Tuesday, June 30, 2009

These Lawyer Love How-To’s, Win Funny Readers Kazoos

Answer “yes” or “no,” Joe.
Doing business where, Claire?
Don’t try to be clever, Trevor.
Tell the whole truth, Ruth.
Sign your will, Will.
Tell me all, Saul.
Sign in blue, Stu.
Notarize this, Chris.
File a tort, Mort.
Statements under GAAP, Hap?

Thanks for playing along with my Due Diligence Blues. Enjoy your kazoos! I wonder what will be next, maybe a little Billy Flynn, Chicago-style “Razzle Dazzle?” I don’t do criminal law, but the art of a business deal is not that far removed from musical theater.

Saturday, June 27, 2009

Mile-a-Minute Man

Wow, am I feeling pumped. I annihilated my previous speed record on my bike today. I just installed the MotionX-GPS Lite app on my iPhone. At the end of several laps around Wash Park, I popped the iPhone out of my jersey pocket and to my amazement it reported a top speed of 61.5 mph, totally blowing away the measly 53 mph I hit on a mountain descent back in my USCF racing days. (My wife and I used to fly our tandem down Colorado's mountain passes, but the tap on my butt would come when her speedometer reached 50.) Wow, after a ride like today's, I know I will be ready for anything next week can dish out…

Friday, June 26, 2009

The Due Diligence Blues: 50 Ways to Love Your Lawyer

Due Diligence. No two-word phrase brings greater dread to business owners, other than “attorney fees.”

Due diligence is the process of thoroughly investigating a company before it can be sold. Although the process can be daunting and exhausting, ultimately due diligence is extremely valuable to both buyer and seller. The buyer gets to understand the business and protects itself from any hidden issues. The seller gets a better price for the business and protects itself (and that price) from litigation after closing.

But due diligence, like other things that are good for us – broccoli, brussels sprouts or whatever it is that your mother made you eat – often happens only after a great deal of nagging. Nagging coming, unfortunately, from business lawyers like me. I for one didn’t go to law school to become a nag. I want to help my clients achieve goals, and one of the most common goals is the sale of a company that will free the client to pursue other dreams.

So, in an effort to end the nagging, on behalf of your lawyers I offer business owners everywhere:

The Due Diligence Blues

The problem is all inside your head
Just talk with me
The process is easy if you
Take it logically
I’d like to help you in your struggle
To succeed
There must be fifty ways
To love your lawyer

I said it’s really not my habit
To intrude
Furthermore, I hope my meaning
Won’t be lost or misconstrued
But I’ll repeat myself
At the risk of being sued
There must be fifty ways
To love your lawyer
Fifty ways to love your lawyer

CHORUS:
You just send the contract, Jack
Read the whole plan, Stan
You don’t need to be coy, Roy
Just find the decree
This is due diligence, gents
You need to disclose loads
Just drop off the fee, Lee (attorney, that is)
And get yourself free.

While I am grateful for his music and inspiration, Paul Simon only gave us 5 of his 50 ways, so the first 10 readers who suggest another way to love your lawyer will receive their very own “Jim can dance, kazoo?” imprinted kazoo.
Suggestions can be about due diligence or any other aspect of the lawyer-client relationship where a little extra client cooperation would help the lawyer get the client a good result. Just post your suggestion as a comment on the blog or on my Facebook page, or email it to me at jthomas@minorbrown.com. You should email your mailing address to me so we keep that confidential (thinking like a lawyer again).

Tuesday, June 23, 2009

Heavy Duty: More Liability Traps for Business Owners

Unless you were daydreaming during history class, in high school you learned that the birth of modern limited liability business entities, namely corporations, was a key factor in the Industrial Revolution and America’s emergence as a world economic leader. An investment of capital that risks only that capital, not the investor’s other assets, has been at the heart of capitalism ever since. This is especially true, but often challenging, in human-owned businesses where the people who invest the capital are often investing blood, sweat and tears as business management, too.

Typically, the law splits management of a corporation into two functions: the officers (President, Secretary, Chief Cook and Bottle Washer, etc.), who run the day-to-day operations, and the Board of Directors, which supervises the officers and keeps a long term view in mind. Yes, I know that if public company Boards of Directors really did that, we wouldn’t be in our current economic pickle, but that’s not today’s subject; my concern is that people in private companies don’t keep track of the hats they wear (owner, officer and/or director) and the consequences that go with wearing them.

