Business
Compensation of Target Management Teams in Private Equity M&A
The typical private equity-sponsored buy-out includes the seller’s investment in the future growth of the target company’s valuation, a bargain for the participant’s active participation in the target company and buy-in for success. The customary approach for private equity buyers is to convey equity participation through equity-based incentive plans. There is a lot of appeal for both buyers and sellers to entertain deal structures with an equity-based compensation component to satisfy cash flow requirements, participant commitment and the creation of a common goal in the success of the target company. Both parties should be aware of the complexities associated with equity compensation which can present some disadvantages that are not discovered until after closing. Common forms of modern equity compensation include stock, stock options or warrants, profit participation and stock appreciation rights (and the limited liability company equivalents thereof). Each type of equity compensation has its own unique advantages to buyers and participants as well as potential negative consequences for both. Many of these structures are chosen over other structures for their total cost considerations and legal features that meet the operative requirements of the buyer. Both buyers and target management should factor these cost considerations and legal features in their offer and acceptance of this compensation. At a high level, here are a few of the considerations applicable to most all equity-based compensation schemes: With few exceptions, all equity-based compensation schemes have restrictions and conditions imposed on their receipt, retention, exercise and disposition. These limitations serve to align compensation with the long-term company performance requirements with the ability to mitigate against short-term behaviors. The most common restriction is a restriction on a participant’s resale of the equity-based compensation, making the opportunity unique only to the participant. A follow-on close-second restriction is the issuer’s right to ‘claw back’ or repurchase the equity compensation at the same or lesser value than its original valuation, a mechanism that aligns equity ownership with a participant’s active engagement. The common ‘management rights’ conveyed to institutional investors are commonly omitted in private equity-backed equity-compensation plans, including transactions for roll-over equity, to limit participant involvement and visibility of management discussions and information utilized by the company. Statutory rights are the minimum threshold and commonly the norm. Economic participation can come in the form of quarterly payments, annual payments, one-time payouts upon sale and the allocation of profit and loss. For private-equity sponsored plans, economic participation can have a minimum valuation threshold that the target must achieve and with exception to allocations, they are most-commonly limited until the target company’s liquidity event, which can be years later. Liquidity events include IPOs, sales and sometimes recapitalizations. Tax implications of equity-based incentives can vary between the types of equity-compensation conveyed. Synthetic forms of equity-compensation are typically taxed as income whereas traditional forms of equity ownership have capital gains treatment upon disposition. These tax consequences can occur at the time of conveyance, at vesting or disposition. For tax purposes, company and participant interests are not always aligned. Private equity buyers intend to provide value with the implementation of equity compensation plans. Each type of equity compensation has its own features, making it advantageous in some circumstances and not so in others. Firms frequently roll out an enterprise equity compensation plan that utilizes the same type of equity compensation plan throughout their portfolio to allow for a familiar and efficient form of management. Plans can vary greatly between different firms and participants can find distinctive and meaningful differences between plans although much of these distinctions remain unknown to would-be participants and are not discernable during the due diligence phase of a transaction.
July 3, 2024
Business
M&A Market Opportunity: Is Now The Right Time To Sell Your Business?
Is now the right time to sell your business? Just as every business is unique, so is every sale. Some companies are well-positioned now; others need a longer runway. Still, others may find that market conditions in several years will yield even greater benefits, provided owners are ready to bear the potential downturn ahead. To find out where your business sits and determine the timing of your exit strategy, take a look at this infographic. When you’re ready to take the next step, Offit Kurman’s M&A attorneys are ready to make the deal happen. For more information and infographics about the current M&A market, click here. Market IS Highly Receptive; Business IS NOT Optimized Get a valuation Check your assumptions Be realistic about longevity Consider demand-to-risk ratio Protect valuable employees and assets now Discuss exit options with attorney Market IS NOT Receptive; Business IS NOT Optimized Button up any risks and uncertainties now Build a board, or join an advisory group Cultivate your network Secure talent and valuable assets Develop long-term exit plan Market IS Highly Receptive; Business IS Optimized Commit to the process Create competitive environment Assemble selling team Assess and take care of legal, financial skeletons Maximize value Hit the market Market IS NOT Receptive; Business IS Optimized Analyze market and alternative options with attorney Get to know potential, eventual buyers Create conveyable value Stay on top of market conditions Be patient
June 27, 2024
Business
A Look at the U.S. Private Equity Middle-Market
There is some good news to report in the Private Equity (PE) world. PitchBook has released its US PE Middle Market Report, showing continued YoY growth for middle-market dealmaking in Q1 of this year. PitchBook cites recovery of deal multiples, an improvement in borrowing costs and a focus on selling the best assets as key features in publicized transactions. Here are some of the key findings from the report: Deal Values Are Up, Deal Count is Flat: PE middle-market dealmaking hit an all-time high in 2021 of $502.5 billion. It is no surprise that number was down last year by 36.8%, but PitchBook data shows a stabilization trend in recent quarters that started with the burst of activity we saw in Q4 2023 and continued into Q1 of this year. The Q1 numbers are not as strong as Q4, but they are ahead of Q1 2023 in terms of deal value. Deal count, however, remains flat. A Lack of Sellers: The report notes that a lack of PE sellers is impacting recovery in the volume of M&A transactions. PE sellers are focusing on bringing only their most attractive assets to the table and holding off on the rest. PitchBook notes that in order for dry powder to be deployed more quickly, the volume of sellers in the market needs to increase, especially in the middle-market. Decline in Buyouts: Overall, Pitchbook notes that buyouts were hit hard in 2023, but middle-market buyouts fared better, with only an 18.9% decline in deal value and a 4.0% increase in deal count. For Q1 2024, PitchBook notes that in Q1, buyouts across the board were relatively unchanged in value and slightly higher in volume YoY. Borrowing Costs Coming Down: PE borrowers are seeing some positive movement in terms of lending, with PitchBook pointing out competition between private credit lenders and bank-led syndicates as driving a decrease in borrowing costs. Their data shows that overall spreads were down by 54 basis points in Q1. Firming Trend on Multiples: Data also shows a “firming trend” for the middle market in terms of multiples. The report states, “The median EV/revenue multiple on middle-market PE deals for the TTM ending Q1 2024 rose to 2.2x, up from 2.0x as of Q4 2024. The median EV/EBITDA multiple recorded an even stronger bounce to 12.7x from 11.0x for the TTM ending Q1 2024 and Q4 2023, respectively.” These are just some of the key findings from this report, but they give us an overall idea of the health of the middle-market today. It will be interesting to see if an increase in sellers increases the deployment of dry powder. The report’s authors think this is the key to a rally in activity, so it is certainly something everyone will be watching closely.
June 26, 2024
One Minute of Overtime
Regular Rate
Welcome to One Minute of Overtime, where I will share insights on Labor and Employment Law topics, mostly related to minimum wage and overtime compliance issues. Compliance in this area of law is nuanced and technical, so it is critical for employers to audit and adjust their practices to remain compliant, so stop by to stay up-to-date and in-the-know. The regular rate does not include: pay for expenses incurred on the employer's behalf; premium payments for overtime work or the true premiums paid for work on Saturdays, Sundays, and holidays; discretionary bonuses; gifts and payments in the nature of gifts on special occasions; and payments for occasional periods when no work is performed due to vacation, holidays, or illness.
June 26, 2024
Labor and Employment
The Healthy Delaware Families Act: What Employers Should Know
In recent years, Delaware has taken significant steps to support its workforce through progressive employment legislation, including the Healthy Delaware Families Act. This act introduces paid leave benefits, aims to enhance work-life balance, and supports employees during critical life events. Here’s what employers need to know about this important initiative: Coverage and Eligibility Employees who have worked for their employer for at least 12 months and clocked in at least 1,250 hours during the last year are eligible for benefits under the Healthy Delaware Families Act, mirroring the federal Family and Medical Leave Act (FMLA). Coverage Requirements: Most businesses in Delaware are covered under the act and must provide eligible employees with paid leave. Exceptions: Certain businesses, such as seasonal ones and those with fewer than ten employees, are exempt. Employers with 10-24 employees are only required to participate in parental leave. Alternative Benefits: Businesses offering more generous paid leave benefits or those providing a state-approved alternative paid leave insurance plan meeting minimum standards may opt out of the program. Types and Duration of Leave Under the Healthy Delaware Families Act, eligible workers can take the following types of leave with pay: Parental Leave: Up to 12 weeks. Medical Leave: Up to six weeks, including care for a family member. Military Deployment: Up to six weeks. Intermittent Leave: Employees can use leave intermittently (not consecutively) if medically necessary, provided they take leave at least one day per week. Combined Parental Leave: If both parents work for the same employer, they can take up to 12 weeks combined. Benefits and Contributions Wage Replacement: Workers receive approximately 80% of their usual weekly wages while on leave, based on their average weekly wage over the last 12 months. Maximum Benefit: Currently set between $100 and $900 per week, adjusted annually for inflation. Contribution: Starting in 2025, participating businesses will contribute up to 0.8% of their payroll towards the program. Employees may also contribute up to 0.4% of their wages annually. Job Protection and Rights Job Security: Employees are entitled to retain their health insurance benefits and return to their previous position after taking leave. Protection from Retaliation: Employees who have been with their employer for at least 90 days are protected from retaliation for requesting or using leave. Administration and Compliance Administration: Delaware’s Department of Labor oversees the program, ensuring education, claims processing, financial stability, and compliance. Enforcement: The Department investigates violations and reports regularly to the Governor and Legislature on the program’s effectiveness. Conclusion The Healthy Delaware Families Act represents a significant step forward in supporting Delaware’s workforce with comprehensive paid leave benefits. For employers, understanding the act’s requirements and benefits is crucial for compliance and fostering a supportive workplace environment. By embracing these changes, businesses can enhance employee satisfaction, retention, and overall productivity. Please contact me for further information on the Healthy Delaware Families Act or similar legislation in Maryland. I am also available to present to large groups interested in understanding these important employment laws.
