Real engagements, real outcomes — for businesses across Goa and beyond.

An in-house accountant managed finances, but limited GST expertise meant reconciliation gaps had built up over time — and management didn't know how deep the issue ran.

Within 3 days, NDSA deputed a team to the client's Goa office, ran a full diagnostic, and completed an end-to-end GST reconciliation in 30 days — cleaning mismatches and realigning input tax credit.

A Russian entrepreneur wanted to open a dance studio in India, but faced visa complications, no local network and no knowledge of Indian business law.

We handled incorporation end to end, arranged a local Indian director, and took on complete compliance — GST registration and filings, income tax and statutory audit — while her visa was resolved.

Their OPC was taxed at 25% with an added dividend distribution tax on personal withdrawals — effective double taxation. Cross-border invoicing with their Australian entity also raised transfer pricing concerns.

We converted the OPC to an LLP, so profits pass through to partners and are taxed once at individual rates, and structured their cross-border invoicing in line with transfer pricing requirements.

A founder-led brand scaled to ₹14 crore in three years via Instagram and marketplaces, but finance hadn't kept pace — no MIS, no channel-wise profitability, no investor-ready reporting. A term sheet was on the table, conditional on audit-ready financials within five weeks.

NDSA stepped in as the outsourced CFO function — rebuilding the chart of accounts to separate margins by channel, setting up a monthly MIS, building a three-year model for the data room, and handling investor finance queries directly.

A London-headquartered SaaS company wanted to hire engineers in India to test the market without committing to a subsidiary. The real worry was everything around the hire — payroll, provident fund, ESIC, professional tax and labour law obligations from 6,500 km away.

NDSA's Employer of Record desk became the legal employer for the India hires — issuing compliant employment contracts and running payroll, statutory deductions and filings end to end — while the client kept full day-to-day control. The first two engineers onboarded within twelve days.

A third-generation packaging manufacturer received a scrutiny notice questioning ₹2.3 crore in unsecured loans from related parties. The officer wanted proof of identity, creditworthiness and genuineness for every lender — within fifteen days — with the entire amount at risk of being treated as unexplained income.

NDSA's litigation team took over within 48 hours — reconstructing the full loan trail (bank statements, ITRs, loan confirmations, board resolutions), building a documented case for each lender, drafting a detailed submission backed by case law, and representing the family at every hearing.

An export-focused garment manufacturer had ₹84 lakh in IGST refunds stuck across eleven months of shipping bills, with no clear answer on why claims kept getting rejected. Working capital was tightening just as they signed a larger German buyer and needed cash for the first big order.

We pulled the complete refund trail and found the real problem — a mismatch between invoice values on shipping bills and GSTR-1 for a few months, silently rejecting every linked refund. We filed rectified returns, re-filed the applications with reconciliation statements, and followed up directly with the jurisdictional officer.

An NRI in Dubai inherited his father's Bandra apartment and found a buyer fast — but hit the standard NRI snag: the buyer's bank wanted to deduct TDS at 20% plus surcharge and cess on the entire ₹3.1 crore sale value, not just the gain. That meant over ₹65 lakh blocked at source with no certainty on the refund timeline.

We computed the actual capital gain — factoring in inherited cost of acquisition, indexation, brokerage and improvement costs — and applied for a lower TDS certificate under Section 197 directly with the assessing officer, with full documentation on inheritance, valuation and cost basis.

The founder wanted to bring his two sons into formal ownership before retiring, but had only an informal understanding. The company held three properties and an investment portfolio in his personal name, and there was no shareholders' agreement governing disagreements — the single biggest risk to the business surviving the handover.

We restructured shareholding to give both sons defined, equal stakes while the founder kept a controlling share during transition, drafted a shareholders' agreement covering decision rights, exit and dispute resolution, and set up a family trust to hold personal real estate and investments — built around a five-year handover.

Engaged for a routine annual statutory audit, our team found during physical stock verification a consistent gap between book and physical inventory for high-value, fast-moving products — small enough each quarter to write off as breakage, but adding up to roughly ₹62 lakh in unexplained shrinkage over eighteen months, pointing to a control failure at dispatch.

We flagged it to the promoter immediately rather than waiting for the report, and traced the gap to a dispatch process where one supervisor controlled both the stock register and physical release — a segregation-of-duties failure. We helped design and implement a revised dispatch control with independent verification at release.

A family-run beachside restaurant was filing GSTR-1 and GSTR-3B late almost every month, applying the wrong GST rate to AC dining, takeaway, and liquor-with-food billing, and claiming input tax credit on ineligible expenses. A department notice had already arrived, with two more likely on the way as the peak tourist season approached.

NDSA reviewed twelve months of filings against POS and bank data, reclassified billing categories at the point of sale, set up monthly GSTR-2B reconciliation, put filings on a fixed calendar driven by POS exports, and drafted the notice response — then trained front-desk and accounts staff so the fix held through the busiest weeks of the season.

A family-owned boutique hotel tracked room revenue, F&B sales, and banquet income across three systems that never reconciled. Vendor bills were paid from whichever account had cash, and by the time the previous accountant attempted the statutory audit, the books were five months behind — delaying annual filings and straining the hotel's bank relationship.

NDSA reconstructed the prior year's books, unified the chart of accounts, took over weekly outsourced bookkeeping, conducted a year-end inventory and stock audit, and ran both the statutory audit under the Companies Act and the tax audit under Section 44AB from a single reconciled set of numbers — ahead of year-end for the first time in the company's history.

A US-based NRI selling an inherited villa near Candolim faced TDS of up to 20% on the entire ₹2.4 crore sale value — nearly ₹50 lakh locked up at source — unless a lower deduction certificate could be obtained before the deal closed. The cost base had to be reconstructed from 1990s purchase records of his late parents, with an eight-week closing deadline.

NDSA traced the original purchase deed, applied indexed cost of acquisition to arrive at the actual long-term capital gain, filed Form 13 with the assessing officer, and secured the lower TDS certificate before the sale deed was signed. We then coordinated the Form 15CA/15CB filings and guided the repatriation through the seller's NRO account under FEMA's USD 1 million limit.

Two Panaji-based founders had a working beta of a hospitality booking platform and angel investor interest — but no incorporated entity, no PAN or TAN in the company's name, and no registrations. Uncertain between a private limited company, LLP, or proprietorship, and with investor conversations already in motion, they needed the right structure chosen and everything in place fast.

NDSA recommended a private limited company for its fundraising structure, then ran the full setup as a single engagement: DSCs, SPICe+ incorporation, GST registration, Udyam/MSME classification, and a DPIIT Startup India recognition application — including the pitch deck write-up — followed by formalising equity splits into a shareholders' agreement and cap table before any external money came in.