Mel Baiada• Founder of BaseCamp Ventures,BaseCamp Business, and Bluestone, Inc.• Founding Donor of The Baiada Institutefor...
Our objective is to tell a formation story• Introduce the Problems• Present A Number of Solutions• Solicit Expert Feedback...
• NetConnectionZ.com–Technology start-up–Mission: to connectcomputers online–Objective: to grow rapidlyand make a lot of m...
• NetConnectionZ.com–Three Core Founders• Bobby – Biz Dev• Brett – Tech• Taylor – Design–Former classmates–Began at StartU...
Characteristics of Our Founders:• Committed to long term success• Invested more sweat equity than cash• Awarded equity for...
Characteristics of Consultants:• Provide services on a limited basis• No ongoing management responsibilities• Would prefer...
Characteristics of Employees• Hired to perform a service• Require cash compensation (with limiteddeferment), but may accep...
At this moment, ourFounders are planningfor a flawlesslaunchof...
They don’t have timefor legal, but that’s okbecause they have gottento know each otherpretty well.
Change happens…
Change happens…
“The Forgotten Founder”
• Problem: company does not own its IP• Solution: IP assignment– Prevents ownership claims from long-lost founders• Absent...
“The Backstabber”
• Problem: arming the competition• Solution: IP assignment, non-compete &non-disclosure– Ensures all IP belongs to the com...
“The Underachiever”
• Problem: lack of motivation• Solution: compensation plans– Create short-term reward system– Provide team members with an...
“The Beacher”
• Problem: dead weight• Solution: vesting provisions– Founders must earn equity over time– Flexible vesting schedule based...
“The Fighter”
• Problem: internal friction• Solution: decision making provisions– Deadlock resolution– Structure for fairly and efficien...
“The Quitter”
• Problem: grinding to a halt• Solution: break-up provisions, transferrestrictions & vesting– Reclaim vested and unvested ...
So how to planfor change?
Make the time to draftand negotiate aFounders Agreement
What would happen toNetConnectionZ if ourFounders skippedthat step?
• Lack of certainty amongst Founders–Increased risk of in-fighting and/or failure–Delays in product development• Future li...
• Harder to raise investment capital–Why invest in a product you don’t own?–Demonstrated lack of sophistication• Lower val...
BOTTOM LINE: yourlegal bills are not part ofthe problem.
“The peace ofmind that comesfrom knowing thatyour business canhandle change.”
“The opportunity tospend more timedeveloping yourbusiness and lesstime fighting withyour co-founders.”
The Who, Why, When,What and How ofFounders Agreements
Who should be signing a FoundersAgreement?• All founding members who are committed tothe long-term success of the Company,...
• Timing Issues– What if we haven’t talked yet?– What if there’s too much up in the air?– What if we change?• The initial ...
• What should you consider including in aFounders Agreement agreement?– IP Assignment– Vesting– Deadlock– Decision-making–...
How should the process work?• Identify the concerns you want to address• Review the agreement as a whole to ensure itmakes...
Let’s Hear From theExperts…
• Chris McDemus– Partner, Baer Crossey– Corporate, transactional& securities law
• Chris Miller– Partner, Pepper Hamilton– Corporate and SecuritiesGroup
• Jeffrey Bodle– Partner, Morgan Lewis– Emerging Business andTechnology Practice
• Recently saw an excellent presentation onFounders Agreements at Philly Tech Week• Have decided that vesting is important...
• Form of Dynamic Vesting– Focus on milestones/events/triggers, rather thantime or hours• Setting Milestones– Consider imp...
Sample Vesting ScheduleFounder Milestone 1 Milestone 2 Milestone 3 TotalBobby Revenue >$5k33 1/3%Revenue >$20k33 1/3%Reven...
• Straight-line vesting over four years• Four year vesting with a one year cliff• Right to repurchase all shares– Both ves...
• Relative Value– Instead of pre-determining the equity “pie,”determine the relative value of each contributor’sslice base...
• Ingredients:– 1. Time (grunt/consultant/cash employee)– 2. Money (cash contribution/credit/loan tocompany)– 3. Supplies/...
• Relative value (% of pie) = individualcontribution / total contribution• Avoid having to assign equity before we knowthe...
•Equity Splitbased on variety offactors•Create Milestones•Based on theCompany’s goals•Founder Vestingupon the meetingof th...
Live Results
Please complete a survey on our program at:ph.ly/prenupsurveyAlso complete a survey on Philly Tech Week at:ph.ly/ptw2013su...
Elc, prenup presentation, 04202013
Elc, prenup presentation, 04202013
Elc, prenup presentation, 04202013
Elc, prenup presentation, 04202013
Elc, prenup presentation, 04202013
Upcoming SlideShare
Loading in …5
×