June 21, 2024
Elder Law and Advocacy
Embracing Diversity in Senior Living
The Rise of LGBTQ Senior Housing As our society progresses towards greater inclusivity, the needs of the aging LGBTQ community have gained significant and deserved attention. One crucial aspect is the development of LGBTQ-specific senior housing, which offers a supportive and understanding environment for older adults who identify as LGBTQ. The importance of focusing on housing for the aging LGBTQ population cannot be overstated, as the challenges faced by this senior community often go unnoticed. Therefore, during this Pride Month, I am glad to shed light on why such communities are vital for fostering dignity and well-being among LGBTQ seniors. Understanding the Need for LGBTQ-Specific Senior Housing Historical Discrimination and Isolation: Over 800,000 elders reside in senior housing in the United States, with almost 8% identifying as LGBTQ. The number is likely higher, as many older LGBTQ seniors do not identify openly for a myriad of reasons. Most LGBTQ seniors have faced lifelong discrimination; one study indicated that 33% of seniors felt that they had to hide their sexual identity if they moved to senior housing. SAGE reports that a staggering 48% of same-sex older couples applying for senior housing faced discrimination. In addition to discrimination, SAGE also reports that LGBTQ seniors are twice as likely to live and age alone compared to their cis-gender peers. According to AARP, this isolation is often because LGBTQ seniors are twice as likely to live and age alone and four times less likely to have children, an essential support network for seniors. Dedicated LGBTQ housing helps mitigate these concerns by providing a space where residents can live openly and authentically, preventing the isolation that forces many back into the proverbial closet as they age. Health Disparities: The American Psychology Association has found that LGBTQ seniors are disproportionately affected by physical and mental health conditions due to a lifetime of unique stressors associated with being a minority. The cost of healthcare for LGBTQ seniors is also more costly as they do not enjoy the same health insurance opportunities as their cis-gender married peers. As a result, health insurance is more expensive. Additionally, the lack of cultural competency in the healthcare system means that LGBTQ elders are more likely to delay getting the necessary care, treatment, and prescriptions, often resorting to emergency rooms more frequently than the general population. These factors, combined with a lack of familial support, can significantly impact the health of LGBTQ seniors. LGBTQ-specific housing with built-in care, which is the model for all senior housing, helps to even the playing field and mitigate these disparities. It provides LGBTQ seniors with access to healthcare providers who are properly trained and familiar with the unique issues that impact LGBTQ seniors at a greater rate. Safety and Comfort: Members of the LGBTQ population often create families of “choice” rather than blood relation due to historical discrimination and rejection by their families of origin. As a result, LGBTQ seniors heavily rely on aging friends and non-biologically related caregivers. Additionally, LGBTQ seniors are more likely than their cis counterparts to be HIV positive and have complicated medical histories, particularly as they age. According to a recent study published in the Journal of the American Geriatrics Society, the combination of non-biologically related caregivers and complex medical needs places LGBTQ seniors at a significantly increased risk for mistreatment in later life. As their health and capacity decline, their partners and chosen family pass away, and the complications of HIV status (including HIV-related dementia) or neglected health issues increase. This study pointed out that even with limited information available, 22.1% of LGBTQ adults over age 60 reported being harmed, hurt, or neglected by a caregiver, 25.7% reported knowing someone who had been mistreated, and over 60% had experienced psychological abuse. The figures are startling and understandably cause concern among LGBTQ seniors about encountering prejudice from both staff and fellow residents. Having an LGBTQ-focused senior facility will ensure that residents feel and are safe, even if they lack the capacity to advocate for themselves. Properly trained staff will create a safe and welcoming atmosphere where all residents can feel respected and valued. The Good News in LGBTQ Senior Housing Thankfully, LGBTQ senior housing developments are incorporating inclusive design principles and services tailored to the needs of LGBTQ seniors. These facilities feature gender-neutral bathrooms, staff trained in LGBTQ competency, and events celebrating LGBTQ culture and history. SAGE has spearheaded this movement with its National LGBTQ Housing Initiative, which helps identify safe housing options for the LGBTQ population. Prominent Examples of LGBTQ Senior Housing: New York City: Stonewall House in Brooklyn, named after the historic Stonewall riots in Manhattan’s West Village, is known as a “beacon of inclusivity.” This development provides affordable senior housing in NYC, with a mission to offer a strong sense of community for LGBTQ seniors. Los Angeles: The Triangle Square Apartments, the first affordable housing project for LGBTQ seniors in the U.S., is a unique and pioneering initiative. It offers a variety of amenities and support services tailored to the LGBTQ community, exemplifying societal progress and inclusivity. Recently taken over by the Los Angeles LGBTQ Center, its commitment to the community has been further enhanced. Philadelphia: The John C. Anderson Apartments in Center City is an affordable housing development that provides not only housing but also integrates social services and community activities designed to meet the unique needs of LGBTQ seniors. Senior housing is more than just a place to live; it is a haven of acceptance, dignity, and support. As awareness of the specific needs of LGBTQ seniors grows, so too will the number and quality of housing options available to them. By continuing to advocate for and invest in these communities, we can ensure that LGBTQ seniors enjoy their golden years with the respect and care they deserve. Embracing diversity in senior living not only enriches the lives of LGBTQ individuals but also strengthens our society as a whole.
June 21, 2024
Family Law
Navigating LGBTQ+ Divorce: Unique Legal Considerations
With the 2015 decision in Obergefell v. Hodges, same-sex marriage has been recognized nationwide for nearly ten years. But what about same-sex couples who partnered through civil unions or other means 10, 20, or even 30 years prior to Obergefell? This is an important consideration when navigating LGBTQ+ divorce. Some couples married “on paper” for only nine years may be entitled to benefits from the relationship spanning beyond those years. In some jurisdictions, an argument can be made to divide what would otherwise be considered non-marital property in favor of the non-owning spouse if they were a contributor to the asset prior to marriage. For example, say a same-sex couple had been living together since 1995 and promptly got married in the District of Columbia once same-sex marriage was legalized in 2010. From 1995 until 2010, the house they lived in was the separate property of one spouse, but for 15 years, the other spouse put his own money into renovations, decorated, furnished, and helped make the house into a home. In this scenario, it would be equitable for the court to treat the house as a marital asset, given the circumstances of the parties’ relationship and the contributions made by the non-owner spouse. In other words, it would be unfair to erase 15 years of dedication to a home and family solely because the couple was not legally allowed to marry until 2010. When divorcing as a same-sex couple, it is important to have an attorney who recognizes the unique issues LGBTQ+ couples face in the legal realm. Though we are making great strides for our community, the laws protecting us are still behind. Having an experienced LGBTQ attorney to identify and address these unique concerns is paramount to achieving a fair and equitable outcome.
June 21, 2024
Estates and Trusts
Top 5 Divorce-Related Financial Protection Failures
Inadequate Insurance Assurances Uncorrectable Real Estate Refinancing/Retitling Shortcomings Unclaimed Retirement Benefits Unconsidered Bankruptcy Impacts Unconsidered Collectability Limitations Death and Insolvency Considerations as Divorce-related “Best Practices” Divorce lawyers routinely fail to protect clients against an ex-spouse’s failure and/or outright refusal to comply with the terms of the documents governing the termination of the marriage relationship between their client and their client’s soon-to-be ex-spouse. As an estates and trusts litigator, with nearly thirty (30) years of relevant creditors’ rights and bankruptcy experience, I have seen innumerable cases involving avoidable–if not always easily foreseeable!–situations occasioned at least partly by shortcomings in the language of the documents generated and relied upon in a client’s divorce proceedings. In short, many, if not most, of the more costly post-divorce, death-related and non-compliance enforcement/collection matters can be substantially mitigated, if not completely avoided, by additional considerations at the drafting stage. With a backward-looking inquiry addressing “how could this ‘new’ costly litigation have been avoided?” assuring that these death and collection-related matters make the “best practices” checklist in any divorce-related legal planning only makes sense. Top Five Divorce-related Financial Protection Failures The top five divorce-related financial protection failures are as follows: Inadequate Insurance Assurances – Failure to assure irrevocable designation of proper policy beneficiaries and unlimited access to policy-related information are primary among divorce “to do” list items not done. Similarly, divorce lawyers do their clients a disservice by failing to take sufficient steps to assure that insurance coverage remains in place, typically by neglecting to include a plan or structure assuring the payment of, and means to make, policy premium payments. A written assignment of policy proceeds is a necessary consideration, as is job-loss protection against either potentially willful or involuntary loss of employment where the insurance coverage relied upon is a benefit provided by a spouse’s employer and, therefore, only an option so long as the employment continues. Providing for a client anticipating death benefits to have perpetual, real-time access to policy information is an easy way to afford a client the means to protect themselves against the future indifference and/or neglect of a willfully non-compliant ex-spouse who fails to keep up premium payments. In circumstances justifying the added expense, the imposition of and well-considered funding of an irrevocable life insurance trust, or “ILIT,” may provide the highest level of protection short of pre-paying policy premiums for the entire life of the policy (which is itself, a non-option in more than 99% of cases). Uncorrectable Real Estate Refinancing/Retitling Shortcomings – Failure to provide properly or sufficiently for failed refinancing/retitling of marital assets converts a hypothetical remedial benefit into a potentially cost-prohibitive non-option. Many divorces include commitments to sever ties between spouses both as to title and financing commitments related to the marital residence or other jointly held real property. It is not enough to provide for a simple “what if” scenario involving the failure to refinance, retitle, or otherwise dispose of a real property asset by one spouse for the benefit of the other, or, for that matter, to include some form of reciprocal rights of the other spouse in the event the first fails to achieve the contemplated refinancing, retitling, etc. Best practices in this regard ought to consider unanticipated, untimely death-related scenarios. For instance, what if the hypothetical “what if” scenario arises because of suicide? What if the titular owner of the real property dies unexpectedly before carrying out the contemplated transfer of title? Thorough planning in this regard would necessarily consider the existence and potential interaction of an existing will or trust, or of the intestacy hypothetically arising due to the lack thereof. Unclaimed Retirement Benefits – Much like the unfortunate situations involving life insurance policies with unchanged beneficiary designations, failure to provide for proper notice and/or re-designation of retirement plan beneficiaries can mean the difference between a divorce client’s future perpetual financial security and potential ruin. First and foremost, it is not enough to include a provision in a divorce-related agreement that one simply agrees that a particular someone shall receive the proceeds of one’s work-related pension, 401k, or other ERISA-qualified retirement account. In fact, it is not enough to include such a commitment generally in one’s will, trust, or other testamentary document. One must communicate one’s change in beneficiary designations directly to and with the account broker/provider (or, in many cases, through official means managed by one’s employer acting as the provider’s agent). Such a change is most typically accomplished by submitting a signed beneficiary designation change form or via an electronic equivalent. Again, it is not enough to request such a form, or even to complete such a form without “delivery” of such a form to the provider or its agent. Here, best practices should include confirmation requirements and not merely a commitment to timely effect the change. Query whether pre-compliance, untimely death considerations ought not also be taken into consideration in this instance as a best practice, as well. The better question is why one wouldn’t at least include this on the checklist of considerations when deciding whether to expend any additional resources in protecting against such a risk. Unconsidered Bankruptcy Impacts – Failure to contemplate “what if” scenarios of possible bankruptcy filings by either or both divorcing parties or a related business entity (e.g. individually to try to delay or avoid support obligations or of a business the value, cashflow, and/or operational continuity of which as a critical marital asset served to leverage negotiated concessions). There is no “one size fits all” bankruptcy provision to plug into divorce-related property settlement agreements, just as every divorce gives rise to a necessarily factually unique set of circumstances. What is most important is that when negotiating asset transfers and contemplating spouse #1 v. #2, one factors the potential impact of bankruptcy scenarios into asset values and negotiates accordingly. Client risk tolerances and, possibly, actual threats or perceived intentions regarding post-divorce bankruptcy filings comprise the most important considerations. One does not necessarily need to incorporate potential bankruptcy language in every divorce agreement but failing to make or seek a bankruptcy risk/impact evaluation only invites subsequent client dissatisfaction, potential Bar complaints, and perhaps even potential malpractice considerations. Unconsidered Limitations on Collectability – Failure to consider requirements of financial institutions and other third-party asset holders likely comes at a future cost and with potentially significant unwarranted delays. It should be no surprise that divorcees do not always live up to their financial commitments in divorce-related agreements and/or divorce decrees. Contempt proceedings and related remedies are not unto themselves the only mechanism to be employed when it comes to securing payment and satisfaction of divorce-related financial obligations. In fact, contempt proceedings themselves generally give rise to additional financial obligations, the collection of which is not a foregone conclusion and rarely, if ever, immediate. Contempt awards are frequently not satisfied immediately. Consequently, the financial relief a successful contempt proceeding is intended to provide often comes, if at all, only after imposing additional financial burdens on the “creditor spouse.” When a “debtor spouse” refuses to make divorce-obligated payments, a creditor-spouse can employ the contempt process to quantify and formally liquidate the amount(s) owed in an enforceable court order (sometimes coming only after the threat of or actual jail time). Having secured entry of a liquidated contempt order amount, one still needs to enforce the order to satisfy the newly liquidated debt. Such enforcement actions (such as garnishments, attachments, asset seizures, turnover actions, etc.) again mean additional legal fees and costs, but here’s where some pre-planning can potentially reduce or avoid even more fees, costs, and delays. Applying some “creditor’s rights” know-how during the contempt process, including considering known third-party asset holder’s risks and requirements, can be a substantial difference maker. It might very well avoid altogether the need for a secondary enforcement proceeding.
