Course1

Ownership of Ideas Created While on the Job

$59.00

Ownership of “ideas” – tangible inventions, “know-how” or processes, or other tangible or intangible property – is often an area of substantial dispute between the creator/inventor and his or her employer.  Though it seems axiomatic the creator owns invention, if the invention – often very valuable property – is created on the job or using employer resources, the employer has a substantial claim to ownership. Indeed, the employee may have been hired for the purpose of creating intellectual property essential to the employer’s success.  Putting in place policies and procedures to ensure employers have clear title to this type of property is essential to avoid protracted, costly, and potentially ruinous litigation. This program will provide you with a practical guide to ownership of intellectual property created on the job.    Ownership of ideas, information, know-how and other property created on the job by employees Impact of scope of an employee’s duties on ownership of property created on the job Role of adequate compensation in protecting employer property How some property created on the job is an employee’s – not the employer’s – even if in scope of duties Essential agreements, policies, and practices to preserve employer property What to do if asserts ownership to property created on the job   Speakers: Kelsey Schmidt   Kelsey Schmidt is a partner in the Labor and Employment Practice Group in Haynes Boone’s Denver office. Her practice involves defending litigation matters in federal and state court and before a variety of administrative agencies that range from wage and hour, Title VII, retaliation, harassment, trade secret and restrictive covenant matters, and wrongful termination issues. Kelsey has experience representing clients in front of the Department of Labor, the Equal Employment Opportunity Commission and equivalent state agencies. She also represents businesses against union grievances and unfair labor practice charges.   Robert Ziemian   Robert Ziemian is a partner in Haynes Boone’s Denver office. Robert Ziemian builds and enforces intellectual property portfolios in the e-commerce age. Focusing on the unique and compelling aspects of anticipated products he designs protection schemes involving patents, design patents, trade dress, trademarks, and copyrights, resulting in tailored protection for distinctive products. Robert specializes in stopping knockoffs and counterfeits and provides clients a menu of solutions, including e-commerce monitoring and takedowns, cease and desist letters and soft enforcement, and federal district court and International Trade Commission (ITC) proceedings.

  • Teleseminar
    Format
  • 60
    Minutes
  • 3/21/2025
    Presented
SEE MORE
Course1

Ownership of Ideas Created While on the Job

$59.00

Ownership of “ideas” – tangible inventions, “know-how” or processes, or other tangible or intangible property – is often an area of substantial dispute between the creator/inventor and his or her employer.  Though it seems axiomatic the creator owns invention, if the invention – often very valuable property – is created on the job or using employer resources, the employer has a substantial claim to ownership. Indeed, the employee may have been hired for the purpose of creating intellectual property essential to the employer’s success.  Putting in place policies and procedures to ensure employers have clear title to this type of property is essential to avoid protracted, costly, and potentially ruinous litigation. This program will provide you with a practical guide to ownership of intellectual property created on the job.    Ownership of ideas, information, know-how and other property created on the job by employees Impact of scope of an employee’s duties on ownership of property created on the job Role of adequate compensation in protecting employer property How some property created on the job is an employee’s – not the employer’s – even if in scope of duties Essential agreements, policies, and practices to preserve employer property What to do if asserts ownership to property created on the job   Speakers: Kelsey Schmidt   Kelsey Schmidt is a partner in the Labor and Employment Practice Group in Haynes Boone’s Denver office. Her practice involves defending litigation matters in federal and state court and before a variety of administrative agencies that range from wage and hour, Title VII, retaliation, harassment, trade secret and restrictive covenant matters, and wrongful termination issues. Kelsey has experience representing clients in front of the Department of Labor, the Equal Employment Opportunity Commission and equivalent state agencies. She also represents businesses against union grievances and unfair labor practice charges.   Robert Ziemian   Robert Ziemian is a partner in Haynes Boone’s Denver office. Robert Ziemian builds and enforces intellectual property portfolios in the e-commerce age. Focusing on the unique and compelling aspects of anticipated products he designs protection schemes involving patents, design patents, trade dress, trademarks, and copyrights, resulting in tailored protection for distinctive products. Robert specializes in stopping knockoffs and counterfeits and provides clients a menu of solutions, including e-commerce monitoring and takedowns, cease and desist letters and soft enforcement, and federal district court and International Trade Commission (ITC) proceedings.

  • Audio Webcast
    Format
  • 60
    Minutes
  • 3/21/2025
    Presented
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Course1

LLC, Partnership and Pass-Through Mergers, Part 1

$59.00

As LLCs and other pass-through entities have become the default choices of entity in most business, commercial, and real estate transactions, many mergers or asset sales now involve two or more pass-through entities. The familiar principles that apply to corporate mergers or asset sales do not translate to pass-through transactions. Rather, combinations of LLCs, limited partnerships, partnerships, and even S corporations are governed by a nonintuitive jumble of rules that treat the transaction one way for business law purposes and quite another for tax purposes. Indeed, for income tax purposes, transactions following a variety of patterns are “deemed” to consist of a series of property contributions and distributions and taxed accordingly. Planning for both aspects is a very complex challenge. This program provides you with a practical guide to planning both the business law and tax law aspects of merging pass-through entities.   Day 1 • Framework of nontax and tax law for combining pass-through entities, partnerships, LLCs, limited partnerships, and S corporations• How transactions are treated for state law purposes vs. tax law purposes• Tradeoffs between assets vs. membership interests/S corporation stock deals• Nontax benefits of “entity” deals—contract assignments, licensing and registration transfers• Successor liability issues in “asset” deals and how to mitigate risk• Special considerations involving S corporation mergers—triggering hidden taxes, losing S corporation eligibility, structuring restrictions• Benefits of treating stock transactions as asset sales under IRC 338(h)(10)   Day 2 • Structural alternatives for combining LLCs and partnerships• Special tax issues for mergers involving LLCs and partnerships, including entity- and member-level treatment• Treatment of distribution, voting, and other rights when membership interests/S corporation stock are transferred• Due diligence considerations of merging pass-through entities• State and local sales tax issues on transfer of assets in the merger• Incentive compensation issues   Speaker: Paul Kaplan is a partner in the Washington, D.C., office of Venable LLP, where he has an extensive corporate and business planning practice and provides advisory services to emerging growth companies and entrepreneurs in a variety of industries. He is a former Adjunct Professor of Law at Georgetown University Law Center, where he taught business planning. Before entering private practice, he was a Certified Public Accountant with a national accounting firm, specializing in corporate and individual income tax planning and compliance. Norman Lencz is a partner in the Baltimore office of Venable LLP, where his practice focuses on a broad range of federal, state, local, and international tax matters. He advises clients on tax issues relating to corporations, partnerships, LLCs, joint ventures, and real estate transactions. He also has extensive experience with compensation planning in closely held businesses. 

