Recently I had a chance to sit down with Ralph Baxter here in New York for an interview that was just released under the auspices of Thomson Reuters’ Legal Executive Institute.
I invite you to take a look and of course to comment.
I follow your reasoning on why a C-Corp structure would make better sense. Having seen a couple of engineering general partnerships convert to C-Corps – with very substantial pain, especially at the junior end of the professionals – do you have experiences you could generally share about how this would happen in Law Land?
The examples I am thinking of may, of course, have been mischances characterized by particular problems of conception and execution. The major issues I saw had to do initially with valuation and raising capital, and once that was cleared, new and unfamiliar forms of governance.
Jan Petke
on November 12, 2015 at 2:11 am
Bruce,
I’ve enjoyed your view on Partnerships. I’m quite convinced, that many of the partners are also convinced that the Partnership model comes to an end. Many of them asking “what can we do to find a new model”
Therefore it’s time for us to discuss suitable options and models for an C-Corp Partnership. Otherwise we will have an pure philosophic discussion on that topic.
Jan Petke
on November 12, 2015 at 3:15 am
Bruce,
Let me one comment here; I’m fine with your clarity on an general partnership. The issue is more, what steps needed to change, because an complex organization can be only changed by small steps. My argument is more, it’s not about making attorneys change. It’s about helping them to work in a fashion that’s much more consistent with their mindset. The Key-Driver is the client at all!
Thanks and a hearty virtual handshake from the team at Adam Smith, Esq.; we’re glad you opted to hear from us.
What you can expect from us:
an email whenever we publish a new article;
respect and affection for our loyal readers. This means we’ll exercise the strictest discretion with your contact info; we will never release it outside our firm under any circumstances, not for love and not for money. And we ourselves will email you about a new article and only about a new article.
Welcome onboard! If you like what you read, tell your friends, and if you don’t, tell us.
PS: You know where to find us so we invite you to make this a two-way conversation; if you have an idea or suggestion for something you’d like us to discuss, drop it in our inbox. No promises that we’ll write about it, but we will faithfully promise to read your thoughts carefully.
Be the first to learn of Adam Smith, Esq. invitation-only events, surveys, and reports.
By submitting this form, you are consenting to receive marketing emails from: . You can revoke your consent to receive emails at any time by using the SafeUnsubscribe® link, found at the bottom of every email. Emails are serviced by Constant Contact
Bruce,
I follow your reasoning on why a C-Corp structure would make better sense. Having seen a couple of engineering general partnerships convert to C-Corps – with very substantial pain, especially at the junior end of the professionals – do you have experiences you could generally share about how this would happen in Law Land?
The examples I am thinking of may, of course, have been mischances characterized by particular problems of conception and execution. The major issues I saw had to do initially with valuation and raising capital, and once that was cleared, new and unfamiliar forms of governance.
Bruce,
I’ve enjoyed your view on Partnerships. I’m quite convinced, that many of the partners are also convinced that the Partnership model comes to an end. Many of them asking “what can we do to find a new model”
Therefore it’s time for us to discuss suitable options and models for an C-Corp Partnership. Otherwise we will have an pure philosophic discussion on that topic.
Bruce,
Let me one comment here; I’m fine with your clarity on an general partnership. The issue is more, what steps needed to change, because an complex organization can be only changed by small steps. My argument is more, it’s not about making attorneys change. It’s about helping them to work in a fashion that’s much more consistent with their mindset. The Key-Driver is the client at all!