Officers and directors are fiduciaries and as such they have certain special responsibilities to their company. The existence of these duties and the personal liability that comes with their violation can put a huge hole in the wall separating the risk of the business from an owner’s other assets. I’m not going to get into the specifics of these duties (and you don’t want to read a bunch of legalese) so I will give you two words: care and loyalty. To flesh it out just a bit, be careful in exercising your responsibilities and don’t put personal interests above the company’s.

With that summary, you are ready to begin an important conversation with your co-owners and your company’s legal counsel about the following four ideas:

Limit your duties?
Be especially careful around the edges.
Don’t let your LLC fool you.
Check indemnification rights and consider D&O insurance.

Fiduciary duties and personal liability for violating them can usually be limited by agreement among the owners of a business. You may or may not want to do this; in general, however, my clients like to set limits. In a corporation, this is accomplished in a public document – the Articles or Certificate of Incorporation. Colorado, for example, allows a simple statement included in the Articles to eliminate personal fiduciary liability in all but a few situations. The trouble is most private business owners aren’t aware that they have fiduciary duties, let alone that the duties can be limited. I asked a paralegal in my office to conduct an unscientific survey of 20 recently-formed corporations – 10 formed by lawyers for clients, 10 formed by the business owner(s) – and found that in the corporations formed by lawyers, 8 of the 10 limited fiduciary duties. However, none of the corporations formed by their owners contained any limitation. Enough said?

Good human-owned business practices conducted in ordinary circumstances rarely risk violating fiduciary duties. The stuff that makes it to court and into case law often involves either a practice so questionable or circumstances so unusual that you might well ask, “What were they thinking?” My answer: they probably weren’t. So you won’t let that happen to you. Actions when the company is in financial stress and anything that is or appears to be a conflict of interest are clear examples of situations where careful consideration of duties is required. In today’s economy, business owners struggling to save their business may actually be creating personal liability to the business creditors. In Colorado that may be true even despite legislation to end fiduciary duties to creditors.

The vocabulary of this post has, so far, been all corporate. Many human-owned businesses in recent years have chosen to be limited liability companies rather than corporations, and the owners may have been lulled into a false sense of security by business books and blogs touting, among other advantages of the LLC form of business, the ability to limit or even eliminate fiduciary duties. That ability might exist in your state, but chances are that the exercise of that right requires explicit language in the governing documents of the LLC. Since my informal survey showed that owners of corporations have a poor track record in limiting duties, I suspect LLC owners fare no better with their private operating agreements. I encourage you to review your operating agreement with your attorney. He or she can help you limit, eliminate or expand duties as appropriate for your ownership group and explain what duties may apply regardless, such as Colorado’s common law duty to creditors.

Your primary goals should be to understand and then carry out the duties that apply to you as an officer, director and/or manager of your business, but you should also be ready in case that is not enough. There are two fail-safes that you need to look at in the last step of your analysis. First is Directors and Officers insurance, commonly called D&O. No doubt you have purchased insurance to cover certain business risks; you can also purchase D&O to insure the actions of the business fiduciaries. If you already have D&O, check with your agent and confirm the term and scope of your existing policy’s coverage. Otherwise, ask your agent about adding D&O and the price and terms of a new policy. Unless you are in the financial services sector, chances are D&O insurance should be available and reasonably priced, but like all things in business or life, you get what you pay for.

Indemnification is the second, final step to consider. Indemnification means the business will be responsible for paying, or at least reimbursing, damages (including those all important attorney’s fees) incurred in connection with the exercise of your duties to the business, subject of course to some legal limitations. Your lawyer can explain to you the indemnification requirements currently applicable to your business and whether and how those rights can be either expanded or contracted to suit the needs of the business and its fiduciaries. Indemnification, as a practical matter, may be of limited utility if you are the sole owner of the business, but in private businesses with more than one owner, indemnification rights deserve your attention.