  • Teleseminar
    Format
  • 60
    Minutes
  • 3/26/2025
    Presented
SEE MORE
Course1

LLC, Partnership and Pass-Through Mergers, Part 1

$59.00

As LLCs and other pass-through entities have become the default choices of entity in most business, commercial, and real estate transactions, many mergers or asset sales now involve two or more pass-through entities. The familiar principles that apply to corporate mergers or asset sales do not translate to pass-through transactions. Rather, combinations of LLCs, limited partnerships, partnerships, and even S corporations are governed by a nonintuitive jumble of rules that treat the transaction one way for business law purposes and quite another for tax purposes. Indeed, for income tax purposes, transactions following a variety of patterns are “deemed” to consist of a series of property contributions and distributions and taxed accordingly. Planning for both aspects is a very complex challenge. This program provides you with a practical guide to planning both the business law and tax law aspects of merging pass-through entities.   Day 1 • Framework of nontax and tax law for combining pass-through entities, partnerships, LLCs, limited partnerships, and S corporations• How transactions are treated for state law purposes vs. tax law purposes• Tradeoffs between assets vs. membership interests/S corporation stock deals• Nontax benefits of “entity” deals—contract assignments, licensing and registration transfers• Successor liability issues in “asset” deals and how to mitigate risk• Special considerations involving S corporation mergers—triggering hidden taxes, losing S corporation eligibility, structuring restrictions• Benefits of treating stock transactions as asset sales under IRC 338(h)(10)   Day 2 • Structural alternatives for combining LLCs and partnerships• Special tax issues for mergers involving LLCs and partnerships, including entity- and member-level treatment• Treatment of distribution, voting, and other rights when membership interests/S corporation stock are transferred• Due diligence considerations of merging pass-through entities• State and local sales tax issues on transfer of assets in the merger• Incentive compensation issues   Speaker: Paul Kaplan is a partner in the Washington, D.C., office of Venable LLP, where he has an extensive corporate and business planning practice and provides advisory services to emerging growth companies and entrepreneurs in a variety of industries. He is a former Adjunct Professor of Law at Georgetown University Law Center, where he taught business planning. Before entering private practice, he was a Certified Public Accountant with a national accounting firm, specializing in corporate and individual income tax planning and compliance. Norman Lencz is a partner in the Baltimore office of Venable LLP, where his practice focuses on a broad range of federal, state, local, and international tax matters. He advises clients on tax issues relating to corporations, partnerships, LLCs, joint ventures, and real estate transactions. He also has extensive experience with compensation planning in closely held businesses. 

  • Audio Webcast
    Format
  • 60
    Minutes
  • 3/26/2025
    Presented
SEE MORE
Course1

LLC, Partnership and Pass-Through Mergers, Part 2

$59.00

As LLCs and other pass-through entities have become the default choices of entity in most business, commercial, and real estate transactions, many mergers or asset sales now involve two or more pass-through entities. The familiar principles that apply to corporate mergers or asset sales do not translate to pass-through transactions. Rather, combinations of LLCs, limited partnerships, partnerships, and even S corporations are governed by a nonintuitive jumble of rules that treat the transaction one way for business law purposes and quite another for tax purposes. Indeed, for income tax purposes, transactions following a variety of patterns are “deemed” to consist of a series of property contributions and distributions and taxed accordingly. Planning for both aspects is a very complex challenge. This program provides you with a practical guide to planning both the business law and tax law aspects of merging pass-through entities.   Day 1 • Framework of nontax and tax law for combining pass-through entities, partnerships, LLCs, limited partnerships, and S corporations• How transactions are treated for state law purposes vs. tax law purposes• Tradeoffs between assets vs. membership interests/S corporation stock deals• Nontax benefits of “entity” deals—contract assignments, licensing and registration transfers• Successor liability issues in “asset” deals and how to mitigate risk• Special considerations involving S corporation mergers—triggering hidden taxes, losing S corporation eligibility, structuring restrictions• Benefits of treating stock transactions as asset sales under IRC 338(h)(10)   Day 2 • Structural alternatives for combining LLCs and partnerships• Special tax issues for mergers involving LLCs and partnerships, including entity- and member-level treatment• Treatment of distribution, voting, and other rights when membership interests/S corporation stock are transferred• Due diligence considerations of merging pass-through entities• State and local sales tax issues on transfer of assets in the merger• Incentive compensation issues   Speaker: Paul Kaplan is a partner in the Washington, D.C., office of Venable LLP, where he has an extensive corporate and business planning practice and provides advisory services to emerging growth companies and entrepreneurs in a variety of industries. He is a former Adjunct Professor of Law at Georgetown University Law Center, where he taught business planning. Before entering private practice, he was a Certified Public Accountant with a national accounting firm, specializing in corporate and individual income tax planning and compliance. Norman Lencz is a partner in the Baltimore office of Venable LLP, where his practice focuses on a broad range of federal, state, local, and international tax matters. He advises clients on tax issues relating to corporations, partnerships, LLCs, joint ventures, and real estate transactions. He also has extensive experience with compensation planning in closely held businesses. 

  • Teleseminar
    Format
  • 60
    Minutes
  • 3/27/2025
    Presented
SEE MORE
Course1

