Africa: One of the safest places to surf the Web.

Wednesday, September 1, 2010 by Chris Stephen
Your friendly neighborhood technology legal counsel here:  I recently saw an article over at PC World that security firm AVG recently did a study of the safest countries in which to surf the Internet.  Seven of the top ten are in Africa, with Sierra Leone rated the safest.  The study is based on incidence of attack by a compiled list of virus and malware attacks.  The study found that Sierra Leone's average incident rate was one attack in every 692 surfers.  Niger also fared well with 1 in 442 rate. 

Now, I'm not going to get into the details of the survey, and there are obvious flaws.  Particularly since you have a significantly lower number of users logging-on in Africa when compared to the U.S. or Europe.  However, the results do bode well for that continent.  Result like these may well attract private equity firms who are interested in doing more in the cloud or with SaaS. 

Way back in January, 2009, David Castor wrote a good post entitled "Now is the Time to Invest in Africa" (blog.alerdingcastor.com/blog/business/0/0/now-is-the-time-to-invest-in-africa).  I can only imagine that findings like the ones from AVG are only going to continue to continue to fuel the investment potential there.

For those interested, the worst places to surf are Turkey, Russia, and Armenia.  The U.S. ranked ninth. 

Alerding Castor Hewitt on Corporate Blogging for Dummies

Monday, August 30, 2010 by Janet Monroe
Alerding Castor Hewitt, LLPAlerding Castor Hewitt, LLP is a law firm that does a substantial amount of legal work with clients in SaaS law and as technology legal counsel.  So much so that we were asked to contribute to Corporate Blogging for Dummies, a best practices book that our friends Douglas Karr and Chantelle Flannery were approached to write.

As a law firm that utilizes blogging to reach our current and potential clients, the Alerding Castor Hewitt, LLP website was featured as an example within these pages.
  Partner David Castor contributed to the sections regarding legal services and our firm's blogging site.  Using Compendium's blogware, we have been participating in blogging for over two years and have been able to connect with private equity investors and constituents in the realm of business law, including software litigation and SaaS legal consulting.

Check out Corporate Blogging for Dummies for more information on how you can use this SaaS tool to help grow your own business. 
Blogging is an effective way to help build a relationship with your audience.  This book will show you how.

Repost: Internet Rewards Program Class Action Survives Initial Motion to Dismiss -- In re Easysaver Rewards

Sunday, August 29, 2010 by Chris Stephen
I don't often blanket repost other blogs that I see, however, in this instance, I think it is appropriate.  Venkat, writing for Professor Goldman's blog, writes an excellent analysis of the recent ruling in the In re: Easysaver Rewards Litigation (S.D. Cal. August 13, 2010).  This is a very interesting case in that it covers several different, more traditional causes of action and analysis.  I'm interested to see what ramification this case is going to have on SaaS law and privacy litigation.  Here you go:

"Internet Rewards Program Class Action Survives Initial Motion to Dismiss -- In re Easysaver Rewards

[Post by Venkat]

In re: Easysaver Rewards Litigation (S.D. Cal.) (Aug. 13, 2010)

Plaintiffs brought a class action lawsuit against Provide-Commerce (which operated Pro.Flowers.com). The lawsuit alleged that effecting transactions on the Proflowers website resulted in plaintiffs being unwittingly enrolled in a rewards program and being charged credit card fees. The court denied the motion to dismiss brought by defendants.

Background: Provide operated ProFlowers.com. At the time of completion of transactions on ProFlowers, consumers were offered a chance to enroll in a "rewards program" which was operated for Provide by Encore Marketing. Plaintiffs alleged that they were "unwittingly" enrolled in the program:

Plaintiffs allege that Provide leads customers to believe they will receive a complimentary $15.00 gift code to use on their next flower order as a thank you gift. After Plaintiffs completed the purchase of flowers on Provide's website by providing their personal and payment information, 'a window popped up that thanked Plaintiffs and Class Members for their order and offered a gift code for $15.00 off their next purchase at ProFlowers. The window also contained a link for Plaintiffs and Class Members to click on to claim the gift code.' Plaintiffs contend the pop-up window is part of an intentionally misleading and deceptive scheme, jointly orchestrated by Provide and EMI.

The named plaintiffs all testified to slightly different experiences. Some closed the pop-up window and did not provide any personal information, others responded to the pop-up by clicking on "I accept" and entering their personal information. Ultimately, plaintiffs were unable to have the charges relating to the EasySaver program reversed, and brought a variety of claims against both Provide and Encore.

Discussion:

Breach of Contract Claims:

Provide first argued that the privacy policy is not "an actionable contract" but was instead a "general statement . . . of policy." The court doesn't treat this as a colorable argument, citing to the alleged user experience and plaintiffs' reliance on the privacy policy and terms of use, which popped up every step of the way. (But see In re JetBlue, discussed in Professor Goldman's post here: "When Does a Privacy Policy Breach Support a Breach of Contract Claim? In re JetBlue.")

