence process may examine several areas.
Financial due diligence
This asks whether the reported financial performance is accurate and sustainable.
Review:
- Revenue trends.
- Gross margins.
- EBITDA.
- Operating expenses.
- Cash generation.
- Working capital.
- Capital expenditure.
- Debt.
- Exceptional items.
- Related-party transactions.
Tax due diligence
Review:
- Filed returns.
- Tax payments.
- Tax audits.
- Assessments.
- Disputes.
- Tax losses.
- VAT.
- PAYE.
- Withholding taxes.
- Other applicable obligations.
Commercial due diligence
The buyer should understand:
- Customer concentration.
- Market position.
- Competitive environment.
- Pricing.
- Customer retention.
- Supplier dependence.
- Sales pipeline.
- Contract duration.
- Revenue concentration.
Operational due diligence
This may cover:
- Premises.
- Equipment.
- Technology.
- Human resources.
- Production capacity.
- Systems.
- Supply chain.
- Key-person dependency.
Legal and corporate due diligence
Legal advisers will normally address the legal aspects of the transaction, while financial advisers can help identify the financial implications of issues discovered.
Potential areas include:
- Ownership.
- Contracts.
- Litigation.
- Licences.
- Intellectual property.
- Employment obligations.
- Security interests.
- Shareholder rights.
A buyer should not assume that a profitable target is automatically a good acquisition.
The question is whether the business’s future economic benefits justify the total cost and risk of the transaction.
Business Valuation Before an M&A Transaction
Valuation provides a framework for negotiating what a business may be worth, but the final transaction price can differ because of structure, competition, financing, strategic value, risk, negotiation and transaction-specific terms.
Valuation is one of the central components of M&A advisory Kenya.
A business may be valued using one or more approaches, depending on its characteristics and the purpose of the transaction.
Common approaches include:
Earnings-based valuation
A multiple may be applied to a sustainable earnings measure such as EBITDA.
The difficult part is determining sustainable earnings.
One-off costs, owner-related expenses, unusual income and exceptional events may need careful analysis.
Discounted cash flow
A discounted cash flow model estimates value based on expected future cash flows and an appropriate discount rate.
This approach can be useful where future cash generation is central to the investment case.
Asset-based valuation
This considers the value of the business’s assets and liabilities.
It can be particularly relevant for asset-heavy businesses or situations where asset values provide an important reference point.
Market evidence
Comparable transactions and comparable companies can provide context where sufficiently relevant information exists.
No single method automatically produces the “correct” price.
A serious valuation should explain:
- Methodology.
- Historical financials.
- Forecasts.
- Assumptions.
- Adjustments.
- Risk factors.
- Sensitivities.
- Valuation range.
Adamjee’s business valuation services can form part of the wider transaction preparation process.
Financial Due Diligence: Finding What the Headline Numbers Miss
Financial due diligence tests whether the financial information presented by a target reflects sustainable earnings, working capital and cash generation. The objective is to identify issues that could affect valuation, purchase price or transaction terms.
A target may report KSh 50 million of EBITDA.
That number alone does not tell a buyer enough.
The buyer may ask:
- How much of EBITDA is recurring?
- Are there unusual expenses?
- Are owner expenses mixed with business costs?
- Are related-party transactions at market terms?
- Are customer contracts renewable?
- Is working capital sufficient?
- Are receivables collectible?
- Is inventory obsolete?
- Are there unpaid obligations?
- Is capital expenditure understated?
This is where quality of earnings analysis becomes important.
The adviser may distinguish between:
Reported EBITDA
and
Sustainable or adjusted EBITDA
The adjustments need evidence.
The purpose is not to make EBITDA look higher.
It is to understand the level of earnings a buyer can reasonably expect the business to generate after the transaction.
Working capital is similarly important.
A business can appear profitable while requiring substantial cash investment because customers pay slowly or inventory levels are high.
The transaction may therefore require a normalised working-capital analysis.
