Background and challenges

A fast-growing Mainland mobile-gaming advertising and monetisation platform planned to locate its overseas business headquarters in Hong Kong. The founders and core executives faced three practical issues. First, overseas advertising settlement and tax architecture needed to match the substance of a Hong Kong entity. Second, key technical and business executives needed to arrange work status in Hong Kong within a relatively short period, while also planning mid-year school entry for accompanying children and leaving open a later path to compete for local university places at, for example, the University of Hong Kong (HKU) or The Chinese University of Hong Kong (CUHK). University names are examples of pathways only; planning or campus visits do not constitute an application or an offer. Third, the company wanted to understand and apply for Hong Kong SAR Government enterprise funding in order to reduce early expansion costs.

ECG coordination and sequence of work

  1. Business substance and government funding applications. ECG helped organise the substance of the Hong Kong company and, together with professional advisers, prepared application materials for the Dedicated Fund on Branding, Upgrading and Domestic Sales (BUD Fund, with a maximum funding amount of HK$7 million) and the Research Talent Hub (RTH). Whether funding is granted is decided by the relevant authorities; planning an application does not constitute a promise of approval.
  2. Executive identity and cross-border mobility. Against the executives' academic and compensation profile, ECG compared the conditions of the Top Talent Pass Scheme and the Admission Scheme for Mainland Talents and Professionals, and placed employment contracts, Mandatory Provident Fund (MPF) and tax-filing milestones on one timetable. Visa and tax matters are handled together with the relevant professional advisers; decisions are made by the Immigration Department and the Inland Revenue Department.
  3. Education pathways for founders' and executives' children. For accompanying children (dependant status), ECG also organised transfer options among Hong Kong DSS and international schools, and reserved the usual timing windows for later competition for local university places through JUPAS or Non-JUPAS, having regard to common local-student eligibility requirements.

Work product

Overseas business expansion, government funding applications, executive work-status arrangements and accompanying children's education pathways were placed on one coordinated timetable, reducing the risk of visa-renewal gaps or missed tax filings that can arise when workstreams are commissioned separately. The arrangements described above are planning and coordination only; they do not constitute a promise of funding, visa or admission outcomes.

項目背景與挑戰

一家成長較快的內地小遊戲廣告與變現服務平台，計劃把海外業務總部設在香港。創辦人與核心高管團隊主要面對三件事：第一，海外廣告結算與稅務架構，需要與香港實體的實質營運（Substance）相符；第二，核心技術與業務高管需要在較短時間內辦理赴港工作身份，同時為隨行子女安排在港插班，並預留日後申請香港大學（HKU）、香港中文大學（CUHK）等本地學額的路徑（院校名稱僅作路徑舉例，規劃或到訪並不構成申請或錄取）；第三，希望了解並申請香港特區政府的企業資助，以降低初期擴張成本。

ECG 協調與執行序列

  1. 商業實體與政府資助申請：協助梳理香港公司的業務實質，並聯同專業顧問準備香港「發展品牌、升級轉型及拓展內銷市場的專項基金」（BUD 專項基金，最高資助額達 700 萬港元）及「研究人才庫」（RTH）的申請材料。資助是否批出，由相關機構審批，規劃申請並不構成獲批承諾。
  2. 高管身份與跨境流動：根據高管團隊的學歷與薪資結構，對照「高端人才通行證計劃（高才通）」與「輸入內地人才計劃（專才）」的申請條件，將公司僱傭合約、強積金（MPF）及稅務申報節點排入同一時間表。簽證及稅務事項協同相關專業顧問辦理，審批結果由入境處及稅務局決定。
  3. 創辦人與高管子女教育路徑：針對高管隨行子女（受養人身份），一併整理香港直資與國際學校的轉軌方案，並按本地生資格的常見要求，預留日後經 JUPAS / Non-JUPAS 競逐本地學額的時間窗。

工作結果

把海外業務擴張、政府資助申請、高管赴港身份安排，以及隨行子女的升學路徑放在同一時間表上協調，減少因分頭委託、互不銜接而出現的續簽空檔或稅務申報遺漏。上述安排均屬規劃與協調，不構成資助、簽證或錄取結果的承諾。

This case study is educational and informational. It describes coordination and planning work only, and does not constitute legal, tax, immigration, investment or admissions advice, or a promise of any official outcome.