Provide also argued that the applicable privacy policy allowed it to transfer information to third parties, but the court holds that there is a disputed factual issue as to whether Provide agreed to only transfer the information with consumers' "informed consent or authorization," and would not share the information "beyond that which was necessary to complete the flower order."

Finally, Provide argued that the "EasySaver Rewards Policy" was not supported by an exchange of consideration, since it only came up after the flower transaction was complete. The court rejects this argument as well, finding that the rewards program was "part and parcel of the underlying flower purchase."

Provide also tried to disclaim liability for Encore's actions by arguing that it was not responsible for anything Encore did. The court cites to language in the description of the rewards program that indicates the program was jointly operated (the program was described as "our" program and Encore was described as Provide's "partner").

A separate sub-class of plaintiffs brought contract claims against Encore. These plaintiffs argued that they did not "knowingly" consent to the rewards program, and even if they did, Encore breached the terms of the program by not providing the stated benefits. Encore argued that these plaintiffs could not have it both ways - either they enrolled in the program (in which case plaintiffs accepted the terms were clearly stated) or they didn't. The court finds that plaintiffs could plead in the alternative that they did not enter into an agreement, and even if they did, Encore breached the terms of the agreement.

Fraud Claims: Provide raised a variety of arguments against plaintiffs' fraud claims (failure to plead fraud with particularity, failure to allege causation). The court rejects these arguments, holding that whether plaintiffs read the privacy policy or had adequate notice is not something that was amenable to resolution at the motion to dismiss stage.

Conversion: Plaintiffs argued that defendants converted plaintiffs' "private payment information." With respect to plaintiffs' conversation claim, the court notes the historical trend away from limiting conversation claims to tangible property (citing to Kremen v. Cohen, among other cases). The court analogizes conversion of plaintiff's "Private Payment Information" to conversion of bank account information, and finds that plaintiffs adequately state a claim based on conversion of private payment information.

EFTA: The Electronic Funds Transfer Act prohibits, among other things, unauthorized billing. Provide argued that it was Encore and not Provide who engaged in the unauthorized billing. The court agrees and grants Provide's motion to dismiss as to the EFTA claim, finding that there is no liability under the statute for aiding and abetting an EFTA violation. With respect to Encore, the court denies the motion to dismiss. Among other things, the court rejects Encore's argument that the plaintiffs agreed to the membership charges by "entering [their] email address[es] and zip code[s] and clicking the green acceptance button."

___

Defendants will have another opportunity to show that plaintiffs' claims are without merit, but I think the court's resolution at the pleading stage is interesting. A more robust disclaimer and a non-leaky acknowledgment would have no doubt been useful here. (See professor Goldman's post on Scherillo v. Dun and Bradstreet for some good pointers.)

The case also illustrates the importance of the transaction flow and process (the user experience). Often lawyers provide advice, but implementation is left to the business or marketing folks. This case illustrates that in addition to the language of the terms, courts will look to the transaction process to poke holes in the contract formation argument.

Data breach claims alleging a breach of the applicable privacy policy have met with little success. (See, e.g., Ruiz v. Gap, discussed in this post: "9th Circuit Affirms Rejection of Data Breach Claims Against Gap.") Where there is out of pocket loss that is a result of a violation of the privacy policy, plaintiffs have a much easier time bringing claims for violation of the privacy policy. In this case, defendants didn't even raise the argument that plaintiffs had not suffered out of pocket loss or lacked standing - it was a nonstarter.

It was also interesting that defendants tried to rely (and have judicial notice taken of) the online terms, but the court refused to do so, in light of the changing content of the webpages. When defendants pushed this argument, the court predictably trotted out the "[i]nformation from the internet does not necessarily bear an indicia of reliability" argument."



Business Law - Hire Good, Smart People To Ask Good Questions

Sunday, August 29, 2010 by David Castor
I was reminded today of something told to me by a friend last year:

Good people who are smart ask good questions

Bad people who are smart ask bad questions

Good people who are not smart ask bad questions

 
In business we are always looking for answers – but what we really want are good answers.  Today the issue is never whether we have enough data (we arguably have too much), it is whether we can properly utilize that data to make better decisions.  I see this especially in my Internet Law / SaaS law practice where an immense amount of data is available.  Analytics and business intelligence tools can help – but they are still based on one critical factor:

It still takes good people who are smart to ask good questions before any data analysis tools can help develop good answers. 

Think Enron and Madoff for examples of smart people who are "bad" and purposely misuse data to manipulate and misrepresent answers.