LLC, Partnership and Pass-Through Mergers, Part 2

$59.00

As LLCs and other pass-through entities have become the default choices of entity in most business, commercial, and real estate transactions, many mergers or asset sales now involve two or more pass-through entities. The familiar principles that apply to corporate mergers or asset sales do not translate to pass-through transactions. Rather, combinations of LLCs, limited partnerships, partnerships, and even S corporations are governed by a nonintuitive jumble of rules that treat the transaction one way for business law purposes and quite another for tax purposes. Indeed, for income tax purposes, transactions following a variety of patterns are “deemed” to consist of a series of property contributions and distributions and taxed accordingly. Planning for both aspects is a very complex challenge. This program provides you with a practical guide to planning both the business law and tax law aspects of merging pass-through entities.   Day 1 • Framework of nontax and tax law for combining pass-through entities, partnerships, LLCs, limited partnerships, and S corporations• How transactions are treated for state law purposes vs. tax law purposes• Tradeoffs between assets vs. membership interests/S corporation stock deals• Nontax benefits of “entity” deals—contract assignments, licensing and registration transfers• Successor liability issues in “asset” deals and how to mitigate risk• Special considerations involving S corporation mergers—triggering hidden taxes, losing S corporation eligibility, structuring restrictions• Benefits of treating stock transactions as asset sales under IRC 338(h)(10)   Day 2 • Structural alternatives for combining LLCs and partnerships• Special tax issues for mergers involving LLCs and partnerships, including entity- and member-level treatment• Treatment of distribution, voting, and other rights when membership interests/S corporation stock are transferred• Due diligence considerations of merging pass-through entities• State and local sales tax issues on transfer of assets in the merger• Incentive compensation issues   Speaker: Paul Kaplan is a partner in the Washington, D.C., office of Venable LLP, where he has an extensive corporate and business planning practice and provides advisory services to emerging growth companies and entrepreneurs in a variety of industries. He is a former Adjunct Professor of Law at Georgetown University Law Center, where he taught business planning. Before entering private practice, he was a Certified Public Accountant with a national accounting firm, specializing in corporate and individual income tax planning and compliance. Norman Lencz is a partner in the Baltimore office of Venable LLP, where his practice focuses on a broad range of federal, state, local, and international tax matters. He advises clients on tax issues relating to corporations, partnerships, LLCs, joint ventures, and real estate transactions. He also has extensive experience with compensation planning in closely held businesses. 

  • Audio Webcast
    Format
  • 60
    Minutes
  • 3/27/2025
    Presented
SEE MORE
Course1

LIVE REPLAY: Baskets and Escrow in Business Transactions

$59.00

Identifying and hedging the risk of the unknown is one of the biggest risks in business documentation.  If unknown liabilities arise – or known liabilities are greater than anticipated –parties want recourse to address the economic loss.  “Caps” and “baskets” are used to address this problem.  Caps are the the total amount for which one party may be liable to the other party post-closing. “Baskets” are the amount of loss one party must incur, if any, before seeking recourse to the other party. The variations and interplay between caps and baskets can be highly complex. This program will provide you with a practical guide to the uses, types, and drafting traps of caps and baskets in business transactions.   Types of “baskets” – “tipping baskets” v. “true deductibles” v. hybrids Negotiating “caps” – aggregates limits, specific carve-outs for fraud and other bad acts Intricate relationship between baskets and caps Drafting to reduce risk of dispute and enhance collectability of claims Use of escrow to ensure payment of indemnification claims   Speaker: Steven O. Weise is a partner in the Los Angeles office Proskauer Rose, LLP, where his practice encompasses all areas of commercial law. He has extensive experience in financings, particularly those secured by personal property.He also handles matters involving real property anti-deficiency laws, workouts, guarantees, sales of goods, letters of credit, commercial paper and checks, and investment securities.Mr. Weise formerly served as chair of the ABA Business Law Section. He has also served as a member of the Permanent Editorial Board of the UCC and as an Advisor to the UCC Code Article 9 Drafting Committee.

  • Teleseminar
    Format
  • 60
    Minutes
  • 3/31/2025
    Presented
SEE MORE
Course1

LIVE REPLAY: Baskets and Escrow in Business Transactions

$59.00

Identifying and hedging the risk of the unknown is one of the biggest risks in business documentation.  If unknown liabilities arise – or known liabilities are greater than anticipated –parties want recourse to address the economic loss.  “Caps” and “baskets” are used to address this problem.  Caps are the the total amount for which one party may be liable to the other party post-closing. “Baskets” are the amount of loss one party must incur, if any, before seeking recourse to the other party. The variations and interplay between caps and baskets can be highly complex. This program will provide you with a practical guide to the uses, types, and drafting traps of caps and baskets in business transactions.   Types of “baskets” – “tipping baskets” v. “true deductibles” v. hybrids Negotiating “caps” – aggregates limits, specific carve-outs for fraud and other bad acts Intricate relationship between baskets and caps Drafting to reduce risk of dispute and enhance collectability of claims Use of escrow to ensure payment of indemnification claims   Speaker: Steven O. Weise is a partner in the Los Angeles office Proskauer Rose, LLP, where his practice encompasses all areas of commercial law. He has extensive experience in financings, particularly those secured by personal property.He also handles matters involving real property anti-deficiency laws, workouts, guarantees, sales of goods, letters of credit, commercial paper and checks, and investment securities.Mr. Weise formerly served as chair of the ABA Business Law Section. He has also served as a member of the Permanent Editorial Board of the UCC and as an Advisor to the UCC Code Article 9 Drafting Committee.

  • Audio Webcast
    Format
  • 60
    Minutes
  • 3/31/2025
    Presented
SEE MORE
Course1

LIVE REPLAY: Earnouts: Taking a Wait and See Approach to Valuation of Closely Held Companies

$59.00

The most highly negotiated provision of most transactions is price. Sellers want to maximize the value of the deal, putting the most optimistic spin historical and forward-looking projections.  Sellers take a more skeptical view, questioning the sustainability of growth and the accuracy of forecasts.  When differences over valuation cannotbe bridged, the parties may use an earnout, which allows them to both take a wait-and-see approach and still close the transaction. Earnouts generally involve a current payment from buyer to seller together with ongoing payments to the seller if the company performs as the seller projected.  But there are many drafting and operational traps when using earnouts.  This program will provide you with a practical guide to structuring and drafting earnouts to later disputes and litigation.   Most highly negotiated and litigated provisions in earnout agreements Post-closing operations – control by buyer, but informational access to seller Defining key metrics – objective, measurable and potential traps Relationship of earnouts to senior debt and other preferential returns Debt issues and how it impacts financial results – and post-closing payments How earnouts are different than escrow and holdbacks   Speakers: Frank Ciatto is a partner in the Washington, D.C. office of Venable, LLP, where he has 20 years’ experience advising clients on mergers and acquisitions, limited liability companies, tax and accounting issues, and corporate finance transactions.  He is a leader of his firm’s private equity and hedge fund groups and a member of the Mergers & Acquisitions Subcommittee of the ABA Business Law Section.  He is a Certified Public Accountant and earlier in his career worked at what is now PricewaterhouseCoopers in New York.   Daniel G. Straga is an attorney in the Washington, D.C. office of Venable, LLP, where he counsels companies on a wide variety of corporate and business matters across a range of industries. He advises clients on mergers and acquisitions, capital raising, venture capital, and governance matters.   James DePaoli is an attorney in the Washington, D.C. office of Venable, LLP, where his practice focuses on corporate and commercial matters. He represents clients in the acquisition and disposition of assets and securities, mergers, and other business combinations and reorganizations. 

