Ownership & Leadership Transition
On May 16, 2017, Davis Wright Tremaine LLP hosted 85 owners and managers of family-owned businesses at the latest edition of our Family Business Legacy Series. Mike Garvey, the co-founder of Saltchuck Resources, a diversified transportation and distribution business with revenue of nearly $3 billion and 7,500 employees, and René ...
Governance & Business Operations
Andrew Steen on Jul 11, 2017
Every article, paper, memo, or advisory about family business succession touches on some common themes. Plan early. Communicate well. Document the process. Gauge the true interest and ability of the next generation. A few weeks ago, the New York Times ran an article about succession in family businesses that indirectly hit ...
Posted by Keith Baldwin
Andrew Steen on Jul 17, 2017
Simple estate planning is pretty straightforward. There is usually a Last Will and Testament, Power of Attorney, Health Care Directive, and Trust if necessary. But there is a niche practice within estate planning ripe with landmines waiting to detonate if one is not careful. This is estate planning for an ...
Growth & Exit Strategies
Ashley Brown on Jun 19, 2017
On June 6, 2017, Davis Wright Tremaine LLP hosted the latest edition of our Family Business Study Group, where David Levine of Prudential Capital Group and Hugh Campbell of Cascadia Capital spoke about using mezzanine financing to create liquidity in family-owned business. What is Mezzanine Financing? Mezzanine financing is used to facilitate ...
Keith Baldwin on Jul 03, 2017
The U.S. Supreme Court temporarily approved the latest form of travel ban from the Trump administration with exemptions for certain legitimate business connections and certain family relationships. Family businesses with international ties to the six primarily-Muslim countries affected by the ban should plan ahead in order to minimize any adverse ...
Posted by Ashley Brown
Kennard Noyes on Sep 06, 2016
Successful companies depend on finding and retaining talented employees. Attrition, on the other hand, is expensive. A constantly revolving door means more money and time spent training new employees, makes it hard to build effective teams and can undermine company morale. Family businesses may have a particularly difficult to path ...
Posted by Mary Drobka & Paula Simon