Deal Structure: Price Is Not the Only Negotiation
The headline purchase price does not describe the entire economics of an acquisition. Payment timing, debt, working capital, earn-outs, escrow, warranties, indemnities, retained ownership and other terms can materially affect the transaction outcome.
Two deals with the same headline price can have very different economic results.
Possible structures include:
Cash at completion
The seller receives the agreed consideration at closing, subject to the transaction terms.
Deferred consideration
Part of the purchase price is paid later.
Earn-out
Additional consideration depends on agreed future performance or milestones.
Retained equity
The seller retains a stake after the transaction.
Vendor financing
The seller effectively finances part of the purchase price.
Debt-funded acquisition
The buyer uses external borrowing to finance the acquisition.
Combination structure
A transaction may combine cash, shares, deferred consideration and other mechanisms.
The appropriate structure depends on the commercial circumstances and the parties’ objectives.
Financial modelling can help demonstrate the effect of different structures on cash flow, debt service, ownership and returns.
Due Diligence in M&A Transactions
Due diligence should be risk-focused rather than simply document-heavy. The objective is to identify matters that could change the price, structure, warranties, financing requirements or decision to proceed.
A transaction data room may contain:
Corporate
- Registration documents.
- Shareholding records.
- Board resolutions.
- Shareholder agreements.
Financial
- Financial statements.
- Management accounts.
- Trial balances.
- Budgets.
- Forecasts.
- Bank statements.
- Debt schedules.
Tax
- Returns.
- Tax computations.
- Assessments.
- Correspondence with KRA.
- Payment records.
Commercial
- Customer contracts.
- Supplier agreements.
- Pricing.
- Sales data.
- Major commercial arrangements.
Human resources
- Employee schedules.
- Employment contracts.
- Benefits.
- Key-person information.
Assets
- Fixed-asset register.
- Property information.
- Equipment records.
- Leases.
Legal
- Litigation.
- Material agreements.
- Licences.
- Intellectual property.
- Security interests.
The precise scope depends on the transaction.
M&A Tax Considerations in Kenya
Tax should be analysed before the transaction structure is finalised because the tax consequences can differ depending on whether the transaction involves shares, assets, restructuring or other arrangements. Obtain transaction-specific tax advice rather than relying on a generic tax rate.
Tax considerations may include:
- Capital gains tax.
- Corporate income tax.
- VAT where applicable.
- Withholding tax.
- Stamp duty.
- Tax losses.
- Transfer pricing.
- Tax liabilities inherited through an acquisition.
- Tax treatment of restructuring.
KRA’s current guidance states that CGT is generally 15% of the net gain and that the seller/transferor is responsible for the tax at the applicable tax point. KRA also provides specific treatment for certain securities and restructuring transactions.
The transaction structure therefore matters.
For example, a share acquisition and an asset acquisition should not automatically be treated as economically or tax-wise equivalent.
The parties should establish the applicable treatment before signing binding documents.
Kenya’s tax environment is also subject to legislative changes. KRA’s 2026 Finance Act guidance notes amendments affecting several tax laws and confirms that most of the changes took effect from 1 July 2026.
For this reason, M&A tax analysis should be based on the rules applicable at the actual transaction date.
Competition Authority of Kenya and Merger Control
Not every acquisition has the same regulatory requirements. Transactions that meet applicable merger-control criteria may require notification to the Competition Authority of Kenya, while certain transactions may qualify for exclusion or other treatment under the applicable guidelines.
CAK regulates merger transactions under the Competition Act and assesses their effect on competition and public interest. CAK states that a merger can include acquisition of shares, a business or other assets resulting in a change of control.
CAK also provides merger notification forms and consolidated merger guidelines.
The parties should therefore assess merger-control requirements early.
This can be particularly important where:
- The buyer is acquiring control.
- The transaction involves significant Kenyan turnover or assets.
- The parties operate in overlapping markets.
- The transaction could affect market structure.
- Regulatory approval is a condition of completion.
CAK publishes merger-filing fees based on the applicable turnover or asset thresholds, and the relevant filing route should be confirmed for the specific transaction.