  • Audio Webcast
    Format
  • 60
    Minutes
  • 4/1/2025
    Presented
SEE MORE
Course1

LIVE REPLAY: Earnouts: Taking a Wait and See Approach to Valuation of Closely Held Companies

$59.00

The most highly negotiated provision of most transactions is price. Sellers want to maximize the value of the deal, putting the most optimistic spin historical and forward-looking projections.  Sellers take a more skeptical view, questioning the sustainability of growth and the accuracy of forecasts.  When differences over valuation cannotbe bridged, the parties may use an earnout, which allows them to both take a wait-and-see approach and still close the transaction. Earnouts generally involve a current payment from buyer to seller together with ongoing payments to the seller if the company performs as the seller projected.  But there are many drafting and operational traps when using earnouts.  This program will provide you with a practical guide to structuring and drafting earnouts to later disputes and litigation.   Most highly negotiated and litigated provisions in earnout agreements Post-closing operations – control by buyer, but informational access to seller Defining key metrics – objective, measurable and potential traps Relationship of earnouts to senior debt and other preferential returns Debt issues and how it impacts financial results – and post-closing payments How earnouts are different than escrow and holdbacks   Speakers: Frank Ciatto is a partner in the Washington, D.C. office of Venable, LLP, where he has 20 years’ experience advising clients on mergers and acquisitions, limited liability companies, tax and accounting issues, and corporate finance transactions.  He is a leader of his firm’s private equity and hedge fund groups and a member of the Mergers & Acquisitions Subcommittee of the ABA Business Law Section.  He is a Certified Public Accountant and earlier in his career worked at what is now PricewaterhouseCoopers in New York.   Daniel G. Straga is an attorney in the Washington, D.C. office of Venable, LLP, where he counsels companies on a wide variety of corporate and business matters across a range of industries. He advises clients on mergers and acquisitions, capital raising, venture capital, and governance matters.   James DePaoli is an attorney in the Washington, D.C. office of Venable, LLP, where his practice focuses on corporate and commercial matters. He represents clients in the acquisition and disposition of assets and securities, mergers, and other business combinations and reorganizations. 

  • Teleseminar
    Format
  • 60
    Minutes
  • 4/1/2025
    Presented
SEE MORE
Course1

Contracts in Crisis: MAC Clauses Acts of God, and Planning for the Unexpected

$59.00

Material Adverse Change (MAC) clauses are common in most businesstransactions. These clauses allocate among the parties the risk of a MAC occurring between the execution of transactional documents and closing the underlying transaction.  Sellers want certainty that a sale or other transaction will close and argue that the MAC clause should be very narrowly drafted. Buyers want maximum flexibility and will argue that anything that makes the transaction unattractive should constitute a MAC.  Between those two opposing views are a host of narrow and technical but important details that need to be negotiated, details which will determine whether the transaction is successfully closed, efficiently and cost-effectively terminated, or devolves into dispute and litigation. This program will provide you with a practical guide using and drafting MAC clauses in transactions.   • Drafting “Material Adverse Change” provisions and carve-outs • Forms of MACs – closing conditions or representations? • Practical process of “proving” a MAC occurred, including burden of proof • What happens to the transaction if a MAC occurred? • Spotting red flags when drafting MAC clauses and best practices to reduce the risk   Speaker: Steven O. Weise is a partner in the Los Angeles office Proskauer Rose, LLP, where his practice encompasses all areas of commercial law. He has extensive experience in financings, particularly those secured by personal property.  He also handles matters involving real property anti-deficiency laws, workouts, guarantees, sales of goods, letters of credit, commercial paper and checks, and investment securities.  Mr. Weise formerly served as chair of the ABA Business Law Section. He has also served as a member of the Permanent Editorial Board of the UCC and as an Advisor to the UCC Code Article 9 Drafting Committee.  

  • Audio Webcast
    Format
  • 60
    Minutes
  • 4/4/2025
    Presented
SEE MORE
Course1

Contracts in Crisis: MAC Clauses Acts of God, and Planning for the Unexpected

$59.00

Material Adverse Change (MAC) clauses are common in most businesstransactions. These clauses allocate among the parties the risk of a MAC occurring between the execution of transactional documents and closing the underlying transaction.  Sellers want certainty that a sale or other transaction will close and argue that the MAC clause should be very narrowly drafted. Buyers want maximum flexibility and will argue that anything that makes the transaction unattractive should constitute a MAC.  Between those two opposing views are a host of narrow and technical but important details that need to be negotiated, details which will determine whether the transaction is successfully closed, efficiently and cost-effectively terminated, or devolves into dispute and litigation. This program will provide you with a practical guide using and drafting MAC clauses in transactions.   • Drafting “Material Adverse Change” provisions and carve-outs • Forms of MACs – closing conditions or representations? • Practical process of “proving” a MAC occurred, including burden of proof • What happens to the transaction if a MAC occurred? • Spotting red flags when drafting MAC clauses and best practices to reduce the risk   Speaker: Steven O. Weise is a partner in the Los Angeles office Proskauer Rose, LLP, where his practice encompasses all areas of commercial law. He has extensive experience in financings, particularly those secured by personal property.  He also handles matters involving real property anti-deficiency laws, workouts, guarantees, sales of goods, letters of credit, commercial paper and checks, and investment securities.  Mr. Weise formerly served as chair of the ABA Business Law Section. He has also served as a member of the Permanent Editorial Board of the UCC and as an Advisor to the UCC Code Article 9 Drafting Committee.  