June 20, 2024
Immigration Law
Executive Action to Keep Families Together
On June 18th, 2024, the White House has announced a new aimed to provide relief to potentially over half a million immigrants without status as well as children by providing a direct path to legal permanent residence. In addition, the Executive Action will aim to ease the working visa process for Deferred Action for Childhood Arrivals (DACA) recipients and US college graduates who have earned a degree in the United States. The Executive Action lays out the following framework for spouses of U.S. citizens and children to keep their families together. There is a ten-year residence requirement followed by a three-year designated period to apply for legal permanent residency. This temporary period will also allow for work authorization for qualified applicants. We still don’t know exactly how this will be implemented, but it will likely take the form of an immigrant visa petition or temporary status petition, which then provides the three-year window to file an I-485 adjustment of status application. Many questions remain including the required evidence, filing fees, processing times as well as the current backlogs for immigrant visa processing. However, this Executive Action represents a major election-year step to improve the nation’s immigration system at a time when the southern border is subject to intense scrutiny. The exact text of the legal pathway is below: To be eligible, noncitizens must – as of June 17, 2024 – have resided in the United States for 10 or more years and be legally married to a U.S. citizen, while satisfying all applicable legal requirements. On average, those who are eligible for this process have resided in the U.S. for 23 years. Those who are approved after the Department of Homeland Security (DHS)’s case-by-case assessment of their application will be afforded a three-year period to apply for permanent residency. They will be allowed to remain with their families in the United States and be eligible for work authorization for up to three years. This will apply to all married couples who are eligible. This action will protect approximately half a million spouses of U.S. citizens and approximately 50,000 noncitizen children under the age of 21 whose parent is married to a U.S. citizen. The DACA and US College Graduates provision to ease visa requirements are light on details – which is understandable given the nature of Executive Actions – but it is a significant step to recognize the White House’s commitment to DACA as well as college graduates. We can only speculate what form the regulatory improvements will take; there could be special processing time frames for potential regulatory changes to the H1B visa category. The text of the Executive Action is as follows: President Obama and then-Vice President Biden established the DACA policy to allow young people who were brought here as children to come out of the shadows and contribute to our country in significant ways. Twelve years later, DACA recipients who started as high school and college students are now building successful careers and establishing families of their own. Today’s announcement will allow individuals, including DACA recipients and other Dreamers, who have earned a degree at an accredited U.S. institution of higher education in the United States, and who have received an offer of employment from a U.S. employer in a field related to their degree, to more quickly receive work visas. Recognizing that it is in our national interest to ensure that individuals who are educated in the U.S. are able to use their skills and education to benefit our country, the Administration is taking action to facilitate the employment visa process for those who have graduated from college and have a high-skilled job offer, including DACA recipients and other Dreamers. It is an exciting time for immigrants who have lived in this country for some time. It is also potentially a huge benefit to the younger generation who are now graduating from college and trying to build their American Dream. As the White House states in the Executive Action: “Immigrants who have been in the United States for decades, paying taxes and contributing to their communities, are part of the social fabric of our country.” How is an Executive Action different to an Executive Order? Executive Actions are executive branch instructions to implement policies, rules, regulations under existing laws. As opposed to Executive Orders which are legally binding directives to the executive branch that are legally enforceable.
June 20, 2024
Business
New Legislation to Override Judicial Precedents and Simplify Corporate Governance in M&A
Changes to the Delaware General Corporation Law (“DGCL”) were recently introduced to the Delaware General Assembly in response to several Delaware Chancery Court rulings affecting stockholder agreements, merger agreements and corporate governance requirements applicable to merger transactions. Introduced last month, SB313 imposes a legislative override over recent decisions to implement changes that allow for greater freedom of contract for stockholder and merger agreements and the elimination of technical, seemingly non-material governance requirements applicable to merger transactions. A new DGCL § 122(18) would permit corporations to convey the rights to consent and approval of corporate action to persons through stockholder agreements unless such conveyance is specifically prohibited by the corporation’s certificate of incorporation. This amendment nullifies the recent decision in West Palm Beach Firefighters’ Pension Fund v. Moelis & Co. where the Court found a stockholder agreement requiring the majority stockholder’s approval for certain corporate actions “an impermissible internal governance restriction” in violation of DGCL § 141. Addressing the Court’s finding of a violation of DGCL § 251(b) when the board approved a draft version of the merger agreement in Sjunde Ap-Fonden v. Activision Blizzard, Inc., a new DGCL § 147, would eliminate the requirement for board approval of the ‘final form’ of agreement if, at the time of approval, all of the material terms are determinable through information and materials presented to or known by the board, and second, a new DGCL § 268(b) would clarify that disclosure schedules and the like are not required to be a part of the merger agreement for board approval pursuant to DGCL § 251(b). Doubling up on the results of Activision, in response to the Court’s finding of a violation of DGCL § 251(c) where the corporation had included a brief summary of the merger agreement in the proxy statement sent with a separate notice to the stockholders that did not include a brief summary of the merger agreement, a proposed DGCL § 232(g) would allow a corporation to satisfy the stockholder notice requirement for a merger agreement when such agreements and brief summaries are “enclosed with the stockholder notice or annexed or appended to the notice.” A third byproduct of the Activision decision, a proposed DGCL § 268(a) allows a board to approve and file a certificate of incorporation of the surviving corporation of a merger following the effectiveness of the merger if the surviving entity will be wholly-owned and controlled by the buyer and all of the shares of capital stock of the constituent corporation issued and outstanding immediately before the effective time of the merger are converted into or exchanged for cash, property, rights or securities (other than stock of the surviving corporation). In Crispo v. Musk, the Court denied a stockholder plaintiff’s claim for lack of standing where the plaintiff sued for ‘lost stockholder premium’ damages despite a provision in the merger agreement that specified that the buyer would be liable for ‘lost stockholder premium’ in the event buyer breached the merger agreement. A newly proposed DGCL § 261(a)(1) would specifically allow parties to a merger agreement to include provisions requiring the payment of penalties and ‘lost stockholder premiums’ in the event the merger is not consummated and allow parties to enforce these payment provisions. New DGCL § 261(a)(2) confirms that the stockholders of a constituent party to a merger agreement may irrevocably appoint one or more persons to serve as a representative of all stockholders and delegate to such person the exclusive authority to enforce the rights of all stockholders under such agreement, after consummation of the transaction as an agent of the stockholders of the constituent corporation whose shares are canceled and converted in the merger into the right to receive cash or other property, and to enter into a binding settlement on behalf of all shareholders, a principal of corporate law. Seemingly, this amendment codified stockholder representative authority articulated by the Court in Aveta Inc. v. Cavallieri, where the Court found that the stockholders were bound to the results of a post-closing adjustment and subsequent arbitration decision when the stockholders appointed a stockholder representative to represent the stockholders and the representative utilized facts ascertainable outside the merger agreement to derive post-closing adjustments on behalf of all stockholders using a calculation method clearly and expressly set forth in the merger agreement and subsequently pursued the final determination through the use of a neutral arbitrator. This Act requires the affirmative vote of two-thirds of the members elected to each house of the General Assembly. If passed, these changes will become effective on August 1, 2024, and retroactively applied except for any civil action completed or pending on or before such date.
