Starting a Business? Do This First.

 

Limited Liability Company, “C” Corporation, “S” Corporation, General Partnership, Limited Partnership . . . or something else? When you start a business, your first order of business should be choosing a corporate form.

But what to choose? And where to domicile your company? And what are the potential consequences of your choices? Or rather, what are the potential consequences of bad choices?

Generally speaking, I form more LLC’s for my clients than anything else, and with good reason: for many (but not all) small to medium sized companies, particularly startups, it’s the most flexible corporate form in which to do business.

At the startup phase, you usually don’t know how far your business will go, how much capital it’s going to need to fuel its growth, whether it will need to reorganize to accommodate growth down the road, or how many investors or equity partners you’re going to end up with. LLCs are ideal under these circumstances. They keep your options open while shielding the members’ personal assets from liabilities of the company. Plus, LLCs are relatively easy to operate (more nimble than Corporations and less startup paperwork than Partnerships). They can also end up costing you less in taxes each year than Corporations, and are easier to convert into another corporate form down the road if it becomes advantageous to do so (and I can tell you if and when it would be advantageous to consider a format conversion as your company grows). 

On occasion, though, I’ll recommend that a startup client use an “S” Corporation or a “C” Corporation, particularly if paying salaries to the stockholders is important, or if bank or venture capital financing is essential to capitalizing the business from the getgo, or if offering stock options in order to attract top talent is important. Most banks and venture capital investors will want the permanence and stability of a Corporation before they’ll lend or invest money, and investors particularly like the ease with which a Corporation permits transferability of shares once the business is profitable. However, you’ll pay for these powerhouse advantages: corporate earnings are taxed twice. The Corporation itself is treated as a taxable person, so it will pay taxes on its overall income (the 1st level of taxation). Then, after the remaining income is distributed to stockholders as dividends, the stockholders will pay income tax on those dividends (the 2nd level of taxation).   Thus, choosing to operate as a “C” Corporation can be expensive, and a major issue when determining whether to choose this corporate form is whether the company will generate sufficient cash flow to make this double taxation worthwhile.

Whichever corporate form we choose, we also need to decide where to domicile your company (i.e., in which state). Decisions on domicile will depend on the type of business you’re in, the states in which you anticipate providing goods or services, and the complexity of your operations. For most Maryland-based companies, a Maryland domicile is satisfactory. However, your company may present circumstances that would warrant a hard look at another state. Ever wonder why virtually every Fortune 500 corporation and quite a few LLCs are domiciled in Delaware? (Yes, I know this burning question keeps you up at night). Let’s talk about it.

A few weeks ago, I wrote about what sorts of nightmares lawyers have (if you missed it, click here). Here’s the worst nightmare of all: you start a company but don’t use a lawyer and an accountant to help you choose and properly set up a corporate form. You make no filings with the proper governmental agencies (or you make inadequate filings) and you draft no documents evidencing your intended operating format. You adhere to no corporate formalities and keep no records of corporate decisions and actions. Instead, you simply open up your doors for business, sign a lease, enter into contracts with a few vendors and suppliers, put the letters “Inc.” or “LLC” or “Corp.” after your company’s name, and begin servicing customers or clients.

Guess what?   Under these circumstances, the law presumes you’re operating a General Partnership. And I’m here to tell you that you NEVER want to be operating a General Partnership without talking to me first. Why? Because, among other things, General Partnerships do NOT shield their partners from the liabilities of the company. Which means that if anyone sues your company for any reason and wins a judgment against it, your personal assets (your house, your car, your savings, etc.) could be used to satisfy that judgment. Was that something you planned on?

Of course, there’s a lot more to selecting a corporate form than space and time allow me to discuss here. If you’ve got questions about what type of entity your company should be, or if you want to review whether your current corporate form is best for your business going forward, feel free to give me a call. I’d be happy to discuss it with you. [Free of charge, as always.]  

 

What lawyers have nightmares about

I have this recurring nightmare. I don’t have it every day, or even every month, and to be truthful it usually doesn’t even happen when I’m sleeping. It’s more of a daytime occurrence, but in substance and fear factor, it’s every bit a nightmare. And I have it often enough that it merits writing about here.

If you read my blog last week, you know that I’ve turned my attention to the legal issues surrounding the startup of a business. My nightmare relates to the scenario that occurs when a new client comes to me for the first time and tells me that he’s been running his business for a few months, things are going well, and he needs some sort of legal help with a new line of credit, or with a contract he’s about to sign with a new vendor or joint venturer, or something similar.

When I ask this hypothetical client what kind of company he’s formed, and whether I can see his formation documents, he gives me a blank stare. That’s when the nightmare begins. Both for me and, often enough, for my client as well.

