Rahil Kherani · Operations & Finance Manager
I advise and assist limousine company owners in Dubai: company setup, RTA licensing, fleet profitability, and buying or selling a fleet, with accounting for real estate and limousine businesses on the side.
Available for new engagements
Who is Rahil
I am an operations manager in Dubai who advises and assists limousine company owners: company formation, RTA licensing, and fleet and driver operations. I also keep the books for real estate and limousine businesses accurate and current, run their payroll, and file their VAT and corporate tax on time.
My background runs across India and the UAE, through accounting, finance and business operations. I hold a Bachelor of Commerce (Hons.) in Advanced Accounting & Auditing, and day to day I have handled real-estate brokerage accounting in Dubai.
But most of what I know about operations, I learned by running one. I set up a limousine company in Dubai from the ground up: company formation, RTA licensing and approvals, vehicle procurement and registration, and driver recruitment and visas. I still operate within that regulatory framework every day. Fleet businesses tend to measure performance in aggregate, but profitability is decided vehicle by vehicle, so I built reporting that attributes every cost, fuel, Salik, fines, maintenance and wages, to each individual unit. That is how you find out which vehicles are making money and which ones are quietly losing it.
I also advise people looking to buy an existing limousine operation, or sell one they own, calibrated to what they can actually spend, because I know from running one what a fleet, a licence and a driver base are really worth.
That is the difference between us. I have made payroll from the other side of the desk. When your cash is tight or a filing is late, I am not reading about it in a ledger. I have been the person it was happening to.
Most of the businesses that call me are not in crisis. They are growing, and the finance function that worked at five people has quietly stopped working at twenty. The books are late, nobody is certain what is owed, and the owner is doing the reconciliation at midnight. That is a solvable problem, and it is the one I solve.
Rahil Kherani Operations & Finance Manager
Finance should be the least dramatic part of your week. If you are thinking about your books, something has gone wrong.
A simple set of books maintained every month is worth more than a sophisticated one reconstructed every year.
A process that lives in one person's head is a risk, not a system. If I left, someone else should be able to run it.
You are paying for an accurate picture, not a comfortable one. If the cash will not last the quarter, you hear it early.
What I do
Not a menu of everything. These are the areas I work in every week, and the outcome each one is actually bought for.
Limousine business acquisitions
Whether you are looking to acquire an established limousine operation or thinking about selling your own, make the next move with practical insight. From fleet assessment and financial review to operational readiness, the guidance comes from someone who understands the business from the inside.
Buy a limousine company
Explore what is involved in acquiring an established limousine operation in Dubai. Get practical guidance on fleet evaluation, licensing, financial history and operational readiness before you make your move.
I'm looking to buySell a limousine company
Whether you are planning an exit, weighing an acquisition offer or thinking about selling your fleet, start with a confidential conversation about your business and how ready it is for sale.
I'm looking to sellConfidential initial inquiry. Share only what you are comfortable disclosing. Each inquiry is reviewed individually. See limousine businesses currently for sale
You shouldn't be running driver payroll at midnight.
How it works
No mystery, no discovery phase that bills for three months. Here is the sequence, and roughly when you stop worrying.
A working session on how the business actually runs, not how the org chart says it does. What is filed, what is late, where the money sits, who approves what, and which deadline is closest.
You get A written picture of where you stand.
Fix what is urgent first, whether that is clearing a books backlog or getting licensing and fleet paperwork moving. Nothing clever happens until the basics are in place.
You get The basics in place, and nothing urgent outstanding.
Replace the improvised routine with a documented one: chart of accounts, approval flow, payroll calendar, filing calendar, and for a fleet, the per-vehicle reporting that shows where the money actually goes. Written down, so it does not live in one person's head.
You get A process someone else could run.
The monthly cadence: close the books, run payroll, prepare the filings, and hand you a management pack that says what happened and what needs a decision. Same dates, every month.
You get A number you can act on, on schedule.
Credentials
No self-scored percentages. Qualifications, tools I work in daily, and the regulations I file under.
Company formation, RTA licensing, fleet and drivers, built and run in Dubai
Advanced Accounting & Auditing
Federal Tax Authority regulations, filing and compliance
Full-cycle bookkeeping
Cloud bookkeeping & invoicing
Cloud accounting & reconciliation
Enterprise ERP & financial reporting
Per-vehicle modelling & analysis
Filing & compliance
Questions
Yes, and this is the thing I know best because I have done it myself. I advise on company formation and structuring, RTA licensing and approvals, vehicle selection, procurement and registration, and driver recruitment, visas and permits. You get a realistic view of the capital required, the actual timeline, and the recurring costs and risks that decide whether a new operation succeeds, not an optimistic sales pitch.
Most fleet owners measure performance in aggregate: total revenue, total cost, one number at the end of the month. Profitability is actually decided vehicle by vehicle. I advise you on building reporting that attributes every cost, fuel, Salik, fines, maintenance and wages, to each individual unit, so you can see exactly which vehicles and drivers are making you money and which ones are quietly losing it. I also advise on driver payroll and statutory compliance as a core operational control, not paperwork.
Yes. If you are buying, I will help you work out what a licence, a fleet and a driver base are actually worth, and what to check before you commit: vehicle condition, RTA permit status, driver contracts and the real financial history. If you are selling, I will help you get the business and its records into a state a buyer can trust. Either way, the advice is calibrated to your budget, not a fixed package, and it comes from someone who has actually run a licensed fleet.
Because it is the reason I am useful, not a distraction from it. I set up that company and run its operations: licensing, fleet, drivers, payroll and the accounts. It means I have made payroll from the other side of the desk, and I know what a late filing or a cash-flow gap actually feels like when it is your own business. Most accountants have only ever seen that in a ledger.
Two sectors, deliberately: limousine and transport, and real estate brokerage. Those are the two I have direct professional experience in, on the operations side as well as the accounting side, and I would rather do those two properly than spread thin across everything. If your business is one of those, I can likely help. If it is not, I will tell you honestly in the first conversation.
It is the most common reason people call, and no. A backlog is a known quantity: it gets reconstructed, reconciled and brought current, usually in the first few weeks. What actually costs money is leaving it longer: penalties accrue and the reconstruction gets harder.
It means your accounting records are now the basis for a tax computation, so bookkeeping quality has a direct financial consequence it did not have before. Practically: your books need to be clean, your related-party transactions need to be documented, and your filings need to be on schedule. I handle registration, readiness and filing.
Both. Ongoing accounting, payroll and compliance work naturally as a monthly retainer. A cleanup, a company setup, or a buy/sell advisory works as a defined project with a fixed scope. We will agree which one fits in the first conversation.
You tell me what is going wrong, or what you are about to start. I ask what is filed, what is late, and what you are actually worried about. If I am the right person, I will tell you what I would do and what it costs. If I am not, I will tell you that too.
Next step
A first conversation costs nothing and takes about twenty minutes. You tell me what is filed, what is late, and what you are worried about. If I am the right person, I'll tell you what I'd do. If I'm not, I'll tell you that too.
connect@rahilkherani.com