June 20, 2024
Commercial Litigation
Property Management Obligations under the Virginia Residential Landlord Tenant Act
The relationship between landlords and tenants in Virginia is governed by the lease agreement and the Virginia Residential Landlord Tenant Act (VRLTA). Under the VRLTA, landlords and property managers must maintain rental properties fit and habitable. The Virginia Court of Appeals defined ‘fit and habitable’ as “the premises must be livable, free from serious defects to health and safety, and have necessary qualities for habitability.” Parrish v. Vance, 80 Va. App. 426, 438, 898 S.E.2d 407, 412 (2024). Accordingly, landlords and property managers must ensure properties maintain the following standards: Warranty of Habitability: Landlords must maintain rental properties in a fit and habitable condition throughout the tenancy. This includes ensuring that the premises are structurally sound, free from significant defects, and comply with applicable building and housing codes. See § 55.1-1220. Landlord to maintain fit premises (virginia.gov). The warranty of habitability obligates landlords to address issues such as plumbing and electrical problems, pest infestations, heating and cooling systems, and other essential amenities necessary for safe and comfortable living conditions. This warranty cannot be waived or disclaimed, even if the lease states the warranty is disclaimed. Parrish v. Vance, 80 Va. App. at 440. Repairs and Maintenance: Landlords are responsible for making necessary repairs to ensure the rental property remains habitable. This includes repairing or replacing faulty appliances, addressing water leaks, fixing broken windows or doors, and maintaining common areas such as stairwells and hallways. Landlords must respond promptly to maintenance requests from tenants and take reasonable steps to address issues within a reasonable timeframe. Failure to do so may constitute a breach of the implied warranty of habitability. In the Parrish v. Vance case, the Court of Appeals of Virginia affirmed a Circuit Court’s decision to terminate a lease and award damages to a tenant where a landlord failed to remediate a flea infestation in a rental property timely. Parrish v. Vance, 80 Va. App. at 438. Common Areas and Facilities: Landlords are also responsible for maintaining common areas and facilities provided for tenants’ use. This includes parking lots, sidewalks, laundry rooms, and recreational facilities. Common areas must be kept clean, well-lit, and free from hazards to ensure the safety and security of tenants. Landlords should regularly inspect and maintain these areas to prevent accidents and injuries. The Virginia Residential Landlord Tenant Act imposes significant obligations on landlords regarding the maintenance and upkeep of rental properties. Landlords must fulfill their duty to maintain habitable living conditions, address repair requests promptly, and ensure the safety of tenants. Understanding these rights and responsibilities is essential for fostering a harmonious landlord-tenant relationship and protecting the interests of both parties. If you or your organization have a landlord-tenant related claim, consulting with a trusted attorney in your area is critical. While outcomes cannot be guaranteed and past performance cannot assure future success, Offit Kurman real estate litigator Anders Sleight | Offit Kurman is available to evaluate your specific situation.
June 20, 2024
Landlord Representation
House Bill 984 – Removal of Squatters from Private Property
There was a viral sound/video clip that was circulating around social media sometime last year where a woman walks into what is presumed to be her house to find someone in her living room. She proceeds to ask the individual, “Who are you?” The individual responds by saying, “I’m Pam; who are you?” The woman then responds, saying, “I’m the owner of this house.” Anytime I come across a new article concerning squatters, this viral sound/video clip immediately pops into my head. Earlier last year, I addressed squatters in a blog post and the growing issues homeowners and landlords were facing regarding their vacant properties and squatters. When it comes to landlord-tenant law, one could argue that there aren’t many grey areas, but if there are any, squatters and squatters’ rights are definitely one, especially here in North Carolina. To many, squatters are a criminal issue as they are, in fact, trespassing; however, police, when called, often tell homeowners and landlords it’s a civil issue and that the squatter(s) will have to be evicted if they have been there for an extended period of time. However, filing a complaint in summary ejectment requires a landlord-tenant relationship, which is not present if the individual is squatting. So, landlords and homeowners are left with few options and little guidance as there are currently no laws that directly address this issue. Enter House Bill 984. House Bill 984 enacts a new article (Article 8) to be added to the North Carolina General Statute, Chapter 42. If passed, the bill would allow for the expedited removal of unauthorized persons from residential property. Property owners (or authorized agents) will be able to request that law enforcement removal person(s) unlawfully occupying the property if: (1) the requesting party is the property owner or an authorized agent of the property owner; (2) the property that is being occupied is a residential dwelling or property used in connection with a residential dwelling or is real property appurtenant to a residential dwelling, (3) an unauthorized person or persons have unlawfully entered and remain on or continue to reside in the private property, (4) the private property was not offered or intended as an accommodation for the general public at the time the unauthorized person entered, (5) the property owner or the authorized agent of the property owner has directed the unauthorized person or persons to leave the property, (6) the unauthorized person or persons are not tenants as defined in GS 42-59, (7) there is no pending litigation between the property owner and the unauthorized person or persons related to the residential property, and (8) no other valid rental agreement has been entered into or formed by the property owner and the unauthorized person or persons allowing them to occupy the private property. Property owners would complete an effective removal complaint form and submit it to the municipal police department, or with the county sheriff’s office or county police department (all depending on where the property is located). After verifying the complaint, law enforcement will have 48 hours to remove the unauthorized person(s) from the private property. If passed, this law would become effective October 1, 2024. I know with the passage of this law, property owners would be able to breath a huge sigh of relief. This bill would also help to curtail squatters as they may think twice about squatting, given the likelihood of them being arrested and charged would nearly be a guarantee. On June 6, 2024, House Bill 984 was referred to the Committee on Rules, Calendar, and Operations of the House and seems to be gaining traction. In the meantime, if you are a property owner with vacant properties you should routinely check your properties, have no trespassing signs conspicuously posted all around the property, and make sure the property is secured. Below, please find a link to House Bill 984: House Bill 984 (2023-2024 Session) - North Carolina General Assembly (ncleg.gov)
June 19, 2024
Mergers and Acquisitions
Infographic: The Sell-Side M&A Attorney Team
Mergers and acquisitions (M&A) are a team sport. It takes multiple people to successfully close a business transaction: the business owner or owners, the buyer, each side’s accountants and advisors, and multiple attorneys working together. For the seller, their M&A process will involve a number of attorneys through the deal lifecycle, including the corporate attorneys driving the transaction and several subject matter attorneys weighing in on select deal aspects (like tax issue, for example). To help sellers navigate the process, we’ve put together an infographic showing the lifecycle of a sell-side transaction and the sell-side attorney team’s participation and timing throughout a transaction. Below, you’ll discover what attorneys you’ll need to bring on, and when, along with a few key tips and considerations for closing the deal. To talk to an experienced M&A legal advisor, be sure to contact Mike Mercurio at mmercurio@offitkurman.com or 301.575.0332.
June 13, 2024
Mergers and Acquisitions
About to Sell Your Business? Don’t Schedule Vacation Yet
Perhaps, you’re like a number of business sellers I’ve recently worked with and you’re planning to exit your company. If you’re a business owner and you’ve already received a letter of intent (LOI) from an interested buyer, a massive payday may appear to be right around the corner. I’m sure it seems like the perfect occasion to schedule that long-awaited trip to Costa Rica, right? Not so fast. It’s understandable why a seller would get excited about an LOI. It’s certainly a significant mergers and acquisitions (M&A) milestone. It’s often the first time the seller sees a price in writing. It’s a tangible, formal-looking document that signals yes, this deal is really happening. But an LOI doesn’t indicate the end of the deal and unfortunately, it’s far from the end. LOIs are rarely legally binding and as their name suggests, they simply express a buyer’s intentions and solidifies their interest. An LOI is unlikely to reflect the eventual purchase price, or even indicate that the deal will in fact close. Many sellers fail to recognize this. They see a dollar amount — typically the largest sum they’ve ever encountered — and immediately start spending money they don’t have. One of the first things eager sellers do is book a vacation 30 days out to celebrate…but deals hardly ever consummate in 30 days or less. When M&A transactions do close, the final sale usually comes after months of hard work and negotiations. The receipt of an LOI is the wrong time to plan a trip. What an LOI means is that now it’s the time to hunker down and get serious about selling your business as quickly as possible. Save your vacation for when you’ve closed the deal. Besides, then you’ll be richer and more relaxed for it anyway. Originally posted 8/16/19. Updated 6/6/24.
June 6, 2024
Real Estate
Navigating Tough Lending Markets: Financing Strategies for Warehouse Buildouts
In the ever-evolving landscape of commercial real estate, securing financing for warehouse buildouts can be challenging. It has become increasingly challenging in the current market with persistent inflation, rising interest rates, and tightening lending standards in response to economic uncertainty, geopolitical tensions, supply chain disruptions, and fluctuating market demands. However, navigating these hurdles is possible with strategic planning and innovative approaches. Here’s a guide on how to finance a buildout for warehouse space when faced with a difficult lending market: Thorough Business Plan: Begin by crafting a detailed business plan outlining your vision for the warehouse space, potential uses, projected cash flows, and return on investment. Highlighting the project’s market demand and potential profitability will be crucial in convincing lenders of its viability. Build Relationships with Lenders: Establishing strong relationships with lenders is key, especially in challenging financial environments. Research and identify lenders with experience or interest in financing similar projects and contact them directly. Networking events and industry conferences can also provide opportunities to connect with potential lenders. Alternative Financing Options: Explore alternative financing options beyond traditional bank loans, such as private equity, crowdfunding, or mezzanine financing. These avenues may offer more flexibility and willingness to invest in projects that traditional lenders might overlook. Government Programs and Incentives: Investigate government programs and incentives, such as tax credits, grants, or low-interest loans, that support commercial real estate development. These initiatives can provide valuable financial assistance and make your project more appealing to lenders. Collateral and Equity Contribution: In challenging lending markets, lenders may require a higher level of collateral or equity contribution to mitigate their risk. To strengthen your loan application, be prepared to offer additional assets or invest more equity in the project. Demonstrate Strong Management and Expertise: Highlight your experience and track record in managing similar projects or operating warehouse facilities. Lenders are more likely to trust borrowers who demonstrate expertise and a proven ability to successfully execute complex real estate ventures. Optimize the Buildout Plan: Streamline the buildout plan to maximize efficiency and minimize costs without compromising quality. Consider phased construction or implementing value engineering techniques to reduce upfront expenses and improve the project’s financial feasibility. Secure Tenants: If possible, secure pre-leases and/or anchor tenants for the warehouse space before seeking financing. Having committed tenants in place can give lenders added confidence in the project’s revenue potential and decrease perceived leasing risk. Mitigate Environmental and Regulatory Risks: Conduct thorough due diligence to identify and address any environmental or regulatory risks associated with the project. Proactively addressing these issues can alleviate concerns for lenders and increase the likelihood of securing financing. Negotiate a Tenant Improvement Allowance: Tenant Improvement Allowances are funds provided by landlords to tenants for tenant buildouts. The amount offered can vary significantly based on the lease length, space condition, and market conditions. A Tenant Improvement Allowance can be particularly beneficial for startups or businesses with significant initial capital expenditures. Should you wish to pursue this option, be ready to present detailed plans and budgets for the proposed improvements. Consult with Legal Counsel: Seek guidance from legal counsel specializing in commercial real estate finance. Their expertise and insights can help you navigate the complexities of the lending market and identify the most suitable financing options for your specific project. By implementing these strategies and maintaining a proactive and diligent approach, financing a buildout for warehouse space in a challenging lending market becomes feasible. While obstacles may arise, perseverance, creativity, and strategic planning are key to overcoming them and realizing your vision for the project. For personalized assistance tailored to your specific needs and circumstances, please feel free to contact Faith Miros or Mark Wendaur. We are here to help you successfully navigate the complexities of your warehouse buildout.
