Rahil Kherani Dubai
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Services

Six things,
done properly.

Not a menu of everything. These are the areas I work in every week, what each one involves, and what you actually get out of it.

01

Limousine Company Setup in Dubai

Licensing, fleet and systems, built by someone who has done it, not just filed for it.

I advise entrepreneurs and investors setting up a licensed limousine operation in Dubai, drawing on having done the whole process myself: company formation and structuring, RTA licensing and approvals, vehicle selection, procurement and registration, and driver recruitment, visas and permits. Clients get a realistic view of the capital required, the actual timeline, and the recurring costs and operational risks that decide whether a new operation succeeds, not an optimistic sales pitch.

  • Company formation and structuring
  • RTA licensing and approvals
  • Vehicle selection, procurement and registration
  • Driver recruitment, visas and permits

What changes A licensed operation, correctly structured and running, with the real costs known upfront.

02

Limousine Fleet Operations Consulting

I help you see profitability vehicle by vehicle, not averaged across the fleet.

I advise limousine fleet owners in Dubai on operations and finances: fleet performance, driver management, regulatory compliance and payroll. Fleet businesses usually measure performance in aggregate, but profitability is decided vehicle by vehicle. I help owners build reporting that attributes every cost, fuel, Salik, fines, maintenance and wages, to each individual unit, so they can see exactly which vehicles and drivers are making money and where value is being lost. I treat driver payroll and statutory compliance as a core operational control, not an administrative afterthought, and I advise owners on getting that right: in transport, a driver who is not paid accurately and on time does not drive tomorrow.

  • Per-vehicle revenue and cost attribution
  • Fuel, Salik, fines and maintenance tracking
  • Driver payroll and statutory compliance
  • Fleet performance reporting

What changes You know, vehicle by vehicle, which ones make money and which do not.

03

Limousine Company Buy & Sell Advisory

Buying an existing operation or selling yours, guided by someone who has run one.

If you are looking to buy an established limousine operation, or sell one you own, I advise on the decision itself, calibrated to your budget rather than a fixed package. For buyers, that means a realistic look at 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. For sellers, it means getting the business and its records into a state a buyer can trust. Either way, the guidance comes from having built and operated a licensed fleet myself, not from a standard brokerage script.

  • Guidance calibrated to your budget
  • What to check before buying an operation
  • Preparing a business and its records for sale
  • Valuation considerations grounded in real operating costs

What changes A buy or sell decision made with real operational knowledge behind it.

04

Accounting for Real Estate & Limousine Businesses

The two sectors I actually know from the inside: brokerage and transport.

I provide accounting for the two sectors I have direct professional experience in: real estate brokerage and passenger transport. Both are transaction-heavy businesses where headline revenue can hide real weakness. In brokerage, the areas that matter are commission recognition, agent settlements and receivables. In transport, they are per-vehicle cost attribution and cash discipline. In both, I apply the same standard: revenue recognised when it is earned, every cost attributed to its source, VAT and corporate tax filed accurately and on time, and payroll administered without error. The result is a finance function that holds up under scrutiny, from a partner, an auditor or the Federal Tax Authority, and an owner who knows exactly where the business stands at any moment.

  • Commission recognition and agent settlements
  • Per-vehicle cost attribution and cash discipline
  • VAT and corporate tax filed accurately and on time
  • Payroll administered without error

What changes Books that hold up to scrutiny, and an owner who always knows where they stand.

05

Payroll & WPS Compliance

Staff and drivers paid correctly and on time, every time.

Monthly payroll run end to end: salary calculation, overtime and deductions, WPS file preparation, leave and gratuity accrual, and payslip issuance. Records are kept in the shape a UAE labour audit expects.

  • Monthly salary calculation and disbursement
  • WPS file preparation
  • Leave, overtime and end-of-service accrual
  • Payslips and employee records

What changes Payroll that runs on the same date every month, without disputes.

06

VAT & Corporate Tax Compliance

UAE filings prepared, reviewed and submitted on schedule.

VAT registration, quarterly return preparation and filing, input tax recovery review, and UAE Corporate Tax readiness. Filings are prepared against the current Federal Tax Authority position and submitted before the deadline, not on it.

  • VAT registration and de-registration
  • Quarterly VAT return preparation and filing
  • Input tax recovery review
  • UAE Corporate Tax readiness and filing

What changes Filed on time, computed correctly, penalties avoided.

Buy & Sell

Buying or selling a limousine business.

Whether you are buying an established operation or selling one you built, the guidance is calibrated to your budget, not a fixed package, and grounded in having actually run a licensed fleet.

Buying

A realistic look at what a licence, a fleet and a driver base are actually worth, and what to check before you commit.

  • Vehicle condition and maintenance history
  • RTA permit status and transfer process
  • Driver contracts and visa status
  • The real financial history, not the pitch

Selling

Getting the business and its records into a state a buyer can actually trust, so the deal does not stall in due diligence.

  • Financial records a buyer can verify
  • Fleet and licence documentation in order
  • A clear picture of driver contracts and liabilities
  • What genuinely adds to the asking price, and what does not

Every conversation starts with your budget, not a fixed package.

Talk about buying or selling

How it works

What actually happens
when you book a consultation.

No mystery, no discovery phase that bills for three months. Here is the sequence, and roughly when you stop worrying.

  1. 01 Week 1

    Understand

    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.

  2. 02 Weeks 2-4

    Stabilise

    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.

  3. 03 Month 2

    Systemise

    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.

  4. 04 Ongoing

    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.

Questions

The things people ask
before they call.

Can you help me set up a limousine company in Dubai?

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.

I already run a fleet. What can you actually do for me?

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.

Can you help me buy or sell a limousine company?

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.

You run a limousine company yourself. Why does that matter for my books?

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.

Which businesses do you actually work with?

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.

My books are months behind. Is that a problem?

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.

What does UAE Corporate Tax mean for my company?

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.

Do you work on retainer or per project?

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.

What happens 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

Tell me what's
going wrong.

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.

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