Monday, June 15, 2009

Where's credit due? Business owner credit reporting

Credit reporting issues have caught my attention twice in the last few days. Just today an article in BusinessWeek reports on a Capitol One practice of reporting all small business loans to consumer credit bureaus. Typically business loans would not impact the credit report of the business owner unless the business was delinquent on the loan. Now, for Capitol One borrowers at least, current and performing business loans will end up on the owner’s personal report as well.

How that might impact your personal credit score is beyond me, but it seems that you as a business owner ought to know this is happening and monitor it to understand its implications for you. Yes, I know we all are reminded to monitor our personal scores, but I suspect you, like me, do a spotty job of it (business owners tend to have a better pulse on their business credit).

In fact, a client of mine who has done quite well for himself in the financial services industry had his own shoemaker’s children’s moment last week. A routine utility company account application turned up serious errors in both my client’s and his wife’s credit reports. The errors will be corrected but the situation was embarrassing both personally and professionally for a credit industry insider.

With credit as tight as it is, it seems all of us in business need to be more diligent about understanding, monitoring and correcting, if necessary, the credit industry’s view of us.

Thursday, June 11, 2009

Standing on shoulders -- how great is your business?

My best business lessons come from my clients. Central among these lessons is that good businesses make money, but great businesses build communities that make good business possible. “Great businesses” doesn’t mean only big public corporations. Private businesses are not only the foundation of our economy – they are essential to civic infrastructure. No other group of community leaders brings to bear the skills and entrepreneurial drive of the man or woman who owns a business.

A company that invests in its community not just money, but the talent and passion of its people, especially its owners, positions itself to move from being a success to being significant. “Being a good corporate citizen is good for business. Companies that give by donating money, products and services or volunteer time gain recognition by supporting their communities. Corporate giving can increase your company’s visibility, reputation for goodwill and employees’ sense of purpose.” -- The Denver Office of Strategic Partnership’s Business Good Citizenship Kit.

The ongoing economic crisis could be an easy excuse to skip investing time in your community, but in actuality this is the best time to take this step. As the need is great, so is your potential reward. But like any investment you need to do your homework. Boardsource offers materials to help you in this process; particularly valuable are their questions to ask before joining a board. In Colorado, check out the resources of the Colorado Nonprofit Association and Metro Volunteers.

A business is usually structured to take advantage of the protections our laws allow against personal liability for business activity. Your board service should be approached in a similar vein. Above all, understand your duties as a fiduciary to the institution, your risk if you fail to carry out those duties, and the liability insurance carried for board members. I’m not bringing these up to scare you off, but to get you focused and informed. A good nonprofit will approach these matters proactively and train you to be a quality board member.

If you are ready to engage in your community, but you aren’t sure of the issues or organizations needing support, your Chamber of Commerce should be among your first stops. The Denver Metro Chamber Leadership Foundation was created by the Denver Metro Chamber of Commerce 35 years ago to prepare and connect leaders from the business and civic communities to strengthen Colorado’s future. As a participant in a number of the Foundation’s programs, it would be easy for me to conclude with accolades for the Chamber and Foundation, but before we pat ourselves on the backs, we ought to look at our feet for they are firmly planted on the shoulders of the generations before us.

In looking at my feet, I see shoulders stretching back 150 years to when “Denver would soon be too dead to bury.” The business owners of that day used their money, passion and leadership to connect our city to the new transcontinental railroad. Sure it was good for their companies, but it ensured a future for our region and for every business yet to come. That is what great businesses do.

Dedicated to a great businessman, my client, friend and teacher, Wayne Berger. For just one example of Wayne’s civic leadership, visit Facing History and Ourselves.

Monday, June 1, 2009

Focus on Good Business, Focus on Driving

Colorado Governor Bill Ritter today signed a new law making it illegal to send text messages or emails while driving a car. Whether some driving distractions should be illegal while others are not is not the question here. This law is now on the books (though not effective until December) and highlights an important issue for business owners.

Perhaps you, like many businesses, supply cell phones or PDAs to your key employees to promote their efficiency. I have a simple mathematical formula to prove why you should update your employment manual or policies to prohibit texting or emailing while driving:

Employee + employer-provided cell phone + illegal text message + accident = law suit (or worse).

The life (and money) you save may be your own.