Elc, prenup presentation, 04202013

306 views
174 views

Published on

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
306
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
1
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • <?xml version="1.0" encoding="ISO-8859-1" ?><poll url="http://www.polleverywhere.com/multiple_choice_polls/qUpluOCVVTxoEbY"> <!-- This snippet was inserted via the Poll Everywhere Mac Presenter --> <!-- The presence of this snippet is used to indicate that a poll will be shown during the slideshow --> <!-- TIP: You can draw a solid, filled rectangle on your slide and the Mac Presenter will automatically display your poll in that area. --> <!-- The Mac Presenter application must also be running and logged in for this to work. --> <!-- To remove this, simply delete it from the notes yourself or use the Mac Presenter to remove it for you. --> <title>Which option would you choose?</title></poll>
  • Elc, prenup presentation, 04202013

    1. 1. Mel Baiada• Founder of BaseCamp Ventures,BaseCamp Business, and Bluestone, Inc.• Founding Donor of The Baiada Institutefor Entrepreneurship• Trustee of Drexel University
    2. 2. Our objective is to tell a formation story• Introduce the Problems• Present A Number of Solutions• Solicit Expert FeedbackYou determine the ending…
    3. 3. • NetConnectionZ.com–Technology start-up–Mission: to connectcomputers online–Objective: to grow rapidlyand make a lot of money
    4. 4. • NetConnectionZ.com–Three Core Founders• Bobby – Biz Dev• Brett – Tech• Taylor – Design–Former classmates–Began at StartUp Weekend
    5. 5. Characteristics of Our Founders:• Committed to long term success• Invested more sweat equity than cash• Awarded equity for services rendered• Able to defer cash payment until necessary
    6. 6. Characteristics of Consultants:• Provide services on a limited basis• No ongoing management responsibilities• Would prefer cash, but may accept deferredcompensation, e.g., a convertible note, equity,warrants, or other means
    7. 7. Characteristics of Employees• Hired to perform a service• Require cash compensation (with limiteddeferment), but may accept equity incentives• May, or may not, be committed to the long-term success of the company
    8. 8. At this moment, ourFounders are planningfor a flawlesslaunchof...
    9. 9. They don’t have timefor legal, but that’s okbecause they have gottento know each otherpretty well.
    10. 10. Change happens…
    11. 11. Change happens…
    12. 12. “The Forgotten Founder”
    13. 13. • Problem: company does not own its IP• Solution: IP assignment– Prevents ownership claims from long-lost founders• Absent a written agreement, the author, creator orinventor is the owner of the IP• Even if you pay for the creation of IP!!!– Ensures that the Company can build asset value
    14. 14. “The Backstabber”
    15. 15. • Problem: arming the competition• Solution: IP assignment, non-compete &non-disclosure– Ensures all IP belongs to the company– Prevents a former team member from using yourIP to start a competing venture– Creates leverage, especially if bad blood
    16. 16. “The Underachiever”
    17. 17. • Problem: lack of motivation• Solution: compensation plans– Create short-term reward system– Provide team members with an opportunity toshare in the profits or earn additional equity– Clarify manner in which the team will becompensated (cash/equity) to avoid confusion
    18. 18. “The Beacher”
    19. 19. • Problem: dead weight• Solution: vesting provisions– Founders must earn equity over time– Flexible vesting schedule based on value of input– Permits company to reclaim unearned equity by• Terminating the Beacher• Recapturing vested and vested equity– Ensures that the team thinks long-term
    20. 20. “The Fighter”
    21. 21. • Problem: internal friction• Solution: decision making provisions– Deadlock resolution– Structure for fairly and efficiently making toughdecisions– Ability to align decision making power withrelative contributions of equity or talent
    22. 22. “The Quitter”
    23. 23. • Problem: grinding to a halt• Solution: break-up provisions, transferrestrictions & vesting– Reclaim vested and unvested equity– Pre-negotiated buy-out process– Block unwanted transfers
    24. 24. So how to planfor change?
    25. 25. Make the time to draftand negotiate aFounders Agreement