M&A financial advisers can coordinate the financial information required for the wider transaction process, while specialist legal counsel should advise on regulatory filings and legal execution.
M&A Advisory Kenya: Buy-Side vs Sell-Side Advisory
Buy-side and sell-side advisory have different objectives. Buyers focus on price, risk, funding and future returns, while sellers focus on value, buyer quality, transaction certainty and the terms on which they exit.
Sell-side advisory
A seller may need help with:
- Exit planning.
- Business valuation.
- Financial normalisation.
- Preparation of historical financials.
- Buyer information packs.
- Data-room preparation.
- Buyer due diligence.
- Deal analysis.
- Negotiation support.
- Completion preparation.
Buy-side advisory
A buyer may need help with:
- Target screening.
- Financial analysis.
- Valuation.
- Financial due diligence.
- Commercial assessment.
- Transaction modelling.
- Deal-structure analysis.
- Funding requirements.
- Negotiation support.
- Post-acquisition financial planning.
The adviser should remain clear about the client’s role and objectives throughout the process.
Is an M&A Adviser the Same as a Business Broker in Kenya?
A business broker and an M&A adviser can overlap in helping connect buyers and sellers, but they are not necessarily the same service. M&A advisory can involve deeper financial analysis, valuation, due diligence, transaction structuring and financial negotiation.
The phrase business broker Kenya is often used by owners looking for someone to help sell a business.
A broker may focus heavily on:
- Finding potential buyers.
- Marketing the business.
- Managing initial enquiries.
- Facilitating introductions.
- Supporting negotiations.
M&A advisory can extend considerably further.
A transaction adviser may analyse:
- Sustainable earnings.
- Working capital.
- Debt.
- Cash flow.
- Valuation.
- Transaction structure.
- Funding.
- Tax implications.
- Financial due diligence.
- Purchase-price mechanisms.
For a small owner-managed business, a broker may be appropriate for certain aspects of the process.
For a complex transaction involving multiple shareholders, significant financing, regulated activities or substantial due diligence, broader transaction advisory may be required.
The right support depends on the transaction.
Deal Advisory Nairobi for Complex Transactions
Deal advisory Nairobi services can support companies that need transaction-specific financial analysis without treating every acquisition or sale as a standard business sale. The work should be tailored to the transaction size, structure, industry and decision being made.
Deal advisory may cover:
- Acquisition modelling.
- Purchase-price analysis.
- Financial due diligence.
- Valuation.
- Transaction structuring.
- Funding analysis.
- Working-capital analysis.
- Quality of earnings.
- Scenario modelling.
- Post-deal financial planning.
For a Nairobi-based business acquiring a competitor, for example, the model could compare:
Remain independent
versus
Acquire competitor
The analysis may include:
- Purchase price.
- Financing cost.
- Additional revenue.
- Cost synergies.
- Integration costs.
- Working-capital requirements.
- Additional headcount.
- Capital expenditure.
- Debt repayment.
- Combined cash flow.
This helps management understand whether the proposed acquisition makes financial sense under different assumptions.
Post-Acquisition Planning Matters
Closing the transaction is not the end of M&A advisory. The buyer should understand how the acquired business will affect cash flow, reporting, working capital, debt, tax and management information after completion.
Post-acquisition work can include:
- Opening balance-sheet review.
- Integration of accounting systems.
- Management reporting.
- Working-capital monitoring.
- Budget integration.
- Cash-flow forecasting.
- Debt reporting.
- KPI development.
- Financial controls.
- Synergy tracking.
An acquisition can fail to deliver expected value even when the purchase price was reasonable.
Reasons may include:
- Integration delays.
- Customer losses.
- Staff departures.
- Systems problems.
- Higher-than-expected working capital.
- Unplanned capital expenditure.
- Weak synergy execution.
Financial reporting after completion therefore needs to show whether the acquisition is delivering what the original transaction model anticipated.
Preparing for an M&A Transaction in Kenya
Early preparation can reduce transaction delays and improve the quality of negotiations. Sellers should prepare before approaching buyers, while buyers should define their acquisition criteria and due-diligence priorities before committing substantial resources.
