Founded in 2018.

Incorporation and corporate secretary on one side, work pass and PR advisory on another, family office and tax planning rounding it out. The integration mattered because the questions actually arrived integrated: a founder asking about Singapore incorporation already had a work pass timeline pressing, a tax residency question pending, and (for the larger principals) a family-office sequencing decision queued behind it.

The diagnose-first approach has been the operating principle since day one. Anlian Group does not run a service-menu sales process. Engagements start with the client's situation — the business, the family, the regulatory shape, the multi-year horizon — and the engagement scope is proposed only after that assessment.

As advisory engagements expanded into fund vehicle structuring and capital markets activity, sister entity Anlian Capital Pte Ltd was incorporated and obtained the MAS Capital Markets Services licence CMS101702. The two-entity structure cleanly separates corporate services advisory (Anlian Group) from regulated investment activity (Anlian Capital) — a separation that matters for client clarity and for regulatory compliance.

The two entities work in coordination. A family office engagement starts with Anlian Group structuring the SFO entity, sourcing the local Investment Professional, and preparing the MAS application; once the structure is operating, Anlian Capital takes on the investment management mandate where the family chooses to retain it. ALG is not a fund manager; ALC is.

Five client groups reach Anlian Group:

• Singapore-based local SMEs and resident foreign professionals — the local-market core.
• Greater China principals — Hong Kong and Taiwan are the largest international segment, with Mainland China principals relocating family structures and investment platforms to Singapore.
• Southeast Asian entrepreneurs — Indonesia, Malaysia, Vietnam, and Thailand build Singapore holding structures for regional expansion.
• Europe and Americas-based diaspora and investors — arriving for an Asia-Pacific platform.
• Australian and New Zealand operators — cross-border venture and family-relocation pathways.

Diagnose first. Prescribe second. Multi-year horizon. Regulatory rigour as a baseline, not a deliverable. Engagement scope confirmed only after the situation is mapped. Honest counsel when the answer is "not now" or "the situation is not ready" — said in the strategy call rather than discovered twelve months in.