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
Keith Baldwin on Apr 17, 2017
Family-owned businesses that have independent board members are frequently among the best-managed and best-governed. They have reached a level of maturity where family members recognize that outside voices provide stability, objectivity and protection from certain business risks. Let’s define what “independent” means for our purposes. Typically, an independent director is not ...
Posted by Keith Baldwin
Posted by Ashley Brown
Doug Lloyd on Aug 22, 2016
In many states, Living Trusts are a person’s key estate planning document. Living Trusts are created to hold assets during life and then dispose of those assets at death according to the person’s directions (here, we will call the person making the Living Trust the “Grantor.” Living Trusts thus operate ...
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 ...
Davis Wright Tremaine on Jun 05, 2017
There is a big difference between – on the one hand – owning stock in a private company that is worth a great deal and – on the other hand – having a great deal of money you can actually spend. On any number of occasions in the lifecycle of a ...
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