For sellers
Start by:
- Cleaning up accounting records.
- Reconciling historical financials.
- Normalising earnings.
- Reviewing tax compliance.
- Reviewing ownership records.
- Identifying related-party transactions.
- Preparing a valuation.
- Organising contracts.
- Preparing a data room.
- Identifying potential transaction risks.
For buyers
Start by:
- Defining the acquisition strategy.
- Identifying target criteria.
- Establishing a valuation framework.
- Determining available funding.
- Assessing strategic fit.
- Defining due-diligence priorities.
- Modelling the acquisition.
- Assessing regulatory requirements.
- Testing downside scenarios.
- Planning post-acquisition integration.
The earlier these questions are addressed, the less likely they are to become expensive surprises during negotiations.
What Does an M&A Advisory Process Look Like?
A typical M&A process moves from strategy and preparation through valuation, target or buyer engagement, due diligence, negotiation, transaction documentation and completion. The exact process varies depending on whether the engagement is buy-side, sell-side, merger, investment or restructuring.
A simplified process is:
Transaction strategy
Define why the company is buying, selling or restructuring.
Preparation
Organise financial, tax, corporate and commercial information.
Valuation
Establish a defensible valuation range and identify key value drivers.
Target or buyer identification
Depending on the transaction, identify appropriate counterparties.
Initial discussions
Exchange high-level information under appropriate confidentiality arrangements.
Indicative offer
The parties establish preliminary commercial terms.
Due diligence
The buyer investigates the target and validates the investment case.
Transaction structuring
The parties determine how the deal will be completed.
Negotiation
Price and non-price terms are negotiated.
Documentation
Legal advisers prepare and negotiate the definitive agreements.
Regulatory approvals
Where applicable, the parties obtain required regulatory approvals.
Completion
The transaction closes in accordance with the agreed conditions.
Post-deal integration
The buyer implements the operational and financial plan.
Not every transaction follows exactly this sequence, and legal advisers should determine the appropriate documentation and closing mechanics.
What Makes a Business More Attractive to Buyers?
Buyers generally need evidence that a business has sustainable earnings, reliable records, defensible customer relationships and manageable risks. Owners cannot control every buyer’s valuation, but they can improve the quality and transparency of the information supporting their business.
Before a sale, examine:
Recurring revenue
Predictable revenue can make future cash flow easier to assess.
Customer diversification
Dependence on one customer can create transaction risk.
Sustainable margins
Buyers need to understand whether profitability can continue after ownership changes.
Strong financial controls
Reliable records make due diligence more efficient.
Clean corporate records
Ownership should be clear.
Tax compliance
Outstanding tax matters can affect negotiations and transaction terms.
Management depth
A business dependent entirely on its owner may require a transition plan.
Documented processes
Operational systems can reduce key-person dependency.
Strong contracts
Long-term customer and supplier relationships can strengthen visibility over future operations.
Defensible growth
Growth supported by actual customers, capacity and market evidence is more useful than unsupported projections.
This preparation is sometimes referred to as exit readiness.
M&A Advisory Kenya FAQs
What does M&A advisory Kenya cover?
M&A advisory Kenya can cover valuation, financial due diligence, transaction modelling, deal structuring, financial analysis, negotiation support and transaction preparation. The exact scope depends on whether the engagement is for a buyer, seller, investor or corporate group.
How do I start selling a business in Kenya?
Start by preparing reliable financial records, reviewing tax and corporate compliance, assessing the business’s value and identifying transaction risks. A sell-side readiness review can help determine what needs to be addressed before approaching buyers.
What should I check when buying a business in Kenya?
Review financial performance, sustainable earnings, cash flow, working capital, debt, tax, customers, contracts, assets, employees, ownership and potential liabilities. Independent due diligence should be completed before the buyer relies on the target’s financial projections.
Do all acquisitions need Competition Authority approval?