  • Teleseminar
    Format
  • 60
    Minutes
  • 4/4/2025
    Presented
SEE MORE
Course1

Indemnity Provisions in Business & Commercial Transactions

$59.00

Indemnity provisions are a cornerstone of business transactions, and understanding their nuances is essential for protecting your clients. This session will explore how to draft, negotiate, and analyze indemnity clauses in business and commercial agreements. Learn how to identify potential risks and ensure that indemnity provisions align with your client’s goals.   Highlights:   The legal foundation of indemnity provisions and their purpose. Key considerations when drafting indemnity clauses. Common negotiation challenges and strategies to overcome them. Risk allocation and practical steps to minimize liability. Real-world examples of indemnity disputes and lessons learned.   Speaker: TBD

  • Audio Webcast
    Format
  • 60
    Minutes
  • 4/9/2025
    Presented
SEE MORE
Course1

Indemnity Provisions in Business & Commercial Transactions

$59.00

Indemnity provisions are a cornerstone of business transactions, and understanding their nuances is essential for protecting your clients. This session will explore how to draft, negotiate, and analyze indemnity clauses in business and commercial agreements. Learn how to identify potential risks and ensure that indemnity provisions align with your client’s goals.   Highlights:   The legal foundation of indemnity provisions and their purpose. Key considerations when drafting indemnity clauses. Common negotiation challenges and strategies to overcome them. Risk allocation and practical steps to minimize liability. Real-world examples of indemnity disputes and lessons learned.   Speaker: TBD

  • Teleseminar
    Format
  • 60
    Minutes
  • 4/9/2025
    Presented
SEE MORE
Course1

LIVE REPLAY: When Business Partners Want Out: Business Divorce, Part 1

$59.00

Business divorce can be as complicated, costly and dramatic as traditional divorce. When owners of a closely-held company decide they cannot or will not work together anymore, there are several alternatives for achieving the separation – a division of assets among the owners, a buyout of one owner or several owners by a third party or by the company itself, or a complete or partial sale of the company.  But these and other transactional forms come with risk – the risk that dividing the assets of an operating business will cause substantial destruction of value to the company or that strife will take its toll on operations and employees.  This program will provide you with a practical guide to the alternatives for achieving a business divorce, planning the process, containing the risk and preserving value.   Day 1: Overview of techniques to accomplish a divorce – buy-sell arrangements, redemptions, compensation, employment separation and retirement plan techniques Special considerations when the divorce involves LLCs, S Corps or partnerships Valuation methods and disputes in a business divorce Techniques for financing a buyout as part of a business divorce Minimizing adverse tax consequences in a business divorce   Day 2: Compensation and retirement plan-based techniques for accomplishing a business divorce Special issues when a business divorce involves a distressed business Role of confidentiality, non-competition, and non-solicitation agreements as part of the divorce Important intellectual property issues, including customer lists, goodwill and trade secrets Preservation of valuable tax attributes   Speakers: Frank Ciatto is a partner in the Washington D.C. office of Venable, LLP, where he has 20 years' experience advising clients on mergers and acquisitions, limited liability cocmpanies, tax and accounting issues, and corporate finance transactions.  He is a leader of his firm's private equity and hedge fund groups and a member of the Mergers & Acquisitions Subcommittee of the ABA Business Law Section.  He is a Certified Public Accountant and earlier in his career worked at what is now PricewaterhouseCoopers in New York.   Norman Lencz is a partner in the Baltimore, Maryland office of Venable, LLP, where his practice focuses on a broad range of federal, state, local and international tax matters.  He advises clients on tax issues relating to corporations, partnerships, LLCs, joint ventures and real estate transactions.  He also has extensive experience with compensation planning in closely held businesses.  

  • Audio Webcast
    Format
  • 60
    Minutes
  • 4/10/2025
    Presented
SEE MORE
Course1

LIVE REPLAY: When Business Partners Want Out: Business Divorce, Part 1

$59.00

Business divorce can be as complicated, costly and dramatic as traditional divorce. When owners of a closely-held company decide they cannot or will not work together anymore, there are several alternatives for achieving the separation – a division of assets among the owners, a buyout of one owner or several owners by a third party or by the company itself, or a complete or partial sale of the company.  But these and other transactional forms come with risk – the risk that dividing the assets of an operating business will cause substantial destruction of value to the company or that strife will take its toll on operations and employees.  This program will provide you with a practical guide to the alternatives for achieving a business divorce, planning the process, containing the risk and preserving value.   Day 1: Overview of techniques to accomplish a divorce – buy-sell arrangements, redemptions, compensation, employment separation and retirement plan techniques Special considerations when the divorce involves LLCs, S Corps or partnerships Valuation methods and disputes in a business divorce Techniques for financing a buyout as part of a business divorce Minimizing adverse tax consequences in a business divorce   Day 2: Compensation and retirement plan-based techniques for accomplishing a business divorce Special issues when a business divorce involves a distressed business Role of confidentiality, non-competition, and non-solicitation agreements as part of the divorce Important intellectual property issues, including customer lists, goodwill and trade secrets Preservation of valuable tax attributes   Speakers: Frank Ciatto is a partner in the Washington D.C. office of Venable, LLP, where he has 20 years' experience advising clients on mergers and acquisitions, limited liability cocmpanies, tax and accounting issues, and corporate finance transactions.  He is a leader of his firm's private equity and hedge fund groups and a member of the Mergers & Acquisitions Subcommittee of the ABA Business Law Section.  He is a Certified Public Accountant and earlier in his career worked at what is now PricewaterhouseCoopers in New York.   Norman Lencz is a partner in the Baltimore, Maryland office of Venable, LLP, where his practice focuses on a broad range of federal, state, local and international tax matters.  He advises clients on tax issues relating to corporations, partnerships, LLCs, joint ventures and real estate transactions.  He also has extensive experience with compensation planning in closely held businesses.  

  • Teleseminar
    Format
  • 60
    Minutes
  • 4/10/2025
    Presented
SEE MORE
Course1

LIVE REPLAY: When Business Partners Want Out: Business Divorce, Part 2

$59.00

Business divorce can be as complicated, costly and dramatic as traditional divorce. When owners of a closely-held company decide they cannot or will not work together anymore, there are several alternatives for achieving the separation – a division of assets among the owners, a buyout of one owner or several owners by a third party or by the company itself, or a complete or partial sale of the company.  But these and other transactional forms come with risk – the risk that dividing the assets of an operating business will cause substantial destruction of value to the company or that strife will take its toll on operations and employees.  This program will provide you with a practical guide to the alternatives for achieving a business divorce, planning the process, containing the risk and preserving value.   Day 1: Overview of techniques to accomplish a divorce – buy-sell arrangements, redemptions, compensation, employment separation and retirement plan techniques Special considerations when the divorce involves LLCs, S Corps or partnerships Valuation methods and disputes in a business divorce Techniques for financing a buyout as part of a business divorce Minimizing adverse tax consequences in a business divorce   Day 2: Compensation and retirement plan-based techniques for accomplishing a business divorce Special issues when a business divorce involves a distressed business Role of confidentiality, non-competition, and non-solicitation agreements as part of the divorce Important intellectual property issues, including customer lists, goodwill and trade secrets Preservation of valuable tax attributes   Speakers: Frank Ciatto is a partner in the Washington D.C. office of Venable, LLP, where he has 20 years' experience advising clients on mergers and acquisitions, limited liability cocmpanies, tax and accounting issues, and corporate finance transactions.  He is a leader of his firm's private equity and hedge fund groups and a member of the Mergers & Acquisitions Subcommittee of the ABA Business Law Section.  He is a Certified Public Accountant and earlier in his career worked at what is now PricewaterhouseCoopers in New York.   Norman Lencz is a partner in the Baltimore, Maryland office of Venable, LLP, where his practice focuses on a broad range of federal, state, local and international tax matters.  He advises clients on tax issues relating to corporations, partnerships, LLCs, joint ventures and real estate transactions.  He also has extensive experience with compensation planning in closely held businesses.  

