Governance & Ownership Structure
Control, authority, and transition planning built into the structure — before conflict exposes gaps.
Governance is the operating architecture of a business — who controls decisions, how authority is exercised, what happens in disagreement, and how ownership transitions.
Many closely held businesses function for years on informal understandings. Problems surface only when stress exposes ambiguity — illness, divorce, minority disputes, capital needs, or succession.
Governance planning reduces uncertainty before leverage is lost.
HYBRID STRUCTURE
Strategy First. Drafting Second.
Governance matters typically begin with a Strategic Outcome Session to evaluate control structure, risk exposure, and long-term ownership goals.
Once the architecture is defined, documents are drafted to align with the intended structure — not copied from templates.
Common Governance Issues Addressed
Voting & Control Rights
Majority vs. supermajority thresholds, minority protections, and manager authority.
Deadlock Provisions
Mechanisms for resolving 50/50 ownership disputes without litigation.
Buyout Triggers
Death, disability, divorce, bankruptcy, termination, or voluntary exit.
Capital Contribution Structure
Capital calls, dilution mechanics, and ownership reallocation rules.
Family Business Control
Tiered voting structures and generational ownership planning.
Professional Practice Governance
Control alignment for law firms, medical practices, and service businesses.
Who This Is For
- Multi-member LLCs or closely held corporations
- Family-owned businesses
- Professional practices with multiple partners
- Founders preparing for future capital or ownership transition
Matters already in active litigation or breakdown may require litigation-focused counsel.
ENGAGEMENT PATH
How Governance Engagements Begin
Most governance matters begin with a Strategic Outcome Session.
If alignment exists, a defined drafting engagement may follow, tailored to the ownership structure and business objectives.