Hodgens Global

Chief tax adviser at Hodgens Global providing international citizens with support on their personal UK tax matters.

Chief Tax Adviser

Created to support your tax reporting and compliance needs, regardless of location., Hodgens Global exists exclusively for the private individual who is obliged to declare worldwide income for taxation purposes. If you are planning to transition from one tax regime to another, or need guidance and tax agent support to manage your tax concerns, we are here to provide you with a dedicated service.

Director

EDA Professional Services Ltd

Specializing in US and UK expat taxation, providing a wide range of services including self-assessment tax return preparation and filing. Providing tax planning advice in full compliance with both IRS and HMRC guidelines and reporting requirements ranging from basic income tax to reporting on far reaching issues such as inheritance tax, trust taxation, capital gains and the territorial tax issues.

Senior Tax Advisory Manager

Various international companies

Following the great recession of 2008, there followed a tumultuous period of job changes as I tried to navigate a future in employment while maintaining a stable home environment for the family as an expat, working with many other expats in a similar situation.

Senior financial management and consulting services

Halcrow, a CH2M Company

A leading UK multi-disciplinary firm of civil engineering and infrastructure development specialists (later acquired by CH2MHill who were then acquired by Jacobs) where I oversaw a rapid period of growth in revenue, headcount and profitability in the region, with improved commercial management of projects and the working capital employed in these long term projects, building focused and improved relations with the banks, providing greater visibility of the business. Arranged banking facilities that led to improved trade finance deals, an increase of personnel in the region from 400 to 1,300 and tripling regional turnover. Continual long range forecasting and planning.

Regional Head of Finance - Middle East

V.Ships

A diverse international ship-management consultancy business overseeing several large scale acquisitions of the company during a strategic program of growth. Responsible for monthly and annual consolidated financial reporting and analytical reviews in co-operation with international finance teams throughout the group. Key successes included the sale of a UK based entity within the group, a new company set up for a JV with Radisson Seven Seas Cruises in the UK, in full compliance with CAA regulations, and a reorganization of Italian based entities into a tax efficient holding structure.

Group Financial Controller

Galaxy Energy Group

A privately owned $3billion trading business responsible for monthly executive reports of marked to market trading results, consolidated financial data for the group, with analytical reviews. Developed internal controls, finance teams and banking relations in Geneva, Monaco, Houston and Singapore.

Fisons plc

Initially appointed as Group Internal Auditor, based at head office in London, of this listed multi-billion dollar pharmaceutical/scientific equipment corporation, later assigned to a permanent role as the Nordic Financial Controller for the Group in Sweden where key successes included controlling a multiple currency transaction base to successfully protect the balance sheet, creating an effective management of the taxation issues arising on cross border transactions in the Nordic territory. Set up strong systems to ensure all after sales service activities of the high value instruments sold to universities and biotechnology companies were correctly monitored, reported and analysed - such as warranties, provisions for installations of the instruments and implementation of analytical software programs, stocks of spare parts, and working with the engineering teams providing the customer support.

Nordic Financial Controller / Group Internal Auditor

Sea Containers

Internal auditor, based at Group HQ, of this listed international container business with port operations throughout the world. Subsidiary activities included a leading passenger ferry shipping business, SeaLink, with operations between the UK, Ireland and continental Europe and Venice Simplon-Orient-Express transport and hotel operations. In 1989 the shipping business was acquired by Stena Line which was later acquired by P&O, a company which has since been acquired by DP World.

Group Internal Auditor

CLB Littlejohn Frazer

Audit senior, with ICAEW training, at this City of London based firm of chartered accountants, specializing in Lloyds of London insurance syndicates and Members' agents. Other clients were engaged in large-scale freight forwarding operations.

Audit Senior

I like to provide solutions, to help expatriates progress with their lives and their careers without having any uncertainty about their tax position. I am happy that I get to resolve problems for so many people, and to resolve tax worries that needn’t have existed in the first place.

I am inspired by others who make a success from their opportunities to pursue an expat life. The Hodgens Global business was created in Scotland with the expats' needs for clarity and tax agent representation in mind. We now have a representative office in the UAE.

Hodgens Global represents an international client base providing tax advisory support, enabling them to be fully tax compliant, preparing and filing tax returns and advising on various taxation issues including capital gains, trusts and inheritance tax. We are client focused with a professional, international expat background. No matter where you are located, or the nature of your enquiry, you will receive courtesy, respect and swift professional assistance. 

Having been an expat for most of my career, I can relate to most of the concerns where people often need help.

Laurence Hodgens

Experienced Director with a demonstrated history of working in the real estate industry. Skilled in Negotiation, Sales, Entrepreneurship, Investment Properties, and Management. 

Leanne has more than a decade of experience in the residential property sector where she identifies, manages and negotiates M&A activity to its completion. Having built a reputation early in her career for being able to find and negotiate deals, Leanne brings her strong organisational skills developed in the logistics industry to ensure that any and all opportunities are properly explored.