When you form a new venture, it’s not enough to go to some online company or to OfficeMax, fill out a few forms, and file them with the designated state office. Sure, technically, you can do it that way. But there are too many issues (legal and accounting being only two) that need thoughtful consideration out of the gate, and a do-it-yourself kit isn’t going to adequately prepare you to think through those issues.

Instead, you need legal help.

Here are just a few of the issues that I’d ask a new client to consider and discuss with me before he opens his doors for business:

• What type of business are you going into?

• Did you sign any documents or commence any business operations before coming to me to discuss forming your company?

• Are you raising money from third parties (i.e., investors or lenders), or just from the “three F’s” (i.e., family, friends, and fools)?

• Do you have investors? Are they people or companies? Did they lend you the money, or invest it? Is there anything in writing evidencing their investments or loans to you?

• Are you minority or woman owned? How do you make that determination if you have several owners? Can you take advantage of contracting and funding programs related to your ownership status?

• Did you prepare a business plan? If you raised (or intend to raise) outside money, did you prepare an offering document? Did/does your investment offering comply with Securities and Exchange Commission regulations?

• In what state will you conduct the bulk of your business?

• Did you speak with your accountant about tax issues related to operations and the various corporate forms?

• Have you signed any documents in the name of the company?

• Do you have office space? Did you sign a lease, or do you intend to sign one?

• Did you open a bank account? Who has signatory authority on checks?

• What happens if one of the business partners decides to leave the business, or dies? Or one of your partners just decides to stop working on the business but continues to collect profit distributions? Can he do that?

It only took me about 45 seconds to think of the issues above, and I’m just getting started. My point is that when you start a business, there’s a lot to think about. Startup issues will affect the remainder of your business’s life, and your personal life (and mental health) as well. Your lawyer and your accountant need to be part of the process from the very beginning.

There’s an old saying: “Junk in, junk out” (the saying is actually a bit more, uh, “colorful” than this, but I think we all get the gist of it). In other words, it’s best to put high quality legal and accounting work into the startup phase of your business so as to avoid a lot of “junk” (in the form of liability, headache, tax, and other issues) later on down the road when you’re up and running.

I’m going to explore a number of the bulleted issues above in my next several blogs. In the meantime, feel free to call me if you’ve got any questions about any of these issues, or other legal issues affecting your business.

Why you absolutely need to spend money on a lawyer

One of my favorite lawyer jokes goes like this:

Q:  What’s the definition of a corporate lawyer?

A:  Someone who prevents exciting things from happening.

Unfortunately, and all too often, the joke is true.  Many corporate lawyers fail to see the forest for the trees.  They get so wrapped up in focusing on every possible thing that could go wrong in your business or transaction that they “overdraft” your corporate documents and contracts and scare off the other party to your transaction.  Moreover, they often adopt an adversarial stance vis a vis your business partners, customers, and contracting counterparties, which ends up souring what is supposed to be a positive business experience for the companies involved.  All this extra time and extra analysis ends up costing you time, unnecessary anxiety, and more money in legal fees.

 In short, corporate lawyers too often act like overly wordy litigators.  And that’s not what we’re supposed to be.  We’re supposed to help you build, not to tear down.  We’re supposed to help you perform cost-benefit analyses with respect to your contract language, not throw in everything but the kitchen sink.  And building and benefiting should always be a cooperative and forward-looking endeavor, not an adversarial and retrospective one.  It’s not about your lawyer’s ego.  It’s about your business.

However, there’s at least one time during the life of your company when letting your lawyer get analytical and obsessive is actually more beneficial than detrimental, and when there’s a quantifiable benefit to the money you’re paying him for his services.  And that time is when you decide to start a new business.

You’ve got to get your ducks in a row, make sure the language in your formation documents is tight, and keep your gaze steely.  You don’t want your lawyer to stop this exciting thing from happening, but you DO want him to slow it down enough for you to make some serious decisions that will affect the financial and operational future of your new enterprise.  Decisions such as choice of corporate form, tax considerations, investor rights and obligations, corporate governance, banking relationships, and a host of other issues.  Some can be put off until a few months after you’re up and running.  Most cannot.  This is one time when preventing an exciting thing from happening too quickly is actually desirable.

 Are you going to part with some money in legal fees, as the title of this blog states rather forcefully?  Probably.  You might be able to spend a bit less, but you might end up spending more.  It depends on the type of business you’re starting, your financing, your facilities, your investors, your choice of corporate entity, certain tax considerations, and your appetite for risk, among other things.  It won’t cost you an arm and a leg, but it’s going to cost you something.  And it’s going to be some of the best money your business ever spends. 

 I’m going to explain why over the course of the next several weeks of blogging.  Stay tuned . . . .