  • Audio Webcast
    Format
  • 60
    Minutes
  • 4/11/2025
    Presented
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Course1

LIVE REPLAY: When Business Partners Want Out: Business Divorce, Part 2

$59.00

Business divorce can be as complicated, costly and dramatic as traditional divorce. When owners of a closely-held company decide they cannot or will not work together anymore, there are several alternatives for achieving the separation – a division of assets among the owners, a buyout of one owner or several owners by a third party or by the company itself, or a complete or partial sale of the company.  But these and other transactional forms come with risk – the risk that dividing the assets of an operating business will cause substantial destruction of value to the company or that strife will take its toll on operations and employees.  This program will provide you with a practical guide to the alternatives for achieving a business divorce, planning the process, containing the risk and preserving value.   Day 1: Overview of techniques to accomplish a divorce – buy-sell arrangements, redemptions, compensation, employment separation and retirement plan techniques Special considerations when the divorce involves LLCs, S Corps or partnerships Valuation methods and disputes in a business divorce Techniques for financing a buyout as part of a business divorce Minimizing adverse tax consequences in a business divorce   Day 2: Compensation and retirement plan-based techniques for accomplishing a business divorce Special issues when a business divorce involves a distressed business Role of confidentiality, non-competition, and non-solicitation agreements as part of the divorce Important intellectual property issues, including customer lists, goodwill and trade secrets Preservation of valuable tax attributes   Speakers: Frank Ciatto is a partner in the Washington D.C. office of Venable, LLP, where he has 20 years' experience advising clients on mergers and acquisitions, limited liability cocmpanies, tax and accounting issues, and corporate finance transactions.  He is a leader of his firm's private equity and hedge fund groups and a member of the Mergers & Acquisitions Subcommittee of the ABA Business Law Section.  He is a Certified Public Accountant and earlier in his career worked at what is now PricewaterhouseCoopers in New York.   Norman Lencz is a partner in the Baltimore, Maryland office of Venable, LLP, where his practice focuses on a broad range of federal, state, local and international tax matters.  He advises clients on tax issues relating to corporations, partnerships, LLCs, joint ventures and real estate transactions.  He also has extensive experience with compensation planning in closely held businesses.  

  • Teleseminar
    Format
  • 60
    Minutes
  • 4/11/2025
    Presented
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Course1

Protecting Client Trademarks & Service Marks, Part 1

$59.00

This two-part series provides a comprehensive framework for protecting client trademarks and service marks, from registration to enforcement. You’ll gain insights into the latest trends in trademark law, best practices for managing portfolios, and strategies for addressing infringement and dilution. Whether you're managing domestic filings or navigating international issues, this program is tailored to meet your needs.   Part 1: The key steps in registering trademarks and service marks, including navigating the USPTO process. Strategies for managing client portfolios to ensure proper maintenance and renewal. Addressing challenges in trademark applications, including refusals and office actions. Insights into international trademark protection, including the Madrid Protocol. Part 2: Effective strategies for combating trademark infringement in both domestic and international markets. Understanding trademark dilution and how to build strong claims for enforcement. Responding to cease-and-desist letters and managing disputes effectively. The impact of new technologies and online marketplaces on trademark enforcement strategies.   Speaker: TBD

  • Audio Webcast
    Format
  • 60
    Minutes
  • 4/15/2025
    Presented
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Course1

Protecting Client Trademarks & Service Marks, Part 1

$59.00

This two-part series provides a comprehensive framework for protecting client trademarks and service marks, from registration to enforcement. You’ll gain insights into the latest trends in trademark law, best practices for managing portfolios, and strategies for addressing infringement and dilution. Whether you're managing domestic filings or navigating international issues, this program is tailored to meet your needs.   Part 1: The key steps in registering trademarks and service marks, including navigating the USPTO process. Strategies for managing client portfolios to ensure proper maintenance and renewal. Addressing challenges in trademark applications, including refusals and office actions. Insights into international trademark protection, including the Madrid Protocol. Part 2: Effective strategies for combating trademark infringement in both domestic and international markets. Understanding trademark dilution and how to build strong claims for enforcement. Responding to cease-and-desist letters and managing disputes effectively. The impact of new technologies and online marketplaces on trademark enforcement strategies.   Speaker: TBD

  • Teleseminar
    Format
  • 60
    Minutes
  • 4/15/2025
    Presented
SEE MORE
Course1

Protecting Client Trademarks & Service Marks, Part 2

$59.00

This two-part series provides a comprehensive framework for protecting client trademarks and service marks, from registration to enforcement. You’ll gain insights into the latest trends in trademark law, best practices for managing portfolios, and strategies for addressing infringement and dilution. Whether you're managing domestic filings or navigating international issues, this program is tailored to meet your needs.   Part 1: The key steps in registering trademarks and service marks, including navigating the USPTO process. Strategies for managing client portfolios to ensure proper maintenance and renewal. Addressing challenges in trademark applications, including refusals and office actions. Insights into international trademark protection, including the Madrid Protocol. Part 2: Effective strategies for combating trademark infringement in both domestic and international markets. Understanding trademark dilution and how to build strong claims for enforcement. Responding to cease-and-desist letters and managing disputes effectively. The impact of new technologies and online marketplaces on trademark enforcement strategies.   Speaker: TBD

  • Audio Webcast
    Format
  • 60
    Minutes
  • 4/16/2025
    Presented
SEE MORE
Course1