 
See also:

Entrepreneurial Law - Developing a Good Business Model
Culture of Private Equity
Entrepreneurial Law - Proof of Concept & Proof of Scale
Fatal Flaws in Leadership
Keep the Good Ideas Coming but Stay Focused
Business Law - 10 Common Negotiation Mistakes
Funding Law - Presentations to Investors
 

~~~~~~

Alerding Castor Hewitt, LLP is an Indianapolis law firm focusing on business law, information technology law (including SaaS law and legal technology consulting), private equity consulting, and business and Internet litigation.


Business Law - How To Kick Out Jerks

Thursday, August 26, 2010 by David Castor
I work with a national angel investor group that invites members (investors) to join on two general rules:

1.  You cannot be a jerk;
2.  You have to invest in companies.


The President of this organization has removed a couple of members this year because they received rule #1 complaints from other members. 

In my funding law practice I represent and/or work with several private equity firms, angel investor groups and private equity funds.  Most funds and angel investor groups run into this jerk factor issue at some point in their life cycle. 

What do you do when a member is being a jerk?  For traditional angel investor groups the answer can be easier.  Best practice is to get the member to join based on certain membership rules which they sign to.  A common rule is that if 2 other members formally complain about the jerk's conduct the President can kick the jerk out.  Make sure to address in the rules what you do with membership fees that were paid by the jerk.

For private equity funds the answer is harder.  They are not paying membership fees - they are investing dollars into a fund that is making long term investments.  Now you have securities law issues.  You can add call provisions to the operating agreement (i.e., you can buy back their membership units on certain conditions), but then you have to address the call value.  If you are merely giving money back, that can cause trouble as you are giving managers a lot of room to take out investors late in the fund's life for minimal dollars.  Managers risk fiduciary breach claims.  If you make the call value based on FMV - that will be difficult to determine 3 or 4 years into the funds life.  You also may create an incentive for fund members to want to get kicked out so they can realize the FMV of their investment before the end of the fund's life.

Some funds address the jerk factor by essentially treating fund members as silent investors - they invest money but have little or no voting rights.  Managers don't have an obligation to deal with them.

Best practice for private equity funds is to be very careful upfront about who you ask to take part.  If the person is going to annoy you, the other members or the target companies' teams, you may not want them to take part no matter how much money they bring to the table. 

Business Law - Consider Your Social Media Policy

Wednesday, August 25, 2010 by David Castor
I probably hate the word "policy" as much as any word in the English language, but I think company policies can be helpful - in both giving employees information on what is available to them and what conduct is expected of them. 

In the last couple of years I have noticed a rise of social media policies in company employee handbooks.  Most larger companies have Internet use policies stating that employees may not use company time or computers for personal Internet usage.  The main goal here is to keep administrative staff off of Facebook during the day so they will focus on work.  These new social media policies are reaching beyond company time and setting an expectation of personal conduct on social media tools. 

There are several case opinions where employers were either found liable or were harmed for issues related to employees using Facebook, Twitter or another social media tool to express displeasure with the company, harass another employee, or divulge confidential information of the company.  These were often done in off-hour periods on personal computers.

It is something to consider.  In my business law / SaaS law practice most of my clients' employees are active in social media worlds.  The best way to reign in what they are saying about you in social media is to give them direction on what they can or cannot say.  It also can give rise to a "for cause" dismissal if there is a clear violation of the policy.




Never underestimate your staff, but rather, allow them to envision and strive for excellence

Sunday, August 22, 2010 by Chris Stephen
The ACH litigation team had its first ever (as far as I'm aware) litigation retreat this weekend, and as I reminisce on our time, I am struck by the realization that to be a successful business, you have to allow your team to envision and strive for excellence with you.  This weekend we had some great discussion and "vision-casting" on the areas of privacy litigation, Indiana probate litigation, business law, Internet litigation, banking law, SaaS litigation, and several other areas where we are already working and where we can work more, and throughout the discussions, I was struck again and again by how fantastic and forward-thinking everyone on our team is.  The moral of the story to me is that you, as a business person, have surrounded yourself with excellent people.  You need to listen to them and see where they can take your company.  It doesn't matter what "position" they have in the company because everyone has ideas.  Your goal as a manager should be to foster those ideas and push them to verbalize and realize those ideas.  Otherwise, you will achieve nothing but stagnation.  However, if you allow your team to envision with you, not only will you get some great ideas, but they will also own a piece of your business' future.  They will have a stake in your game.  Allow them to participate and purposefully embrace their ideas of the company and you can't avoid great results.   

Minority and Women Owned Business Enterprises

Friday, August 20, 2010 by Janet Monroe
Indiana Technology LawyerSomething that women and/or minority business owners may want to consider is registration with the Indiana Department of Administration Minority and Women's Business Enterprises Division to become certified as a minority-owned or woman-owned business.