June 5, 2024
Labor and Employment
Navigating Overtime Regulations: Plaintiffs Challenge Department of Labor's New Overtime Rule
On May 21, 2024, a significant event unfolded in the legal landscape as several plaintiffs filed a lawsuit challenging the Department of Labor’s (DOL) new overtime rule. This rule, which raises the salary threshold for professional and highly compensated employee exemptions, is scheduled to take effect on July 1, 2024. The rule, in essence, stipulates that a worker can only be exempt from overtime under the professional or highly compensated exemptions if they are paid at least $43,888 annually. For a highly compensated employee, the threshold is set at$132,964. These thresholds are set to increase over three years, beginning in January 2025. The lawsuit was filed in the Eastern District of Texas, the same court where plaintiffs successfully challenged the Obama-era overtime rule in 2016. That rule sought to raise the salary threshold for executive, administrative, and professional exemptions to $47,476. Plaintiffs argue that this rule’s “new salary threshold is so high that it is no longer a plausible proxy for delimiting which jobs fall within the statutory terms ‘executive,’ ‘administrative,’ or ‘professional.” It also maintains that the DOL’s planned three-year automatic increase to the salary is illegal. Moreover, the Trump-era overtime rule is currently under review by the Fifth Circuit Court of Appeals. If the Court of Appeals finds in the plaintiffs’ favor, the 2024 DOL rule would also be overturned. Businesses should still assume that the new rule will go into effect on July 1, 2024. There is no telling whether either court will decide these lawsuits before that date. If you have any questions, please do not hesitate to contact me.
June 5, 2024
Family Law
Dividing Luxury Personal Property
Divorce proceedings can be complex and emotionally charged, particularly when substantial assets are involved. Among the most challenging items to divide are luxury personal properties such as art, automobiles, yachts, and airplanes. These high-value assets not only represent significant financial investments but also often carry sentimental value and symbolize a particular lifestyle. Properly navigating the division of such assets requires a combination of legal acumen, financial expertise, and, sometimes, emotional resilience. The first step in dividing luxury personal property is to establish a fair and accurate valuation. Unlike more common marital assets, luxury items may require specialized appraisals. Several factors contribute to the value of these assets, including: Age and Condition: Similar to real estate, the age and current condition of the asset can significantly affect its market value. Regular maintenance and upgrades can preserve or even enhance their worth. Market Demand: The market for luxury assets is niche and fluctuates based on economic conditions and buyer interest. An expert appraiser will consider current market trends and comparable sales. Customization and Upgrades: Custom features, high-end materials, and state-of-the-art technology can increase the value of these assets. However, highly personalized modifications might appeal to a narrower pool of buyers, potentially impacting resale value. Engaging a certified appraiser who specializes in luxury assets is essential to ensure that both parties receive a fair assessment. Divorce laws vary by jurisdiction, but in many places, assets acquired during the marriage are subject to equitable distribution. Equitable does not necessarily mean equal; rather, it means fair. Courts consider various factors to determine an equitable distribution, including: Length of the Marriage: Longer marriages might result in a more even split of assets. Contributions to the Marriage: Contributions can be financial or non-financial, such as homemaking or supporting a spouse's career. Economic Circumstances: The current and future economic circumstances of each spouse are considered. If one spouse has significantly higher earning potential, this may influence the division. Negotiation and mediation can also play crucial roles in this process. Couples may agree on a division that reflects their unique circumstances, potentially avoiding the need for a court to decide. Once valuation and legal considerations are addressed, couples have several options for dividing luxury personal property: Sell and Split the Proceeds: Selling the asset and dividing the proceeds can be the simplest solution. However, this process can be time-consuming and may result in a sale below market value, particularly in a slow market. One Spouse Buys Out the Other: If one spouse has a strong attachment to the asset or a greater ability to maintain it, they may opt to buy out the other’s interest. This requires an accurate valuation and may involve refinancing or taking on debt. Joint Ownership Post-Divorce: Though less common, some couples agree to maintain joint ownership, especially if children are involved or if the asset is used for business purposes. Clear agreements and boundaries are essential to make this arrangement work. Trade-Offs with Other Assets: Another approach is to offset the value of the asset with other marital assets. For example, one spouse may retain the yacht while the other receives a comparable value in real estate, investments, or other property. Beyond financial and legal aspects, emotional and practical considerations can influence the division of luxury assets. Items such as yachts and airplanes are not just assets but lifestyle choices, often tied to cherished memories and social status. Couples must navigate these waters with sensitivity and pragmatism. Usage and Maintenance: Consider who used the asset more frequently and who is better equipped to handle ongoing maintenance costs and responsibilities. Sentimental Value: Acknowledge any sentimental attachment and weigh it against practical realities. Sometimes, letting go can be the healthiest choice. Future Needs: Consider each spouse’s future needs and lifestyle. For instance, if one spouse plans to relocate far from the coastline, retaining a yacht may be impractical. Dividing luxury personal property in a divorce is a multifaceted process that requires careful consideration of legal, financial, and emotional factors. By engaging experts, understanding legal frameworks, and negotiating with transparency and fairness, couples can reach an agreement that respects both parties' interests and paves the way for a smoother transition to the next chapter of their lives.
June 4, 2024
Family Law
Home State Jurisdiction and the UCCJEA: Ensuring Stability in Child Custody Matters
In the arena of family law, child custody disputes often present some of the most challenging issues. To provide clarity and uniformity across state lines, the Uniform Child Custody Jurisdiction and Enforcement Act (UCCJEA) was enacted. Central to the UCCJEA is the concept of "home state jurisdiction," which serves as the cornerstone for determining the appropriate jurisdiction for custody matters. Understanding the UCCJEA The UCCJEA, adopted by 49 states, the District of Columbia, Guam, and the U.S. Virgin Islands, aims to avoid jurisdictional competition and conflict in child custody matters. It establishes clear guidelines for courts to follow, ensuring that only one state exercises jurisdiction over a child custody case at any given time. This uniformity helps prevent parents from "forum shopping" for a more favorable court and minimizes legal conflicts across state borders. Home State Jurisdiction: The Primary Principle Home state jurisdiction is the principal basis for initial child custody determinations under the UCCJEA. The "home state" is the state where the child has lived with a parent or a person acting as a parent for at least six consecutive months immediately before the commencement of the custody proceeding. For children under six months old, the home state is where the child has lived since birth. This principle ensures that custody decisions are made in the state with which the child and family have the most significant connection, promoting stability and continuity for the child. Application of Home State Jurisdiction Initial Custody Determinations: The UCCJEA mandates that the home state has exclusive jurisdiction to make an initial custody determination. If no state qualifies as the home state, jurisdiction may be established in a state where the child and at least one parent have significant connections and where substantial evidence concerning the child's care, protection, training, and personal relationships is available. Significant Connection Jurisdiction: When no home state exists, a court may exercise jurisdiction if the child and a parent have a significant connection with the state and substantial evidence about the child's care is available there. This secondary basis for jurisdiction ensures that a court with meaningful ties to the child can make informed custody decisions. Emergency Jurisdiction: The UCCJEA allows for temporary emergency jurisdiction if the child is present in a state and has been abandoned or needs protection due to mistreatment or abuse. This provision ensures that urgent matters can be addressed promptly, even if another state is the child's home state. Modification of Custody Orders: The UCCJEA also governs the modification of custody orders. Generally, the state that made the original custody determination retains exclusive jurisdiction to modify its order unless it relinquishes jurisdiction or neither the child nor the parents have a significant connection with the state anymore. Enforcement Across State Lines One of the critical features of the UCCJEA is its provisions for enforcing custody determinations across state lines. Courts are required to enforce and not modify valid custody orders from other states, ensuring consistency and respect for judicial decisions across the country. Challenges and Considerations While the UCCJEA provides a comprehensive framework, applying its principles can still be challenging. Issues such as determining the child's home state in cases of frequent moves, addressing allegations of abuse, and coordinating between states require careful legal navigation. Additionally, the only state that has not adopted the UCCJEA is Massachusetts, which sometimes necessitates additional considerations when dealing with interstate custody matters involving this state. Should you have a matter involving interstate custody, consider contacting an experienced family lawyer to assist you with navigating your case.
June 4, 2024
Landlord Representation
Upcoming Deadlines/Changes to DC Employment Law
The District of Columbia takes a very active approach to regulating the employer-employee relationship, which frequently results in new obligations being imposed on employers. These obligations can oftentimes be difficult for small and mid-market businesses to monitor. Despite this difficulty, the DC Government has become increasingly more aggressive in bringing enforcement actions against employers. Therefore, it’s essential to be proactive in identifying new obligations and ensuring compliance, thereby minimizing the likelihood of getting caught flat-footed and having to pay fines. Importantly, a few of these obligations and deadlines are quickly approaching. Wage Transparency Act[1] Beginning on June 30, 2024, employers with one or more employees in the District of Columbia will be required to disclose a greater amount of information to prospective job applicants. Specifically, employers will be required to list the anticipated compensation in all job listings by providing a good faith approximation of minimum and maximum salary or hourly pay. The Wage Transparency Act also mandates that employers disclose the existence of healthcare benefits that the prospective employee may receive prior to the initial interview. Moreover, the act prohibits employers from seeking a job applicant’s wage history and screening prospective employees based upon that information. Minimum Wage Increase[2] Earlier this year, the District of Columbia Department of Employee Services announced a minimum wage increase. On July 1, 2024, the D.C. minimum wage will experience a modest bump, jumping to $17.50. Additionally, the base minimum wage for tipped employees will increase to $10.00. These increases will affect all employers within the District of Columbia, regardless of size. Impending Deadline for Report to DDOT Displaying Compliance with Parking Cashout Law In 2020, the District of Columbia enacted the Parking Cash Out Law, which imposes notable obligations on employers with twenty or more employees that offer free or subsidized parking. Under the parking cashout law,[3] employers are required to offer either (a) a clean air transportation benefit in an amount equal to or greater than the parking benefit offered to employees, (b) a transportation demand management plan to reduce employee commuter trips made by car, or (c) pay a clean air compliance fee of $100 per month for each benefit who is offered a parking benefit. To monitor compliance, employers are required to submit a report to the District’s Department of Transportation (“DDOT”) every two years that shows the employer’s compliance. Additionally, employers that are exempt from this statute are also required to submit a report outlining the basis for their exemption. The first report was due to the DDOT by January 15, 2023, which means the deadline for the next report will be in roughly six months. Disclaimer: The contents of this blog should not be considered legal advice [1] Chapter 14A. Wage Transparency. | D.C. Law Library (dccouncil.gov) [2] GOVERNMENT OF THE DISTRICT OF COhttps://does.dc.gov/sites/default/files/dc/sites/does/publication/attachments/DOES_OWH%202024%20Minimum%20Wage%20Increase%20Notice.pdfLUMBIA (dc.gov) [3] D.C. Law 23-113. Transportation Benefits Equity Amendment Act of 2020. | D.C. Law Library (dccouncil.gov)
June 3, 2024
Mergers and Acquisitions
Is Your M&A Attorney an Advisor or a Consultant?
