What To Do Before Adding Or Removing a Principal

The addition or removal of a principal in any business, especially one with fewer than 500 employees, is one of the most important eventsBusiness Partners Shaking Hands in a company’s development. How well it is accomplished, both from a moral and a financial perspective, often dictates whether the business will succeed or fail. For this reason, every business owner should know two things: (1) such change is inevitable; and (2) the question of success or failure hinges upon advance preparation.

First and foremost, it is imperative that if a business has more than one owner, the principals should create and sign written agreements detailing:

  • When and how any principal can go about leaving the company;
  • The amount of money (either stated outright or derived through an agreed formula) the departing principal is to receive, if any;
  • How a buyout is to be structured;
  • Post-separation obligations;
  • The conditions for bringing on a new principal.

When the subject of Buy/Sale Agreements or Stockholders’ Agreements comes up, most people envision a 50 page single spaced contract written in Latin by an attorney at the cost of tens of thousands of dollars. Fortunately, unless we are talking about a Fortune 500 company, this is simply not the case. A skilled attorney will work with the company’s principals to create an agreement which reflects their beliefs and company culture and, most importantly, is written for the non-lawyer.

The necessity for these documents is especially true where the principals are family members or close friends. Where money is concerned, few things preserve a relationship like a clear written agreement prepared well in advance of any issue that may arise.

 

Inventory Control Means Value at the Time of the Sale

The Letter of Intent ("LOI") set the price at $22,000,000.  The Asset Purchase Agreement, known as the "APA", executed just six weeks later set the price at $21,750,000.  At closing, the purchaser wound up paying $20,200,000.  The sole reason for this 10%, two million dollar haircut was the seller's lack of inventory control. 

Particularly in a tight economy, due diligence is the order of the day.  Savvy purchasers will look for audited financials and recently documented full, physical inventories before coming to the settlement table.  In that same vein, savvy sellers will address this issue well before even putting their company on the block.  The price of overlooking inventory controls is steep. 

If the Buyer ever gets to the point of knowing more about the company than the Seller, the Seller will take a hit.

Too many companies, particularly family owned companies, try to sell the business while relying on the strategies and procedures which served them well over the years while building the company.  They don't work.  A successful sale depends upon the seller's ability to view the company through the eyes of the buyer.  Most notably, this includes absolute verification of inventory.  

So, before seeing their lawyer, business broker or investment banker, sellers hoping to realize full value at closing, would be best advised to take a stroll back to the warehouse...and stay there for a while.

 
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