Established in order to give such businesses an equal opportunity to participate in the state purchasing process, the criteria considered for such certification include that the minority/woman member possess:
  • ownership of the business (at least 51%);
  • the requisite expertise in the industry;
  • management and control of the entity and its operations; and
  • U.S. citizenship.
It is an onerous application process, which includes on-site visits, interviews, and the submission of documentation to support the status of the business.  However, it could be well worth registration to those who are qualifying entities, as each year the Governor's Commission on Minority and Women's Business Enterprises votes on contracting goals and sets the level of participation for minority- and women-owned firms on state contracts.

If you are a minority or woman owned business enterprise, you may want to consider certification to give you an edge on state contracts and perhaps other opportunities.

As an attorney with Alerding Castor Hewitt, LLP, an Indianapolis business law firm that provides legal counsel to companies of all sizes, my practice ranges from formations of young start up companies to assisting with licensing agreement negotiations for well-established corporations. 

And, as a woman and a minority myself, I am more than willing to help guide clients through the process to achieve certifcation as a minority or woman owned business enterprise. 

Funding Law - Is The Person Coachable?

Tuesday, August 17, 2010 by David Castor
I attended an angel investor group meeting today.  This was an interesting group - only 10 or so people, each of very high net worth, looking for large investment opportunities.  They remind me more of a private equity firm with the types of deals they are considering, but they invest individually - maintaining the typical angel investor dynamic.  

One investor is a recently retired C-level executive of a fortune 100 company.  He told me about his approach to investments - questions he works through in the following order:

1.  Is the key person (people) coachable?  
2.  Are the finances and projections in order?
3.  Do I believe in the market opportunity and the ability of the company to meet the opportunity?


I boil down every private equity investment consideration into 3 categories - management team, market opportunity and capital structure.  That is exactly what he did, but he put his priority to them.  All 3 have to be there in order to have a shot for his investment, but if he is not satisfied with the first answer - the key manager's ability to take wise direction, grow, and get out of their own way - he will not move forward.

More companies fail due to management team issues than poor market planning and lack of capital combined.  I would say that poor market planning and lack of capital are actually a sign of poor management.  Yet with the amount of work I do in tech sectors I still see many businesses started by strong headed technicians who are seeking to advance their brain child off of other people's money without much care to the financial responsibility or solid to-market strategies necessary for a successful business.  Stay away from these folks!  They are tricky, but try to identify them early! 

I could not agree more with this guy's approach.  If the key person is not coachable, you have a pride issue that will lead to the company's failure.  Great question to ask out of the gate.



Firm Joins Innovation Summit as a Sponsor

Wednesday, August 11, 2010 by Lainey Scheetz

FIRM JOINS INNOVATION SUMMIT AS SPONSOR

 

For the second year in a row, the firm committed to this year’s Innovation Summit as the Plenary Panel Sponsor. 

 

This annual event brings together entrepreneurs, executives and policymakers for learning, dialogue and debate on the central challenge of today’s economy – turning today’s ideas into tomorrow’s business breakthroughs. The Summit includes keynote speakers, breakout sessions on a variety of innovation related topics, and dozens of trade and industry booths. 

 

Innovation Summit will feature iconoclastic technology writer Nicholas Carr as the keynote speaker, author of the recently released book, The Shallows: What the Internet Is Doing to Our Brains. Agree or disagree with him, Carr makes us think – and that’s the first step towards innovation.

 

“There is no other event in the city that brings together this unique blend of people. The end result is sure to be an unprecedented amount of thought leadership in the innovation realm. Alerding Castor Hewitt, LLP could not be more excited to be a corporate partner,” comments David Castor, founding partner of Alerding Castor Hewitt, LLP.  

 

Annual attendees include: Chief Executive Officers, CIO, CFO, CTO Executives, University Presidents, Association Leaders, Marketing Executives, Leading Educators and Scientists & Engineers.

 

 

Firm at a Glance:

Practice Areas: business counsel, licensing and technology legal counsel, software litigation

Headquarters: 47 S. Pennsylvania St., Suite 700

Founded: April 2007

Partners: Michael Alerding, David Castor, Brian Hewitt

Employees: 17, nine of them attorneys

Clients: 300, including Compendium Blogware, Iasta, First Merchants Bank, Indiana Bank and Trust, MainSource Bank

Business Law - Being A Deal Maker

Tuesday, August 10, 2010 by David Castor
One of my favorite aspects of building a business law / private equity firm is seeing clients set and reach business goals.  Many clients face complicated issues that need careful legal analysis and creative planning.  Unfortuantely, most attorneys focus on the problems with the complicated deals and have trouble finding creative ways to navigate the legal minefield.  Alerding Castor Hewitt takes a unique approach on business law in that we consider ourselves "deal makers" rather than what most attorneys are - "deal breakers."  We work hard at finding creative legal solutions to make business happen.

Today my colleague, Sam Schumutte, worked with California attorney on a client's complicated real estate business and private equity raise.   He received one of the best compliments I have ever read.  The CA attorney e-mailed the client, cc'ed me and Sam, and said:

Sam from David Castor's office and I just solved the real estate distribution puzzle. The solution is sort of complicated, but I will get you a write-up to explain what we can/should say...  Sam is a rare attorney who knows securities law and who is an artful “deal maker” (unlike the great horde of “deal breaker” attorneys who will bring up problems without offering positive solutions.)

Sam's response was also encouraging:

Thank you for your very kind remarks and vote of confidence, it means a lot coming from you.  I will always endeavor to find solutions to move forward, finding obstacles is far too easy – our clients deserve much more.  Again, thank you and I look forward to many years of collaboration with you. 

Those are the conversations that keep me excited about what we are doing.  

Discoverability of social networking profiles in Federal court

Friday, August 6, 2010 by Chris Stephen
Gather 'round kids, this one is interesting.  The decision actually came out in May, 2010, and I regret that I haven't had a chance to blog on it until now, but it is still a very interesting order that should have implications to privacy litigation, and litigation in general.  In EEOC v. Simply Storage Management, LLC, Docket No. 09-CV-01223, the Southern District of Indiana was faced with the issue of discovery of social networking profiles of two individuals that claimed sexual harrassment by a supervisor.  In its discovery, the Company requested "electronic copies of  ********'s complete profile on Facebook and MySpace (including all updates, changes, or modifications to *******'s profile) and all status updates, message, wall comments, causes joined, groups joined, activity streams, blog entries, details, blurbs, comments, and applications (including, but not limited to "How well do you know me" and the "Naughty Application").. . . . "  The EEOC went to the Court for guidance and the Court entered an order giving general guidelines, but determining that relevant portions of the social networking profiles were discoverable.  Interestingly, the Court did not really address any privacy issues implicit in this request other than to reliance on two Canadian cases to establish that setting your profile to "private" is not a shield from discovery.   The Court went on to provide the guidance that (1) any profiles, postings, or messages and applications are fair game; (2) third-party communications to the individuals must be produced  if they place the claimants' own communications in context; (3) their photos and videos are fair game, but photos in which they are "tagged" are less likely relevant.   

This is a very interesting case because it highlights the battle that is going to rage for years to come between the American jurisprudence viewpoint of discovery and the interest in privacy of what you post on the 'Net.  "How much is too much in terms of what I post on a social networking site?" v. "If someone is posting it for everyone (or at least select everyone) to see, why can't I use it to prosecute or defend my lawsuit?"  I wish I had the answer, but I think as privacy litigation and cloud computing law continue to evolve, these questions are going to become more prevalent.

Overall, I think Magistrate Lynch took a very reasoned approach to this problem.  The issues raised in this case involve emotional distress, and the two claimants at issue both indicated that they had additional mental health traumas, above and beyond what one might "normally" expect in this type of case.  Thus, if the question is "could the information shed some light on some aspect of this litigation" (which is always the question in discovery), then I think the answer has to be "Yes, it could be relevant to address those issues."   It would be akin to a man claiming to have back pain arguing that photos of him water-skiing after the event in question aren't relevant.  The simple fact is that our mental health and where we are emotionally is often evident in what we put on our social networking sites (as an aside, I will say that this is more true for some than others.  Some people just need to stop posting things; but I digress).  The items posted that show these claimants mental states are relevant.  Now, the question of how relevant is still to be answered.  If I'm the EEOC at this trial, I'm arguing that nobody posts things like "Today I was assaulted." or "I'm really depressed today because my supervisor assaulted me".  For the most part, we sterilize (or most of us do) what we put into the 'Net.  Thus, your social network profile is not an accurate snapshot of your emotional well-being.

To me, the more interesting question raised here is what happens when cloud computing law meets American discovery rules in the head-on, no-holds barred, death match that is coming.  Things will be in the Cloud and there will be some passing relevance to an issue and then the fight will be on.  The question in those cases, which I think is a question in this case as well, but that was not addressed by Judge Lynch, is the logistics of it all.  Getting information back out of the Cloud, particularly archival information requires the cooperation of third-party entities and can be very burdensome and costly.  Discovery is not meant to burdensome or overly complicated.  Thus, we are going to be faced with issues of logistics that will need to be addressed.  On top of that you add those pesky privacy litigation issue.

 Of course, to bring this post to an actual close, this type of order is why I love these emerging legal questions that are derived from the advent and advancement of technology.  There are so many facets to these issues and they strike at the heart of what we have always considered to be the core principles of litigation.  But so long as you have parties either wanting money or wanting to avoid paying money, you will have zealous advocates turning over every stone to find the nuggets that make their case a win.  And as the legal world polices itself, you will have these debates and conflicts over what is best for the individual case and what is best for the system overall.  I think Judge Lynch's order alludes to and addresses both of those overarching concerns. 

What it Takes to be a Leader

Friday, August 6, 2010 by Janet Monroe
information technology law firmThis morning I attended the Techpoint event: What it Takes to Lead a Successful Entrepreneurial Venture Today and was reminded of some fundamental leadership qualities that I see in many of the successful business owners we work with as a business, entrepreneurial and information technology law firm.