    26. 26. What would happen toNetConnectionZ if ourFounders skippedthat step?
    27. 27. • Lack of certainty amongst Founders–Increased risk of in-fighting and/or failure–Delays in product development• Future liability–From forgotten founders, backstabbers,investors, or other unknowns
    28. 28. • Harder to raise investment capital–Why invest in a product you don’t own?–Demonstrated lack of sophistication• Lower valuations–Cost of resolving internal squabbles–Stability equals value
    29. 29. BOTTOM LINE: yourlegal bills are not part ofthe problem.
    30. 30. “The peace ofmind that comesfrom knowing thatyour business canhandle change.”
    31. 31. “The opportunity tospend more timedeveloping yourbusiness and lesstime fighting withyour co-founders.”
    32. 32. The Who, Why, When,What and How ofFounders Agreements
    33. 33. Who should be signing a FoundersAgreement?• All founding members who are committed tothe long-term success of the Company, but notmost consultants or employees.Why is a Founders Agreement necessary?
    34. 34. • Timing Issues– What if we haven’t talked yet?– What if there’s too much up in the air?– What if we change?• The initial Founders Agreement need not befinal or comprehensive!
    35. 35. • What should you consider including in aFounders Agreement agreement?– IP Assignment– Vesting– Deadlock– Decision-making– Break-Up Provisions– Transfer Restrictions– Non-compete– Confidentiality
    36. 36. How should the process work?• Identify the concerns you want to address• Review the agreement as a whole to ensure itmakes sense.Who else should be involved?• Other entrepreneurs who have gone through it?• Outside mediators?
    37. 37. Let’s Hear From theExperts…
    38. 38. • Chris McDemus– Partner, Baer Crossey– Corporate, transactional& securities law
    39. 39. • Chris Miller– Partner, Pepper Hamilton– Corporate and SecuritiesGroup
    40. 40. • Jeffrey Bodle– Partner, Morgan Lewis– Emerging Business andTechnology Practice
    41. 41. • Recently saw an excellent presentation onFounders Agreements at Philly Tech Week• Have decided that vesting is important• But have conflicting ideas about the “best” way• Actively preparing to meet with their legalcounsel to discuss the best approach
    42. 42. • Form of Dynamic Vesting– Focus on milestones/events/triggers, rather thantime or hours• Setting Milestones– Consider important moments that move companytoward greater viability• Business Side: Sales, Revenues, Fundraising, customers• Technology Side: Development of Product
    43. 43. Sample Vesting ScheduleFounder Milestone 1 Milestone 2 Milestone 3 TotalBobby Revenue >$5k33 1/3%Revenue >$20k33 1/3%Revenue >$50k33 1/3%100%Brett Prototype33 1/3%Beta Testing33 1/3%Full InitialVersion33 1/3%100%Taylor InitialDesign33 1/3%Layout andUpgradedUI33 1/3%FinalDesignFeatures33 1/3%100%
    44. 44. • Straight-line vesting over four years• Four year vesting with a one year cliff• Right to repurchase all shares– Both vested and unvested
    45. 45. • Relative Value– Instead of pre-determining the equity “pie,”determine the relative value of each contributor’sslice based on pre-determined “ingredients”
    46. 46. • Ingredients:– 1. Time (grunt/consultant/cash employee)– 2. Money (cash contribution/credit/loan tocompany)– 3. Supplies/facilities– 4. Intellectual property/ideas– 5. Professional relationships
    47. 47. • Relative value (% of pie) = individualcontribution / total contribution• Avoid having to assign equity before we knowthe value of each Founder’s contribution
    48. 48. •Equity Splitbased on variety offactors•Create Milestones•Based on theCompany’s goals•Founder Vestingupon the meetingof those goals•Vesting based ontime served•No problem ifcompany changesdirection,•Departingfounders can’tcontrol withoutcontributing•Relative Valuebased oncontribution•Attributesunderstood valueto each ingredient•Allows forflexibility and forfair compensationLive Q&A: Text us @ 22333, include “30273” in your questionSubmit 30273 and your question to http://PollEv.comTweet us with hashtag #trepprenup
    49. 49. Live Results
    50. 50. Please complete a survey on our program at:ph.ly/prenupsurveyAlso complete a survey on Philly Tech Week at:ph.ly/ptw2013surveyFor additional information about how theELC can help your business, contact:Steven Rosard, Directorsrosard@drexel.eduwww.earlemacklaw.drexel.edu/ELC

    ×