Protecting Client Trademarks & Service Marks, Part 2

$59.00

This two-part series provides a comprehensive framework for protecting client trademarks and service marks, from registration to enforcement. You’ll gain insights into the latest trends in trademark law, best practices for managing portfolios, and strategies for addressing infringement and dilution. Whether you're managing domestic filings or navigating international issues, this program is tailored to meet your needs.   Part 1: The key steps in registering trademarks and service marks, including navigating the USPTO process. Strategies for managing client portfolios to ensure proper maintenance and renewal. Addressing challenges in trademark applications, including refusals and office actions. Insights into international trademark protection, including the Madrid Protocol. Part 2: Effective strategies for combating trademark infringement in both domestic and international markets. Understanding trademark dilution and how to build strong claims for enforcement. Responding to cease-and-desist letters and managing disputes effectively. The impact of new technologies and online marketplaces on trademark enforcement strategies.   Speaker: TBD

  • Teleseminar
    Format
  • 60
    Minutes
  • 4/16/2025
    Presented
SEE MORE
Course1

M&A with S Corps: Special Tax Issues

$59.00

Mergers and acquisitions involving S corporations present unique tax considerations that can be tricky to navigate. This session provides an in-depth look at these issues, offering guidance on structuring deals that minimize tax exposure while complying with IRS regulations. Gain insights into how to advise your clients effectively in this specialized area.   Highlights:   Key tax planning considerations for S corporation transactions. Strategies for minimizing tax liabilities during M&A. Understanding built-in gains tax and shareholder basis issues. Compliance with IRS regulations and avoiding common pitfalls. Practical examples of successful S corporation M&A transactions.   Speaker: TBD

  • Audio Webcast
    Format
  • 60
    Minutes
  • 4/23/2025
    Presented
SEE MORE
Course1

M&A with S Corps: Special Tax Issues

$59.00

Mergers and acquisitions involving S corporations present unique tax considerations that can be tricky to navigate. This session provides an in-depth look at these issues, offering guidance on structuring deals that minimize tax exposure while complying with IRS regulations. Gain insights into how to advise your clients effectively in this specialized area.   Highlights:   Key tax planning considerations for S corporation transactions. Strategies for minimizing tax liabilities during M&A. Understanding built-in gains tax and shareholder basis issues. Compliance with IRS regulations and avoiding common pitfalls. Practical examples of successful S corporation M&A transactions.   Speaker: TBD

  • Teleseminar
    Format
  • 60
    Minutes
  • 4/23/2025
    Presented
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Course1

Non-Disclosure Agreements: Key Provisions, Tradeoffs, and Enforceability

$59.00

Many business transactions, employment agreements, and litigation settlement agreements rest on the bedrock of the parties agreeing to keep confidential the terms of the underlying agreement.  These agreements, sometimes considered extended exercises in boilerplate, are more properly a complex array of terms defining what’s confidential, what’s not, what constitutes a breach, and how long confidentiality must be maintained.  As importantly, these agreements are not self-executing.  How a contractual breach is redressed – damages and injunctive relief – must also be carefully considered to enhance practical enforceability.  This program will provide you with a practical guide to drafting confidentiality and nondisclosure agreements in a range of settings to enhance effectiveness and enforceability. Framework of law governing enforceability Defining the scope of confidential information – and what’s not confidential Key terms – persons covered, duration of confidentiality, forms of breach, damages Practical enforceability – what can be done at the drafting stage? Common traps that lead to unenforceability Speakers: Shannon M. Bell is a partner with Kelly & Walker, LLC, where she litigates a wide variety of complex business disputes, construction disputes, fiduciary claims, employment issues, and landlord/tenant issues.  Her construction experience extends from contract negotiations to defense of construction claims of owners, HOAs, contractors and tradesmen.  She also represents clients in claims of shareholder and officer liability, piercing the corporate veil, and derivative actions.  She writes and speaks on commercial litigation, employment, discovery and bankruptcy topics.       

  • Audio Webcast
    Format
  • 60
    Minutes
  • 5/1/2025
    Presented
SEE MORE
Course1

Non-Disclosure Agreements: Key Provisions, Tradeoffs, and Enforceability

$59.00

Many business transactions, employment agreements, and litigation settlement agreements rest on the bedrock of the parties agreeing to keep confidential the terms of the underlying agreement.  These agreements, sometimes considered extended exercises in boilerplate, are more properly a complex array of terms defining what’s confidential, what’s not, what constitutes a breach, and how long confidentiality must be maintained.  As importantly, these agreements are not self-executing.  How a contractual breach is redressed – damages and injunctive relief – must also be carefully considered to enhance practical enforceability.  This program will provide you with a practical guide to drafting confidentiality and nondisclosure agreements in a range of settings to enhance effectiveness and enforceability. Framework of law governing enforceability Defining the scope of confidential information – and what’s not confidential Key terms – persons covered, duration of confidentiality, forms of breach, damages Practical enforceability – what can be done at the drafting stage? Common traps that lead to unenforceability Speakers: Shannon M. Bell is a partner with Kelly & Walker, LLC, where she litigates a wide variety of complex business disputes, construction disputes, fiduciary claims, employment issues, and landlord/tenant issues.  Her construction experience extends from contract negotiations to defense of construction claims of owners, HOAs, contractors and tradesmen.  She also represents clients in claims of shareholder and officer liability, piercing the corporate veil, and derivative actions.  She writes and speaks on commercial litigation, employment, discovery and bankruptcy topics.       

  • Teleseminar
    Format
  • 60
    Minutes
  • 5/1/2025
    Presented
SEE MORE
Course1

LIVE REPLAY: Closely Held Company Merger & Acquisitions, Part 1

$59.00

Mergers and buyouts of closely held companies are complex, multifaceted processes.  Agreeing on a valuation can be very difficult because there is no regular market of buyers and sellers and information on comparable sales is scarce. Closely held companies are typically structured to benefit a few shareholders, often members of a family, and require their financial statements to be normalized. There can also be substantial issues of liability, including successor liability in asset deals, requiring carefully crafted reps and warranties. Confidentiality is often essential in these transactions as sellers try not to unsettle existing commercial relationships and employees. This program will provide you with a practical guide to major planning and drafting considerations in the mergers and buyouts of closely held companies.   Day 1: Confidentiality considerations in the sale and negotiation process Due diligence – financial, operational and workforce red flags Stock v. asset transactions and forms of consideration – cash v. equity Valuation of closely held companies in an illiquid market Use or of “earnouts” to bridge the gap in valuation   Day 2:  Reps, warranties, indemnity and basket issues common to closely held companies Successor liability concerns where assets are transferred Asset transfer issues – intangible assets, including intellectual property Transition issues – management, employees, business relationship, contract issues Escrow and post-closing issues   Speaker: Daniel G. Straga is a partner in the Washington, D.C. office of Venable, LLP, where he counsels companies on a wide variety of corporate and business matters across a range of industries. He advises clients on mergers and acquisitions, capital raising, venture capital, and governance matters.  He also have extensive experience in private equity and cross-border transactions.   Molly Merritts is an attorney in the Washington, D.C. office of Venable, LLP, where she focuses her practice on a wide range of corporate law matters, including mergers and acquisitions, debt and equity financing, and real estate investment trusts. She also advises clients on corporate governance matters, transactional and commercial contract negotiations, and corporate reorganizations.  