For many people, selling a business is their largest, lifetime financial transaction. And typically, it is a one-time event. And further, most people have little experience with this transaction type. Consequently, surrounding oneself with good advisors and advisory teams is paramount. An M&A sale is essentially one really large commercial transaction. Of course, the transaction is documented with contracts containing a host of legal provisions. However, the details of the agreement essentially spin around a sophisticated circumstance where 2 or more parties are negotiating a financial transaction. Hence, understanding market and what are reasonable terms within the “bell curve” of options is important to the seller. The seller’s attorney must routinely work in the M&A space to have the current knowledge base of what is considered market. M&A is not a place to dabble. M&A attorneys must provide their clients with recommendations and suggestions – not merely options, information, and forks in the road. Reviewing complicated purchase agreements and understanding the terms is most basic; providing true counsel and advice is a must. I have practiced in the M&A space for more than 25 years representing both buyers and sellers. My practice and my colleagues at Offit Kurman have successfully concluded hundreds of transactions by carefully subscribing to the formula of (i) educating our clients on the circumstances; (ii) making concrete and definitive recommendations; and (iii) understanding the client’s risk tolerance and ultimate objectives to assist the client with arriving at their decision. Because in the end the M&A transaction is likely the largest financial transaction for most clients. Originally posted on 12/4/2020, no content changes.
May 30, 2024
One Minute of Overtime
Overtime Pay
Welcome to One Minute of Overtime, where I will share insights on Labor and Employment Law topics, mostly related to minimum wage and overtime compliance issues. Compliance in this area of law is nuanced and technical, so it is critical for employers to audit and adjust their practices to remain compliant, so stop by to stay up-to-date and in-the-know. Overtime pay is calculated based on the regular rate. The regular rate is based on total compensation paid for the week divided by the total hours worked. Adjustments may be required, and certain payments can be excluded.
May 29, 2024
Mergers and Acquisitions
3 Questions and 3 Pieces of Advice: In a Hot M&A Market, Is Now the Time to Sell Your Business?
The M&A market has been very robust over the last few years. This year the market is still receptive to deals. With all of the momentum this M&A momentum, many business owners have a once-in-a-lifetime opportunity to retire wealthy. To take advantage of that opportunity, however, owners need to act fast. The market won’t stay receptive for much longer. And with a potential economic downturn ahead, the next window to maximize sales value may be five or 10 years out. As I have been telling my clients, now is the time to choose a path: a) get ready to sell your business as soon as possible, or b) prepare to keep running it through the next few years. To determine which path is right for you, consider the following questions: Do you feel emotionally ready to sell? The sale of a business is likely the most sophisticated and largest transaction a seller will encounter in the course of their career. There’s a reason most only go through with it once. Even with years of preparation, no owner can fully predict the myriad of issues and uncertainties in M&A until a buyer commences diligence. You need to be ready for ups and downs, back and forth negotiations, false starts and sudden surprises. Do you know what your business is really worth – and how much M&A may cost? Get a valuation – perhaps more than one. Owners are too close to their businesses to assess their worth objectively. Once you truly understand the value of your company, be prepared to set aside more than you think you’ll need to sell your business. Even if you achieve ideal terms, you will need to be ready to cover any trailing liabilities post-closing. How long will you have the energy to continue running your business? The older you get, the more critical the decision to sell your business becomes. Owners need to be realistic about their abilities and limitations, particularly if things were to go sour: e.g. contacts disappear, key employees leave or industry disruption makes the business irrelevant. Even if a potential deal doesn’t seem perfect, an owner selling now would have a longer runway to retirement. Otherwise, the owner would need to spend the next few years working harder than ever to carve out better numbers. Whichever path you choose – selling now or waiting – there are three steps you can take to set yourself up for M&A success: Commit to your plan. Do not let others set the terms of your business’s outcome for you. Use the market to your advantage. If you’re thinking of selling now, don’t sign the first letter of intent that comes your way. If you’re waiting it out, don’t concede to a mediocre offer in a couple years; instead, turn into an opportunity to create competition over your business. Focus on creating conveyable value. This one is simple: maximize your earnings, minimize your risks and secure your greatest assets – be they contracts, intellectual property, real estate or skilled employees. Build the team. Whether selling now or later, consider hiring an M&A advisor – they tend to pay for themselves. At the very least, discuss your exit plan with your financial planner, CPA and attorney. Look within your organization for people you can trust to go to bat for the business during negotiations with a buyer: executives, board members and finance personnel are good candidates. Make no mistake: M&A is a challenging and costly prospect no matter what the market looks like. But by developing the right strategy, setting the right expectations and finding the right allies early on, any business owner can begin their exit with confidence.
May 23, 2024
Mergers and Acquisitions
M&A: Matching Priorities – Buyer and Seller
In the context of M&A, frequently the priorities of a buyer and a seller differ, especially at the outset of a transaction. In sum, what may be important to a buyer, frequently is not on the radar of a seller. Why? Simply put, how a seller operates its business day to day most times is not focused on risk mitigation and value drivers. For example, frequently I find that seller’s have promised key people compensation in the event of the sale but just have never gotten around to documenting the details. Or simpler yet, numerous sellers cannot locate their stock certificates or recall the basics of their corporate governance. These details, while important, do not rise to top priorities for the entrepreneur focused on the next sale or cash flow issues. A buyer, however, is most focused on a return on their investment and related risk mitigation. Hence, the disconnect. So, what’s the solution? Proper planning. The simple fact is that how an entrepreneur operates his/her business will not be how he or she sells the business. As such, if the entrepreneur has the luxury of some time before the sale, then he/she should use the ramp up as a means to check on the readiness of the business for sale. Too many sellers become faced with the “triple threat” during the sale of their business: (i) selling their business; while (ii) adjusting their business to the expectations of the buyer; all while (iii) still operating their business. I can assure you this is no easy task.
May 16, 2024
Business
Managing Contract Liability in Ransomware Disruptions: A Case Study in the Logistics Sector
Recent litigation in the State of Washington highlights the need to address the evolving landscape of cyber liability and ransomware attacks. The lawsuit filed by POC USA, LLC ("POC") against Expeditors International of Washington, Inc. ("Expeditors") stems from a failure to fulfill third-party logistics services during a ransomware attack. The rising prevalence of ransomware is a concern that all businesses should address in their agreements. Because this litigation pertains directly to shipping fulfillment centers, we want to address how industry stakeholders can proactively address these cyber liability and ransomware issues in their service agreements. For context, POC manufactures and distributes protective gear for gravity sports such as skiing and mountain biking. Expeditors, on the other hand, is a third-party logistics ("3PL") provider. Expeditor contracted with POC and agreed to handle POC's shipping and distribution of protective gear. Expeditors suffered a ransomware attack that disrupted their ability to provide 3PL services for 90 days. Consequently, POC filed suit seeking the recovery of damages stemming from lost revenue resulting from the ransomware attack. POC’s complaint includes a claim for: Breach of Contract Breach of Implied Covenant of Good Faith and Fair Dealing Washington Consumer Protection Act Violations Unjust Enrichment Negligence and Gross Negligence In response, Expeditors filed a motion to dismiss, seeking a court order dismissing POC’s claims. On April 11, 2024, the court issued an opinion and order, dismissing the claims of negligence, gross negligence, and bailment. However, POC’s claims for breach of contract, breach of implied covenant of good faith and fair dealing, unjust enrichment, and Washington Consumer Protection Act violations were not dismissed remain subject to litigation. This pending litigation highlights the need to analyze and update commercial agreements to address current events that may cause service disruptions, such as ransomware. Failing to properly address these disruptions in your commercial agreements could leave your organization vulnerable to significant and unexpected claims. In today’s business environment, it is essential for almost every company to proactively review and update their agreements to address cyber liability and ransomware concerns effectively. The only exception would be a business run entirely on offline systems, a rarity today. Below are some of the relevant clauses to examine: Limitation of Liability: While many agreements limit liability to only the consideration paid under the agreement, the exact text of that clause matters. The language of that limitation of liability clause may not limit certain claims asserted for loss of services stemming from a ransomware attack. Based on the business operations, it may be prudent to ensure that your distribution services agreement does not limit liability solely to damages stemming from property damage (thereby allowing unlimited liability for claims other than property damage). At a minimum, the language should be updated to expressly limit liability for damages resulting from a loss of services due to uncontrollable events. This issue should also be addressed in your force majeure clause, as discussed in the following paragraph. By addressing this in the force majeure clause, cyber-attack liability can be effectively limited. This approach is preferred because, as illustrated in the case of POC v. Expeditors, where the amount paid under the agreement in prior years was $2.5-3 million, each company should endeavor to avoid any damages stemming from the malicious acts of a third party. Force Majeure: The force majeure clause is another critical clause that must be updated to address these issues. Relying on a contract’s limitation or disclaimer of liability clause is insufficient. The force majeure clause should expressly identify a force majeure event to include a loss of access or inability to perform services due to cyber-attacks, ransomware attacks, or other malicious third-party attacks on your cyber infrastructure, including hardware, on-premises, and cloud-based systems of any kind. Warranties and Representations: One of the factual averments set forth in the POC vs. Expeditors litigation focused on Expeditor’s representation that it used “up-to-date tools” that enabled Expeditors to move cargo “securely.” Arguably, Expeditors’ reference to “security” may mean physical security. Still, the lack of clarity opened Expeditors up to litigation based on this representation, including cyber security. A better approach to representations regarding cyber security should include a “commercially reasonable” qualifier. Companies should also audit their marketing material to ensure no marketing copy is overcommitting your organization to provide best-in-class cyber security, especially when that is not the case. Catch-All Disclaimers: Additional language expressly disclaiming the ability to perform services in the event of a cyber-security or ransomware attack is a widely accepted and prudent way to avoid claims from your customers. These clauses may be heavily negotiated but should be a baseline starting point for every 3PL service provider, providing a sense of industry-standard security. Cyber Insurance: Cyber liability insurance is another consideration to examine outside of the contract terms. Many service agreements now require that all parties maintain a cyber liability insurance policy; however, these policies are becoming increasingly expensive. The cost of insurance premiums also depends on the security measures your business puts in place, so engaging a cyber security professional is also a prudent method to mitigate cyber liability exposure and reduce insurance premiums. The above list is not exhaustive, and every organization will have scenarios that require bespoke contract language to address (and mitigate) potential customer claims. Engaging competent legal counsel capable of crafting the appropriate language within your agreements is crucial to ensuring comprehensive protection.