Over the past 13 years Leanne has grown her residential property company, Carling Property Group into the largest privately-owned residential landlords in Scotland. During this time Leanne has led the growth of the business by sourcing portfolio deals and the finance required to complete.

Leanne has been involved in over 1,000 residential property portfolio acquisition transactions, either buying or facilitating with a value of circa £200million and the rapid growth of Carling Property Group is testament to Leanne’s talent for buying at the right price to maximise eventual sale value.

Leanne Carling

When a business collapses publicly, it’s often labelled a leadership failure, but more often than not, the issue is simpler and deeper than that. 

It’s a governance design failure. Most boards were built for a slower era, one where oversight could arrive quarterly and still be effective, but in today’s environment, by the time that oversight shows up, the damage has usually already been done. 

That’s why continuous intelligence isn’t a luxury reserved for complexity; it’s the cost of operating at scale.

Co-Founder of International Family Investment Office

Over the past two decades, Graeme and I have built, led, scaled and exited businesses across multiple sectors and international markets. 

Along the way, we’ve supported thousands of founders and operators by sharing honest perspective drawn from real decisions, real pressure, and real consequences. That commitment is formalised through The 100 Hours Initiative.

Each year, we dedicate 100 hours of our time to business leaders with serious growth ambition. This is not a paid course. It's always been and always will be free of charge. We are not gurus. And there’s no follow-up sales funnel...But there is strict criteria to make sure we only connect with those who match our ambition, dedication and values.

It’s simply conversation, sharing what we’ve learned, what’s worked, what hasn’t, and how we think about navigating complexity at scale.

Our team have just started pulling together the next cohort. Any ambitious and dedicated people looking to join should get in touch directly with our Comms Director Fraser, who is leading interviews now.

Urgency is rarely the real issue; it’s usually a sign that something earlier in the process, a risk, an assumption, or a dependency, wasn’t examined closely enough at the right moment. 

AURA pulls that thinking forward, bringing structure and context into decisions before pressure sets in, which slows the front end of the process so the back end doesn’t become reactive or chaotic, and once you’ve worked this way, it’s difficult to return to operating in constant urgency.

Sharing some thinking on how we approach partnerships and acquisitions, and why understanding the ending changes every decision along the way 👇

We don’t enter transactions blind, and we don’t begin partnerships hoping clarity will emerge later. Before we acquire or partner, we already have a c

Open article: We Underwrite the Ending Before We Begin by Leanne Carling • 2 min read

Our routines aren’t rigid, but they are intentional. Training, work, family time, none of it happens by accident. 

It is scheduled, protected and repeated. Consistency matters more than intensity. 

That is not about discipline for its own sake; it's about compounding. 

Markets reward consistency. 
Teams trust consistency. 
Children learn from consistency. 

Intensity feels productive because it is visible. Consistency feels ordinary because it is repeatable. But the ordinary, done properly and done often, is what moves the needle.

This is true inside our group as well. Systems like AURA are built for sustained clarity. Small, structured decisions made well, over and over again.  The signal is this: You do not need to do everything at once. You need to do the right things repeatedly.

Consistency scales. Intensity burns out.  Over time, the market can tell the difference.

One thing I’m deeply grateful for is the exposure our children have to different people, cultures, and ways of thinking. Their idea of what’s normal is broad, and they don’t see difference as something unusual. They see it as part of everyday life. 

Perspective grows naturally when the world feels bigger than your immediate surroundings, and that’s something I value more as time goes on.

My children don’t learn responsibility from rules. They learn it from what we treat as normal. How we show up when things don’t go to plan, and how we own outcomes instead of blaming someone else.

In our world, there is no space for outsourcing blame. In business, in leadership, and at home. Outcomes belong to the person closest to the decision. 

This is something AURA reinforces inside our group every day. 
Clear inputs. Clear accountability. Clear ownership. 

The same principle applies around our kitchen table. If a deal underperforms, we own it. If a decision needs to change, we adjust it. If something breaks, we fix it. 

Children don’t absorb lectures; they absorb patterns. They watch how pressure is handled, how setbacks are framed, and whether standards slip when it would be easier. 

That education happens quietly, every day. Not through lectures or homework, but through behaviour repeated often enough that it becomes normal.

Motivation is helpful when it’s there, but it’s unreliable. 

What really moves things forward over the long term is discipline, especially on the days when energy is low, and you’d rather not do the work in front of you.

You start to realise that progress has very little to do with how you feel in any given moment. It comes from setting standards for yourself and consistently meeting them, whether it feels easy or not. 

That’s something you learn over time, usually by getting it wrong first.

The environment plays a bigger role in how you make progress than most people like to admit. 

You can be driven and focused, but if everything around you reinforces limitation, growth becomes harder than it needs to be. 

Changing your environment isn’t about escaping problems. It’s about placing yourself in spaces that challenge you, stretch your thinking, and raise your expectations of what’s possible. 

Sometimes that shift alone is enough to change the trajectory.

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The Battle

Laurence Hodgens

Leanne Carling

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The Battle

Laurence Hodgens

Leanne Carling

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Leanne Carling's LinkedIn Performance

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