Speaking today were Daniel DeHayes, a Professor Emeritus of Business Administration with the Indiana University Kelley School of Business and Delphia Croft, the Managing Principal of Solution Revolution Consulting.

In the studies that they have conducted collectively, they have found certain characteristics to be present in the leaders of today's successful companies.  While they found several, in this session DeHayes and Croft discussed the following four traits:
  • Sovereign: trust in yourself, your intuition and judgment
  • Warrior-like: commitment to a greater cause than yourself (though not mercenary)
  • Open: extreme self-awareness
  • Intentional: possessing an intense, pro-active focus (shunning habitual thinking)
Considering these traits, I would have to agree that to be successful you must have the confidence to trust in your own capabilities, the strength to execute (while retaining the ability to quickly adapt to the unforeseeable), the humbleness to know your own strengths and weaknesses, and the determination to achieve the goals you set forth.

Successful companies don't happen on a whim, but are backed by the blood, sweat and tears of driven individuals.  If you are contemplating striking it out on your own, take a moment to reflect on the above traits and decide for yourself if you have what it takes to be a leader.

As an attorney of a business, entrepreneurial and information technology law firm, it is an honor to work with our clients - those individuals who possess the leadership characteristics to build successful entrepreneurial ventures.

Entreprenurial Law - How Much Should Go To Salaries?

Thursday, August 5, 2010 by David Castor
I read many business plans for early stage companies - most of whom are seeking some sort of seed or early round capital funding from private equity investors.  One of the largest discrepancies I see in plans is in the expense models regarding allocation of salaries. 

Post-revenue, most businesses will find salaries (including benefits) falling somewhere between 30% and 55% of their net revenue.  But what about pre-revenue companies that are looking to use early capital to launch?  I read a plan where a company was looking to raise $2.5MM while allocating $1.8MM to salaries.  I've seen others where the officers are essentially taking nothing and eating ramen noodles until the company begins producing revenue.  In a recent plan, a pre-rev company is using nearly 55% of a small seed stage raise on salaries over the first few months.

There are a few consideration for how much to put towards salaries.  First, you want to consider sources and uses.  There is a major difference on paying high executive salaries with early stage monies verses paying developers or sales force.  When talking uses with private equity investors, most investors want their dollars to go towards growth and scaling - i.e., develop and sell.  Paying high CEO salaries is troubling for most investors.  A CEO who is instrumental in early sales may want to more clearly explain his/her role in the plan and show the expense as related to sales.  Few seed stage companies should be paying salaries for a CFO, COO or CLO - unless they are also master sales people.

Second, officers who are taking a high equity stake need to consider the high stake as part of their overall package.  The high salary should come when the company is successful, but the lower salary in the early days is intended to be offset by the equity position.  Sorry - raising seed capital is not a get-rich-quick deal.

Third, consider tying non-equity employees salaries to incentive compensation.  If they are successful, the company is successful, and they make higher wages.  The common example of this is to tie a sales person's salary into commission or to give a developer a profit interest in the company.  This will reduce the dedicated spend and will reduce the need for capital.

Of course there are other considerations - many depend on industry and supply/demand of employees with necessary skill sets, but a business owner seeking capital should know that this is a major area that investors look at with suspicion - especially when dealing with professional private equity firms or angel investor groups.  In the early stage they want to see their dollars go to growth - not to pay you the big bucks while you work to make the company successful.



Business Law - What Happened to Business Ethics?

Monday, August 2, 2010 by David Castor
The post below is fantastic.  It is by Michael P. Alerding, CPA (my business partner's father) at his accounting firm's new blog site.  He gave me permission to re-post it here (thank you Alerding & Co.).  Check it out:  Alerding & Co. Blog


What Happened to Business Ethics?
By: Michael P. Alerding, CPA

Every time I get a contract to sign, I find it almost impossible to spend the time reading the fine print and trying to understand all of the future implications of the agreement.  As my son, the attorney always reminds me, “Words mean things”.

I made an airline reservation the other day and for the first time read all of the fine print associated with the “contract” to provide me with transportation.  The rules were almost limitless and included some scary matters associated with timing (being to the gate on time), cancellation (flight may be cancelled without notice) and my “rights” as a passenger (not many).  Having traveled quite a bit for over 40 years, I thought I understood that if I pay for a seat on a plane, the airline had the obligation to provide me with service and transportation.  Well, maybe……….

Reading emails is almost as difficult now as signing a contract.  Almost all business emails have the disclaimer, running anywhere from 100 words to 300 words, discussing the limitations for use of information included in the email.  Although I try not to print too many emails, I probably waste one out of every three pages when I do printing the gibberish relating to limitations.  Remember, words mean things.  Does that mean that every time you send an email to someone you are effectively saying that you really don’t mean it and they can’t rely on what you have said?  Words mean things?