May 16, 2024
Commercial Litigation
Facing the Scam: What to Do If You've Fallen Victim to a NYC Apartment Rental Scheme
There is a horrific scam that preys on the vulnerability of renters in New York City, and it happens more often than you might think. The process of securing an apartment in the city is already difficult enough. It involves gathering numerous documents and endless days and nights of searching. When you find a place you like, you have to move quickly. It’s in the midst of this stressful process that the scam happens. The scam takes many different deceptive forms, but the elements remain the same: someone pretends to be a broker or an agent; that person shows you an apartment, either in person, maybe virtually; acceptance of your security deposit, and perhaps even the first month’s rent and broker’s fee. Then, this person vanishes, leaving you without an apartment and out a lot of money. It turned out that the person wasn’t an agent or broker at all. Maybe they were able to obtain a set of keys to a vacant apartment and show you the place. Or perhaps they assured you they had arranged for the keys to be delivered to you after you paid. There are even some horror stories of the person giving the would-be renters the keys to an apartment, the would-be renters moving in with belongings, and then an actual broker with prospective tenants walking in to find the occupants getting settled. There are many ways to prevent this from happening, and the New York Police Department has given its tips for avoiding the scam. As has StreetEasy. But what do you do if it’s already happened to you? Of course, you can go to the police and see if the scammer can be apprehended and prosecuted, but you also want to get your money back. That’s when having an attorney at your side can make all the difference. Going after the “broker” or “agent” is one strategy. There are some pieces of information that you and your attorney can use to help go after them. Ideally, this is bank account information or actual names and phone numbers. Doing that investigative work with your attorney will go a long way in identifying the individual who scammed you. If you can identify them, you can file a lawsuit against them. Another strategy, depending on the circumstances, is to go after the actual landlord or whoever has the right to be in the apartment. Sometimes, it’s the tenant who is behind on rent and pretending to sublet the apartment. Other times, the landlord has made it just a bit too easy to get the keys to the apartment, and someone saw the opportunity to hatch their scheme. Regardless, going after them for their fault in causing you to get scammed gives you a chance to get your money back.
May 15, 2024
Family Law
Should Your Wedding Checklist Include a Prenup?
Fans of The Golden Girls may remember the episode in which Dorothy decides to remarry her ex-husband, Stan. He’s the selfish, cheating, novelty salesman Dorothy had married as a teenager in a shotgun wedding. Although they are now divorced, Stan remains the bane of Dorothy’s existence. She calls him, without irony, a “yellow-bellied sleaze ball,” among other epithets. Dorothy’s decision to remarry Stan has Rose, Blanche, and Sophia all rolling their eyes. It is only on the day of the wedding, when Stan unexpectedly asks Dorothy to sign a prenuptial agreement, that she comes to her senses and calls it off. “I don’t want to make the same mistake twice,” she tells her disbelieving guests. A prenuptial agreement may be the least romantic thing an engaged couple can talk about. Simply bringing up the topic may arouse suspicion, suggesting a lack of good faith or an expectation of divorce. But rather than any want of sincerity, preparing a prenup can reflect a couple’s maturity and respect for each other. The process of sorting through the terms of the agreement may even bring them closer together. Under Maryland law, the separate assets each partner brings to a marriage belong to that person, even if the marriage ends in divorce. The assets they acquire during the marriage, however, would be divided equitably between them in the event of a breakup. A prenup is a contingency plan that enables the couple to say what that division should look like. For example, each partner could simply take what they separately contributed to the union and be on their way. Or the partner with greater assets could agree to support the other long enough for them to get back on their feet. The agreement can also say what happens to the family home. Should one partner be allowed to buy out the other’s interest in the house? Or should the property be sold and the proceeds divided according to the percentages each of them contributed to the down payment and mortgage installments? Children are another consideration. If one partner has children from a prior relationship, the agreement could allow him to bequeath his entire estate to them, rather than his new spouse. This provision would trump the surviving spouse’s legal right to take a third or more of the estate as her “spousal share.” If the couple already has children together, one or both spouses could agree to maintain life insurance for the children’s benefit while they are still minors. The one thing a prenup cannot dictate is custody of the parties’ own children in the event of divorce. Regardless of what provisions it includes, a prenuptial agreement can be a reassuring document to have in the fire safe. It’s a lot like the airbag in your car—you hope you’ll never have to use it, but you’ll be grateful to have it if the need arises. As a practical matter, that need may be more likely to arise for some couples than for others. With the arrival of same-sex marriage, many couples are tying the knot after having been together for years or even decades. These relationships have already withstood the test of time and are unlikely to end in divorce. But two people in a newer relationship may like the idea of a prenup so they can enter into marriage prepared for the unexpected. In the same way, couples who are significantly different in age, wealth, or level of education should give a prenuptial agreement serious consideration. Having children from a prior marriage is another circumstance in which a prenup may be advisable. If Dorothy Zbornak, already in her wedding dress, had gone ahead and signed Stan’s prenup, it probably wouldn’t have held up in court. Stan, ever the yutz, had neglected to follow some important formalities. First, the document should include full financial disclosures from both partners. Any omission could invalidate the agreement. Second, two attorneys should be involved, one to represent the separate interests of each partner. And third, sufficient time should be allowed between executing the agreement and exchanging vows to avoid the suggestion that either partner was pressured into signing. A valid prenuptial agreement can save a couple time, money, and heartache if things don’t go as expected. If there are wedding bells in your future, contact an attorney who practices in this area to determine whether a prenuptial agreement is right for you.
May 15, 2024
Estates and Trusts
When Athletes Stumble: The Perilous Pitfalls of Financial Scams and the Simple Legal Mechanisms to Stop Them
In a world where reputation is paramount, athletes often stand as symbols of hard work, determination, wealth, and success. Despite their celebrity, they are not immune to the snares of financial scams. Take, for example, the LA Dodger’s own Shohei Ohtani’s former interpreter, who pled guilty just last week to bank and tax fraud after admitting to stealing more than $16M from the Dodger’s phenom. It drew to mind the NBA’s own Tim Duncan, who lost more than $20M to an unscrupulous financial advisor, leading Duncan down a seven-year path of bad investment after bad investment. From musicians (here’s looking at you, Billy Joel) to politicians and athletes to actors like Kevin Bacon, a victim of Bernie Madoff, the list of those who have fallen victim to fraudulent schemes is as diverse as it is alarming. In this article, we delve into the web of financial scams and explore why even the most prominent athletes at the top of their game can become ensnared. We will also offer insight into simple ways that others in their position can avoid the quandary in which Shohei, Tim, Billy, and Kevin found themselves. The Allure of the Scheme Scams come in various guises, each designed to exploit vulnerabilities and capitalize on trust. Whether it's a Ponzi scheme promising unrealistic returns, a phishing scam targeting personal information, or old-fashioned fraud, perpetrators often employ sophisticated tactics to ensnare their victims. The allure of these schemes can be particularly potent for athletes and public figures. With wealth and often hectic training and game schedules, many athletes entrust their financial affairs to advisors or hangers-on, unwittingly exposing themselves to exploitation. Moreover, the desire for greater returns or the fear of missing out on lucrative opportunities can cloud judgment, making them susceptible to manipulation. Trust Betrayed One of the most devastating aspects of financial scams is the betrayal of trust. In Shohei’s case, his translator, the person he relied upon to bridge language barriers, engage with the press, and provide the in-game interpretation that Shohei needed to perform, was the culprit, gambling away what many believe is more than $20M in total, $16M of which came from Shohei. For Tim Duncan, his financial advisor, whom he had trusted for nearly a decade, unwittingly involved Duncan in speculative investments and risky loans and took Duncan down with him. Busy athletes rightly place their faith in advisors, managers, and associates to safeguard their assets and guide their financial decisions. When that trust is violated, the repercussions can be profound, both financially and emotionally. The Power of Due Diligence While no one is immune to the threat of financial scams, athletes can take steps to mitigate their risk. Chief among these steps is the power of due diligence and having proper legal mechanisms plan in place to reduce exposure. By thoroughly vetting financial advisors and lawyers, conducting independent research, scrutinizing investment opportunities, and then creating the proper legal infrastructure of checks and balances, athletes can better protect themselves from potential scams. Financial advisors, as licensed professionals, undergo scrutiny to ensure their integrity. Their licenses are subject to review for any prior acts of misconduct. At large institutions, advisors face additional scrutiny from their compliance departments. Ensuring that client assets are invested properly, aligning with the standards of a prudent investor based on the asset amount, age, and relationship to risk. Licensing and infrastructure can go a long way to ensure that one bad actor cannot misuse funds. Like financial advisors, lawyers also hold licenses and have their own areas of concentration. If an athlete requires legal assistance for estate and financial documents, most likely, they should consult a lawyer other than the one that drew up his playing contract. Instead, the athlete should turn to a lawyer who has expertise in properly drafting estate planning and financial documents that will insulate and thwart predators from penetrating the athlete’s financial assets. Trust the Process The level of protection that a properly drafted legal infrastructure to manage an athlete’s assets cannot be understated. Most estate plans for athletes and other public figures include one or more Trust instruments to accomplish this protection. Trust instruments, whether revocable or irrevocable, can own all types of assets; from the earnings of a lucrative contract to real estate to business ventures to life insurance, a Trust is the vehicle that manages most assets for athletes. First and foremost, when a Trust is created, it is private. There is no disclosure to the public or in the public record to disclose the identity of the Trust creator. A Last Will and Testament, for example, is a public record that can be viewed and reviewed by any member of the public. Trust assets are held and distributed without notice to anyone other than those authorized in the Trust instrument. Upon the athlete’s death, their estate is likewise distributed without an action of the court or notice to the public. The bequests that the athlete makes in his Trust can also be made in further Trust to protect the athlete’s family members from the same financial vulnerability they may have faced during their lives. It Takes Two When a Trust is created, the role of the Trustee is vitally important to protect the athlete from wrongdoing. As the name implies, the Trustee must be trusted. The Trustee’s job is to manage Trust assets, make investments, and distribute income and principal among countless other financial transactions related to Trust assets. Many of my public figure clients are inclined to appoint their closest friend or a family member in this role for their rightful fear of exploitation. While often these relationships are the most trusted, these individuals may lack the necessary skill set to effectively manage such significant assets and stave off financial scams and opportunistic predators. For those with significant assets like athletes and other public figures, having more than one Trustee appointed in this capacity may make sense, requiring that they act jointly. For practical purposes, appointing two Trustees requires two signatures, two sets of eyes, and two individuals reviewing transactions. Simply put, an act of fraud is much harder to commit when two Trustees are involved. When two individuals are appointed, the most trusted person together, with someone with the financial acuity, can work as a team to ensure that the athlete does not fall victim like so many who came before them. Leave it to the Professional Choosing the right Trustee to execute the athlete’s wishes and oversee their Trust assets typically requires a professional with the expertise to navigate the complexity of significant net worth. Given the complexities involved, including tax considerations, intricate investment vehicles, and corporate structures, an independent corporate Trustee is often necessary. A corporate Trustee is not an individual but rather a financial institution, such as a bank or investment firm, that assumes the fiduciary responsibility of managing a Trust. Athletes often hire corporate Trustees for their professional experience, financial acumen, and legal knowledge in trust matters, qualities that a trusted family member or friend may not possess. Hiring a corporate Trustee to collaborate with the athlete’s trusted family member or friend provides an additional layer of protection against financial misconduct. This partnership ensures that the athlete’s assets are safeguarded and minimizes the risk of unchecked financial mismanagement that could occur with the sole reliance on one individual. The Road to Recovery For those who have fallen victim to financial scams, the road to recovery can be long and arduous. Beyond the immediate financial losses, there may be legal battles, reputational damage, and emotional trauma to contend with. The prevalence of financial scams is a stark reminder that no one is immune to deception, regardless of their stats on the court or stature in pop culture. Shining a spotlight on financial scams and sharing personal experiences like those of Tim and Shohei can help raise awareness, potentially preventing others from suffering a similar fate. Thoroughly vetting professionals and ensuring that athletes or public figures have the proper legal documents in place can help to avoid a similar fate.