Not necessarily. Merger-control obligations depend on the transaction and applicable thresholds and guidelines. CAK regulates mergers and provides notification and exclusion procedures, so the specific transaction should be assessed before completion.
How is a business valued for sale?
A business can be assessed using earnings, discounted cash flow, asset-based and market-based approaches, depending on its circumstances. A robust valuation should explain its methodology, assumptions, adjustments and sensitivities.
Is business broker Kenya the same as M&A advisory?
The services can overlap, but they are not necessarily identical. Brokerage may focus on finding buyers and facilitating a sale, while M&A advisory can include valuation, financial due diligence, modelling and transaction-structure analysis.
How long does an acquisition take?
There is no single timeline because transactions vary substantially in size, complexity, financing and regulatory requirements. Due diligence, negotiation, documentation and regulatory approvals can all affect completion timing.
What financial records should a seller prepare?
Prepare historical financial statements, management accounts, trial balances, revenue analysis, working-capital schedules, debt information, tax records, fixed-asset information and relevant forecasts. The objective is to give potential buyers reliable evidence about the company’s historical and expected financial performance.
Why Choose Adamjee Auditors for M&A Financial Advisory?
M&A transactions require financial analysis that connects accounting records with valuation, due diligence, cash flow, tax and transaction decisions. Adamjee Auditors can support the financial and advisory components of a transaction while coordinating with legal and other specialist advisers where required.
Adamjee Auditors supports businesses with services relevant to transaction preparation and execution, including:
- Business valuation.
- Financial modelling.
- Financial due diligence.
- CFO advisory.
- Tax compliance and advisory.
- Bookkeeping and financial reporting.
- Management accounts.
- Cash-flow analysis.
- Investor readiness.
- Corporate advisory.
For businesses preparing to sell, the process can begin with business valuation services and financial-readiness analysis.
For buyers, financial due diligence can help test the financial information supporting an acquisition.
Where management needs transaction modelling, CFO advisory services can support financial modelling, cash-flow management and strategic financial analysis.
For businesses whose underlying records need strengthening before a transaction, bookkeeping services can help establish a more reliable financial information base.
Tax considerations can be assessed through tax compliance and advisory services, particularly where historical compliance, transaction structure or tax exposures may affect the deal.
The exact scope of an M&A engagement should be determined after understanding the transaction, the parties involved and the stage of the process.
M&A Advisory Kenya: Build the Transaction Around the Numbers
A successful transaction is not simply one where buyer and seller agree on a headline price. The economics need to work after considering valuation, cash flow, working capital, tax, financing, risks, transaction structure and the terms of completion.
For an owner, selling a business may represent years of accumulated value.
For a buyer, acquiring a company may commit significant capital and management attention.
For shareholders, a transaction may determine when and how they realise their investment.
That makes transaction preparation important.
The strongest M&A process starts before the final negotiation.
The seller understands the business’s sustainable earnings and value.
The buyer understands what it is acquiring.
The financial model explains the assumptions.
The due-diligence process tests the evidence.
The tax analysis identifies relevant exposures.
The transaction structure reflects the commercial objectives.
The regulatory requirements are considered early.
And the post-deal financial plan explains how the combined or acquired business will perform.
For Kenyan companies considering a sale, acquisition, merger or strategic investment, M&A advisory Kenya can provide the financial framework required to move from an initial transaction idea to a better-informed commercial decision.
Gain Clarity and Confidence in Your Finances
Navigate the complexities of compliance, tax, and financial management with a trusted partner. Adamjee Auditors, a member of Santa Fe Associates International (SFAI), provides world-class audit, tax, and advisory services to help your business achieve its goals.
Schedule a consultation with our expert team in Nairobi or Mombasa to discuss your business needs.
Nairobi Office
1st Floor, Le’Mac Building, Church Road, off Waiyaki Way, WestlandsOR Mbandu Complex, Langata Road
+254 717 908 241
madamjee@adamjeeauditors.co.ke
Mombasa Office
Suite 401, Motorwalla Building, Jomo Kenyatta Road
+254 750 053 053
info@adamjeeauditors.co.ke