  • Audio Webcast
    Format
  • 60
    Minutes
  • 5/5/2025
    Presented
SEE MORE
Course1

LIVE REPLAY: Closely Held Company Merger & Acquisitions, Part 1

$59.00

Mergers and buyouts of closely held companies are complex, multifaceted processes.  Agreeing on a valuation can be very difficult because there is no regular market of buyers and sellers and information on comparable sales is scarce. Closely held companies are typically structured to benefit a few shareholders, often members of a family, and require their financial statements to be normalized. There can also be substantial issues of liability, including successor liability in asset deals, requiring carefully crafted reps and warranties. Confidentiality is often essential in these transactions as sellers try not to unsettle existing commercial relationships and employees. This program will provide you with a practical guide to major planning and drafting considerations in the mergers and buyouts of closely held companies.   Day 1: Confidentiality considerations in the sale and negotiation process Due diligence – financial, operational and workforce red flags Stock v. asset transactions and forms of consideration – cash v. equity Valuation of closely held companies in an illiquid market Use or of “earnouts” to bridge the gap in valuation   Day 2:  Reps, warranties, indemnity and basket issues common to closely held companies Successor liability concerns where assets are transferred Asset transfer issues – intangible assets, including intellectual property Transition issues – management, employees, business relationship, contract issues Escrow and post-closing issues   Speaker: Daniel G. Straga is a partner in the Washington, D.C. office of Venable, LLP, where he counsels companies on a wide variety of corporate and business matters across a range of industries. He advises clients on mergers and acquisitions, capital raising, venture capital, and governance matters.  He also have extensive experience in private equity and cross-border transactions.   Molly Merritts is an attorney in the Washington, D.C. office of Venable, LLP, where she focuses her practice on a wide range of corporate law matters, including mergers and acquisitions, debt and equity financing, and real estate investment trusts. She also advises clients on corporate governance matters, transactional and commercial contract negotiations, and corporate reorganizations.  

  • Teleseminar
    Format
  • 60
    Minutes
  • 5/5/2025
    Presented
SEE MORE
Course1

LIVE REPLAY: Closely Held Company Merger & Acquisitions, Part 2

$59.00

Mergers and buyouts of closely held companies are complex, multifaceted processes.  Agreeing on a valuation can be very difficult because there is no regular market of buyers and sellers and information on comparable sales is scarce. Closely held companies are typically structured to benefit a few shareholders, often members of a family, and require their financial statements to be normalized. There can also be substantial issues of liability, including successor liability in asset deals, requiring carefully crafted reps and warranties. Confidentiality is often essential in these transactions as sellers try not to unsettle existing commercial relationships and employees. This program will provide you with a practical guide to major planning and drafting considerations in the mergers and buyouts of closely held companies.   Day 1: Confidentiality considerations in the sale and negotiation process Due diligence – financial, operational and workforce red flags Stock v. asset transactions and forms of consideration – cash v. equity Valuation of closely held companies in an illiquid market Use or of “earnouts” to bridge the gap in valuation   Day 2:  Reps, warranties, indemnity and basket issues common to closely held companies Successor liability concerns where assets are transferred Asset transfer issues – intangible assets, including intellectual property Transition issues – management, employees, business relationship, contract issues Escrow and post-closing issues   Speaker: Daniel G. Straga is a partner in the Washington, D.C. office of Venable, LLP, where he counsels companies on a wide variety of corporate and business matters across a range of industries. He advises clients on mergers and acquisitions, capital raising, venture capital, and governance matters.  He also have extensive experience in private equity and cross-border transactions.   Molly Merritts is an attorney in the Washington, D.C. office of Venable, LLP, where she focuses her practice on a wide range of corporate law matters, including mergers and acquisitions, debt and equity financing, and real estate investment trusts. She also advises clients on corporate governance matters, transactional and commercial contract negotiations, and corporate reorganizations.  

  • Audio Webcast
    Format
  • 60
    Minutes
  • 5/6/2025
    Presented
SEE MORE
Course1

LIVE REPLAY: Closely Held Company Merger & Acquisitions, Part 2

$59.00

Mergers and buyouts of closely held companies are complex, multifaceted processes.  Agreeing on a valuation can be very difficult because there is no regular market of buyers and sellers and information on comparable sales is scarce. Closely held companies are typically structured to benefit a few shareholders, often members of a family, and require their financial statements to be normalized. There can also be substantial issues of liability, including successor liability in asset deals, requiring carefully crafted reps and warranties. Confidentiality is often essential in these transactions as sellers try not to unsettle existing commercial relationships and employees. This program will provide you with a practical guide to major planning and drafting considerations in the mergers and buyouts of closely held companies.   Day 1: Confidentiality considerations in the sale and negotiation process Due diligence – financial, operational and workforce red flags Stock v. asset transactions and forms of consideration – cash v. equity Valuation of closely held companies in an illiquid market Use or of “earnouts” to bridge the gap in valuation   Day 2:  Reps, warranties, indemnity and basket issues common to closely held companies Successor liability concerns where assets are transferred Asset transfer issues – intangible assets, including intellectual property Transition issues – management, employees, business relationship, contract issues Escrow and post-closing issues   Speaker: Daniel G. Straga is a partner in the Washington, D.C. office of Venable, LLP, where he counsels companies on a wide variety of corporate and business matters across a range of industries. He advises clients on mergers and acquisitions, capital raising, venture capital, and governance matters.  He also have extensive experience in private equity and cross-border transactions.   Molly Merritts is an attorney in the Washington, D.C. office of Venable, LLP, where she focuses her practice on a wide range of corporate law matters, including mergers and acquisitions, debt and equity financing, and real estate investment trusts. She also advises clients on corporate governance matters, transactional and commercial contract negotiations, and corporate reorganizations.  

  • Teleseminar
    Format
  • 60
    Minutes
  • 5/6/2025
    Presented
SEE MORE