May 15, 2024
Labor and Employment
The Right to Disconnect for California Employees
California is often the first when it comes to new laws and regulations governing employers, and a new law introduced by San Francisco Assemblyman Matt Haney would be another first of its kind. If passed, this proposed legislation would make California the only state in the country to mandate that employers give their employees the ability to disconnect. Assemblyman Haney has introduced a bill giving employees the legal right to disconnect, ignoring non-emergency calls and emails after the workday has concluded. The bill proposes a fine of at least $100 for violations. Assemblyman Haney is basing this law off similar legislation introduced in Australia that would give employees the right to disregard unreasonable calls and messages from their employer outside of normal work hours. The Australian legislation is designed to ensure employees are not working unpaid overtime. The proposed California legislation, AB-2751, would require both public and private employers to establish workplace policies providing employees the right to disconnect from communications from the employer during nonworking hours, except as specified. The right to disconnect makes an exception for an emergency or for scheduling (scheduling is limited to changes to a schedule within 24 hours). Otherwise, an employee has the right to ignore communications from the employer during nonworking hours. AB 2751 is silent on whether it applies to both exempt and non-exempt employees. The bill requires employers to establish clear nonworking hours via a written agreement between an employer and employee. Nonworking hours would include both before and after an employee’s assigned hours of work. Employees would be able to file a complaint with the Labor Commissioner if there is a clear pattern of violation, with employers subject to civil penalties. A pattern of violation is defined as three or more violations of the right to disconnect. Canada, France, Spain, and other countries in the EU already have similar laws on their books. But it is important to note that New York considered a very similar measure back in 2018, and that failed to pass. So, it will be interesting to see if California moves ahead with the first implementation of a right to disconnect in the US. We will be watching closely and updating as this develops, as this is something California employers will need to monitor.
May 9, 2024
Family Law
What happens to Debt in Divorce: Understanding Financial Responsibilities
Divorce is a challenging time, often fraught with emotional and logistical complexities. Amidst the emotional upheaval, one aspect that requires careful consideration is the division of debts. Financial entanglements can add a layer of complexity to an already difficult situation. Understanding how debts are handled during a divorce is crucial for both parties to ensure a fair and equitable resolution. When a couple decides to end their marriage, their assets and debts must be divided, ideally through an amicable agreement or by court order if necessary. Debts accumulated during the marriage, whether they are mortgages, car loans, credit card debts, or other financial obligations, are subject to division, much like marital assets. The legal principle governing debt division varies depending on the jurisdiction. In community property states, such as California, debts incurred during the marriage are generally considered community property and are divided equally between spouses, regardless of who incurred the debt. In equitable distribution states, which include the majority of states in the US, debts are divided fairly but not necessarily equally, taking into account factors such as each spouse's income, earning potential, and financial contributions to the marriage. Types of Debt: Marital Debt: Debts incurred during the marriage are typically considered marital debt, regardless of which spouse's name is on the account. This includes mortgages, car loans, credit card debt, personal loans, and any other liabilities accrued during the marriage. Separate Debt: Debts acquired before the marriage or after the separation are generally considered separate debt and may remain the responsibility of the spouse who incurred them. However, if separate debt was used for marital purposes, such as household expenses or joint purchases, it may be subject to division. Joint Debt: Loans or credit accounts held jointly by both spouses are equally the responsibility of both parties. Even if only one spouse benefited from the debt, both are still liable for repayment. Joint debts can include joint credit cards, joint bank accounts, or co-signed loans. During divorce proceedings, the division of debt can be negotiated between the spouses or decided by a judge. Ideally, divorcing couples should aim to reach a mutually agreeable arrangement through mediation or collaborative divorce to maintain some level of control over the outcome. However, if an agreement cannot be reached, the court will intervene and make decisions based on state laws and the specific circumstances of the case. Factors Considered in Debt Division: Income Disparity: If one spouse earns significantly more than the other, the court may allocate a larger share of the debt to the higher-earning spouse to ensure both parties can maintain a similar standard of living post-divorce. Financial Contributions: The court may consider each spouse's financial contributions to the marriage when dividing debt. This includes income earned, assets brought into the marriage, and non-monetary contributions such as homemaking or childcare. Marital Misconduct: In some cases, marital misconduct such as financial infidelity or excessive spending may influence the division of debt. For example, if one spouse recklessly incurred debt without the other's knowledge, the court may assign a greater share of the debt to that spouse. Future Financial Needs: The court may take into account each spouse's future financial needs, especially if one spouse requires financial support due to health issues or caregiving responsibilities. Once the division of debt is finalized, each spouse is responsible for their allocated share of the debt. It's essential to take proactive steps to manage and address the debt to avoid negative consequences such as damaged credit scores or legal actions by creditors. Some strategies for managing debt post-divorce include: Refinancing or Transferring Debt: If feasible, spouses may consider refinancing joint loans or transferring debt to individual accounts to remove the other spouse's liability. Negotiating with Creditors: It may be possible to negotiate with creditors to modify payment terms or settle debts for a reduced amount, especially if financial circumstances have changed due to divorce. Creating a Repayment Plan: Developing a structured repayment plan can help manage debt effectively. Prioritize high-interest debts and consider consolidating multiple debts into a single, more manageable payment. Seeking Legal Advice: Consulting with a financial advisor or attorney specializing in divorce can provide valuable guidance on navigating debt division and developing a strategy for managing debt post-divorce. In conclusion, debt division is a critical aspect of the divorce process that requires careful consideration and negotiation. Understanding the types of debt, factors influencing division, and options for managing debt post-divorce can help spouses navigate this aspect of their separation more effectively. By working together or with the assistance of legal and financial professionals, divorcing couples can achieve a fair and equitable resolution to their financial obligations, allowing them to move forward with their lives independently.
May 9, 2024
Family Law
What are Capital Gains, and How can Capital Gains impact my divorce?
Capital gains are the profits realized from the sale of assets such as stocks, bonds, real estate, or other investments. When an asset is sold for more than its original purchase price, the difference represents a capital gain. These gains are subject to taxation, but the amount of tax owed can vary depending on several factors, including the length of time the asset was held and the individual's tax bracket. In divorce cases, capital gains may become a significant consideration when dividing marital assets. Generally, the division of assets in a divorce is based on the principle of equitable distribution, which does not necessarily mean equal distribution but rather what is deemed fair by the court. When it comes to capital gains, there are several key factors to consider: Date of Valuation: The valuation date of assets can significantly impact the division of capital gains. In some jurisdictions, the valuation may be set at the date of separation, while in others, it may be set at the date of divorce. The choice of valuation date can have implications for the calculation of capital gains and the subsequent division of assets. Tax Implications: It's essential to consider the tax implications of dividing assets with capital gains. Transfers of assets between spouses incident to divorce are generally not subject to capital gains tax at the time of the transfer. However, the receiving spouse will inherit the original cost basis of the asset, potentially leading to higher capital gains taxes when the asset is eventually sold. Qualified Domestic Relations Order (QDRO): In the case of retirement accounts such as 401(k)s or pensions, a Qualified Domestic Relations Order may be necessary to divide the assets without incurring tax penalties. A QDRO outlines how retirement benefits will be divided between spouses, including any potential capital gains tax implications. Professional Assistance: Given the complexity of capital gains taxation and its implications for divorce settlements, seeking the advice of financial and legal professionals is highly recommended. A financial advisor or tax accountant can provide valuable guidance on the most tax-efficient ways to divide assets and minimize capital gains tax liabilities. Understanding how capital gains are treated and the potential tax implications is essential for both spouses to ensure a fair and equitable settlement. By considering factors such as the valuation date of assets, tax implications, and the use of tools like Qualified Domestic Relations Orders, couples can navigate the complexities of capital gains in divorce and work towards a mutually beneficial resolution. Seeking the advice of financial and legal professionals can provide invaluable support in this process, helping to ensure that both parties achieve a fair outcome.
May 9, 2024
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