We now, and have been for decades, live in a society of mistrust and a CYA mentality.  Whatever happened to business ethics? What happened to the day when a deal was a deal not because my words were better than yours or because some litigation in the Fifth Circuit Court favored my position vs yours, but because it is the right thing to do?  This “gotcha” mentality has become a game for businesses.  The only winners are usually the lawyers and we just keep doing the same thing over and over.  As Michael Crichton said so very well, we have created a “State of Fear”.

Have we forgotten basic business ethics and standards of conduct?  Have we lost sight of the basic concept of doing the right thing because it is the right thing to do?  Do we lack the self confidence needed to judge our own actions and, instead, leave the determination of what is the right thing to do to some judge, a jury or an arbitrator?  When did we lose our innocence about what is right or wrong?

After a heated and long discussion about corporate responsibility in an audit committee meeting a few years ago, one of the elderly and very wise members of the committee sat silently during the discussion.  After all of the give and take on whether it made good “business sense” (aka “profit” sense) to implement a corporate policy that would protect customers in the event of a mistake made by the corporation, there was a lull in the conversation and the old gentleman finally spoke up.  In a very quiet, but direct voice, he simply said, “We need to do this simply and only because it is the right thing to do”.  It was profound and the committee sat silently.  The motion passed unanimously.

Simple and uncomplicated business ethics still has a place in our society and in business in particular, but it continues its downward spiral into the lower rungs of our conscience. Doing the right thing because it is the “right thing to do” needs to make a comeback – and it needs to happen soon.


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Alerding Castor Hewitt, LLP is an Indianapolis law firm focusing on business law, information technology law (including SaaS law and legal technology consulting), private equity consulting, and business and Internet litigation.

Business Law - Why Is Profit A Negative Thing?

Friday, July 30, 2010 by David Castor
One of my favorite movie scenes is from The Jerk.  Navin Johnson is working at a carnival guessing peoples weight.  He is talking to Frosty, his boss:

Navin R. Johnson: [bleakly] I've already given away eight pencils, two hoola dolls, and an ashtray, and I've only taken in fifteen dollars.

Frosty: Navin, you have taken in fifteen dollars and given away fifty cents worth of crap, which gives us a net profit of fourteen dollars and fifty cents.

Navin R. Johnson: Ah... It's a profit deal. Takes the pressure off. Get your weight guessed right here! Only a buck! Actual live weight guessing! Take a chance and win some crap!
 
It is amazing how easy it is for business professionals to take their eye off of profit.  I see this often in my business law / funding law practice.  Key employees easily ignore profit while focusing on their client projects and immediate incentives – ignoring the fact that company profit gives them long term advancement potential.  Business owners get tied up with client sales and revenue projections – ignoring the bottom line purpose of what they are building – to make profit. 

It bewilders me how many professionals don’t know how to determine whether they are profitable.  A business owner recently told me about a sales reps’ excitement of landing the $50k deal that had already cost $20k to secure and will cost another $30k to $40k to fulfill.  Way to go!

I also find it interesting how profit has developed a negative connotation in so many business circles.  Business cultural goals are considered personal, meaningful and someone enlightened.  Profit goals are considered a “numbers guy” thing.  I am a big believer in creating the right company culture - but fact is cultural goals cannot be met if the company is not profitable. 


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Alerding Castor Hewitt, LLP is an Indianapolis law firm focusing on business law, information technology law (including SaaS law and legal technology consulting), private equity consulting, and business and Internet litigation.

 

Indianapolis Litigation—Collections And That Pesky Memo Line On Checks

Tuesday, July 27, 2010 by Scott Kreider

Your friendly Indianapolis attorney at Alerding Castor Hewitt LLP here with an issue for those of you who, from time to time, might find yourselves embroiled in collections litigation over business law, SaaS law, or technology law matters.  How often have you seen a debtor issue a check for payment and include on the memo line words to the effect of “as full satisfaction of claim,” “final payment in full of debt,” or some similar words despite the fact that the debtor owes you more than the face amount of the check?  How many of you would go ahead and cash the check, or worse yet not even notice the memo line because you routinely cash every check you receive or utilize an automated system to process checks?

The questions I pose are more than mere hypotheticals.  The savvy debtor, or more likely the debtor relying on the advice of savvy counsel, realizes that by including such words on the memo line of a check he or she could create a potential issue regarding an accord and satisfaction of the debt he or she owes to you if you have to file suit to collect on the debt.  If nothing else, the debtor knows that you will either have to negotiate with them or spend money litigating the issue.  Either way, when it’s all said and done, you will likely lose money collecting on the debt.

The applicable Indiana statute here is Indiana Code § 26-1-3.1-311.  I encourage you to read the provision for yourself; however, in a nutshell, it gives the debtor who utilizes the memo line a possible “out” on the debt.  For instance, the debt can be considered as discharged if you knew that the check was tendered in full satisfaction of the debt and either (a) before tender of the check did not send a conspicuous statement to the debtor that communications regarding disputed debts or instruments tendered as full satisfaction must be sent to a designated person, office or place, or (b) did not tender repayment to the debtor within 90 days.  Those of you who take the time to read the statute might also notice that, technically speaking, the debtor is required to prove that he or she tendered the payment in good faith as full satisfaction and prove that the amount “was unliquidated or subject to a bona fide dispute.”  In practice, however, it has been our experience at ACH that courts either do not enforce the technical requirements or, more often, are reluctant to resolve them because they see the issue as a factual dispute (a case of “he/she says v. what you say”) that requires a trial to resolve.          

So what should you do when faced with this scenario?  The best solution harkens back to the old saw about an ounce of prevention being worth a pound of cure:  we at ACH recommend that you implement some process or system to monitor payment checks and, if you find that a debtor is trying to slip by on what they owe you by utilizing the memo line as I’ve described, do NOT cash the check.  Instead, notify the debtor immediately of the dispute and non-conforming payment.  While the risk is that you might lose out on a payment from a debtor who intends to stop paying you anyway, the benefit of such a practice is that you do not give the debtor a potential defense argument that results in greater collection costs and could result in you being unable to collect on the full debt owed to you. 


ALERDING CASTOR HEWITT, LLP CLIENT NAMED 10TH FASTEST GROWING PRIVATE COMPANY IN INDIANA FOR THIRD TIME

Friday, July 23, 2010 by Lainey Scheetz

FOR IMMEDIATE RELEASE
July 23, 2010
Contact: Lainey Scheetz
317.403.9012
lscheetz@alerdingcastor.com

ALERDING CASTOR HEWITT, LLP CLIENT NAMED 10TH FASTEST GROWING PRIVATE COMPANY IN INDIANA FOR THIRD TIME

Indianapolis, IN – Iasta, the leading provider of eSourcing software and solutions, was titled as the 10th Fastest Growing Private Company in Indiana for 2010 by the Indianapolis Business Journal (IBJ).  A third time honoree, Iasta boosted its three-year growth rate at 134 percent.

The report profiled Iasta’s founding’s, current offerings and future outlook.

The IBJ ranks companies by their revenue growth over the last three consecutive years, which must exceed $1 million annually.  In 2009, Iasta ranked 17th and in 2008 they ranked 14th.  The award is based on revenue growth of the last three consecutive years.  Iasta has thrived in a market where many others have been forced to make budget cuts and layoffs.  “We’ve established a lot of credibility and there’s a lot of growth yet to be had,” said Bush.

Iasta experienced very rapid growth in its younger years at 80 to 90 percent a year.  These days, the company still grows at 30 to 40 percent annually.  Bush attributes the success of Iasta to flexibility and high quality in both software and services.

Dave Castor has represented Iasta as general counsel since 2002. 

Firm at a Glance:

At Alerding Castor Hewitt, LLP, the attorneys focus on business law, litigation and technology law services.  The firm has unique experience in niche markets such as software and technology licensing, e-commerce and Internet law and international business law. 

For additional information, please visit www.alerdingcastor.com.


 

Entrepreneurial Law - Don't Raise Too Much Capital

Thursday, July 22, 2010 by David Castor
I read a Guy Kawasaki blog post this week where he walked through six reasons why an abundance of capital can hurt an early stage business.  In my entreprenurial law / funding law practice I work with a lot of business owners through capital strategies and the private equity processes.  Honestly, the drafting of a private placement memorandum is the easy part of my practice.  The hard part is creating the proper capital structure for the long term growth and success and reaching investors who want to invest in the business.

Here is one of the points from the post:

Expenses expand to the level of funding.


Funny how this works: companies create projections that use the money that they have. The availability of money makes them think of ways to spend it, so there’s less emphasis on doing the right things the right way. The logic becomes, “Our investors gave us this money to invest, not to collect interest in the bank. They want us to scale up and go for it, so we should spend it. We know we’ll meet our milestones, and our competition is a joke, so we’ll always be able to get more money.”

 

Business Law - Morning People

Monday, July 19, 2010 by David Castor
There is a great article in the July-August edition of the Harvard Business Review entitled The Early Bird Really Does Get the Worm.  The article summarizes a study which found a correlation between  "morning people" and career success.  This is based on a number of traits which are commonly found in morning people.  

Traits
Agreeable
Optimistic
Stable
Proactive
Conscientious
Satisfied with Life

Being a morning person, of course I loved this!  Most days I am the first in the office.  I love getting my to-do lists together early each morning and executing on the list throughout the day.  I have found this to be an extraordinarily important practice in building and managing a successful law firm.  

I have never understood evening people.  It seems that they miss out on too much and are always in reactive mode rather than proactive mode.  That creates a stressful life.  Of course that is not always true - I know many who are actually much more organized than me and run great businesses.

The study did find some positive traits of "evening people".  They tend to be more creative and intelligent than morning people.  I fully agree with those points!  The study also found that they tend to be more extroverted.  That is probably true, but I have not noticed that point to the same degree.  At any rate, those are traits that are necessary in any balanced business team.

See also:

Entrepreneurial Law - Developing a Good Business Model
Culture of Private Equity
A World of Private Equity
Rules of Funding
Entrepreneurial Law - Proof of Concept & Proof of Scale
Fatal Flaws in Leadership
Keep the Good Ideas Coming but Stay Focused
Business Law - 10 Common Negotiation Mistakes
Funding Law - Presentations to Investors
 


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Alerding Castor Hewitt, LLP is an Indianapolis law firm focusing on business law, information technology law (including SaaS law and legal technology consulting), private equity consulting, and business and Internet litigation.