Podcasts about business associations

This lecture provides an overview of agency law, a core concept in business associations. It explains the definition and key elements of an agency relationship, including mutual consent, action on behalf of the principal, and the principal's right to control the agent. The text distinguishes between different types of authority an agent can possess, such as actual (express and implied) authority, apparent authority, and authority created through ratification. It also outlines the fiduciary duties owed by agents to principals (loyalty, care, obedience) and the principal's duties to the agent (compensation, reimbursement, indemnification). Finally, the lecture discusses liability to third parties for both contracts and torts, methods for terminating agency, and highlights relevant case law, doctrinal debates, practical applications, and policy considerations.The three key elements of agency are assent by both parties (mutual consent), action on behalf of the principal, and control exercised by the principal.An agency relationship can be formed when one person asks a friend to do something on their behalf, and the friend agrees, even without a formal contract or payment, like asking a friend to pick up dry cleaning.Ratification occurs when a principal approves or adopts an act performed by an agent who did not initially have the authority to do so. By ratifying, the principal becomes bound as if the agent had authority from the start.Watteau v. Fenwick held a principal liable for acts of an agent that exceeded actual authority, provided the acts were of the type usually entrusted to such an agent, reflecting a broad view of liability.One defining characteristic of a corporation is the limited liability of shareholders, meaning their personal assets are protected from the corporation's debts and obligations.The board of directors is responsible for the centralized management of a corporation, typically overseeing daily operations and appointing officers.Piercing the corporate veil is a doctrine where courts disregard the separate legal entity status of a corporation to hold shareholders personally liable for the corporation's debts or obligations, usually when there is fraud, injustice, or the corporation is a mere alter ego.In a general partnership, all partners are jointly and severally liable for partnership debts, while in an LLP, partners typically have limited liability for partnership debts and are shielded from liability for the malpractice of other partners.The duty of loyalty requires partners to act with the punctilio of an honor the most sensitive, meaning they must be honest, candid, and fair in all aspects of the partnership relationship and cannot take advantage of opportunities meant for the partnership.A derivative suit is a lawsuit brought by a shareholder on behalf of the corporation to enforce a right or remedy a wrong when the corporation's management fails to do so.

This lecture provides a comprehensive overview of corporations, a key business structure defined as a separate legal entity with characteristics like limited liability for owners, centralized management, and continuity of existence. It outlines the historical context, the formation process involving filing articles of incorporation and holding an organizational meeting, and the typical corporate structure with shareholders, directors, and officers. The lecture also explores different types of corporations, the concept of piercing the corporate veil, the fiduciary duties of duty of care and duty of loyalty owed by directors and officers (including the business judgment rule), and common shareholder rights including derivative suits. Additionally, it touches on securities regulation for publicly traded companies, how corporations engage in corporate finance through equity and debt, various corporate governance mechanisms, practical scenarios illustrating key doctrines, and important doctrinal debates, policy considerations, and criticisms and reform proposals related to corporate law.Limited liability means that shareholders are generally not personally responsible for the debts or obligations of the corporation, limiting their risk to their investment amount.The board of directors sets corporate policy, appoints officers, and oversees major corporate decisions, providing centralized management.The foundational document filed with the state to create a corporation is called the articles of incorporation (or charter/certificate of incorporation).In a publicly held corporation, the shareholders are the owners.Piercing the corporate veil allows courts to hold shareholders personally liable for the corporation's debts in certain circumstances, typically involving fraud or injustice.The two core fiduciary duties are the duty of care and the duty of loyalty.The business judgment rule protects directors from liability for good-faith decisions made on an informed and rational basis, even if they turn out poorly.Derivative suits are lawsuits brought by shareholders on behalf of the corporation against directors or officers, and any recovery goes to the corporation.Insider trading is the illegal practice of buying or selling securities based on nonpublic material information.Preferred shareholders typically have priority over common shareholders for dividends and liquidation proceeds, while common shareholders usually have voting rights that preferred shareholders may lack.

In Lecture Three of the Business Associations series, we explored the complex legal framework governing corporations, the most dominant form of business organization today.We began by defining a corporation as a separate legal entity, distinct from its owners (the shareholders), with the capacity to own property, sue and be sued, and exist indefinitely. Key characteristics include limited liability, centralized management through a board of directors, free transferability of shares (in public corporations), and perpetual existence.We examined the process of formation, including filing articles of incorporation, adopting bylaws, appointing directors and officers, and issuing stock. We reviewed the different types of corporations, including publicly held corporations, closely held corporations, nonprofit corporations, and S corporations, which pass income directly to shareholders for tax purposes.We explored limited liability, noting how shareholders are generally protected from personal liability but how courts may pierce the corporate veil when the entity is abused for fraud or injustice, as seen in Walkovszky v. Carlton.We discussed fiduciary duties owed by directors and officers:The duty of care, protected under the business judgment rule, requiring informed, rational decisions.The duty of loyalty, prohibiting self-dealing and conflicts of interest, as highlighted in Guth v. Loft.Shareholders have rights to vote, inspect records, receive dividends, and bring derivative suits on behalf of the corporation.We touched on securities regulation, including the Securities Act of 1933, the Securities Exchange Act of 1934, insider trading rules, and key cases like SEC v. Texas Gulf Sulphur Co.We also considered corporate finance, governance mechanisms, and doctrinal debates over shareholder primacy, stakeholder theory, and reforms promoting environmental, social, and governance (ESG) accountability.Key TakeawaysCorporations are separate legal entities with perpetual existence.Shareholders enjoy limited liability but must respect formalities.Directors and officers owe duties of care and loyalty.The business judgment rule protects good-faith decisions.Shareholders have voting, inspection, and derivative rights.Veil piercing occurs only under exceptional misuse.Securities laws regulate disclosure and trading in public firms.Corporate finance balances debt and equity mechanisms.Governance structures aim to align management and shareholder interests.Ongoing debates address shareholder versus stakeholder models.

This lecture provides a detailed overview of partnership law, beginning with the definition and essential elements of a partnership according to the Uniform Partnership Act. It explores the legal significance of profit sharing as evidence of a partnership's existence and discusses different types of partnerships, including general partnerships, limited partnerships, and limited liability partnerships. The text explains how partnerships are formed based on conduct and outlines the importance of partnership agreements and default legal rules. Crucially, it covers the fiduciary duties partners owe each other, the authority of partners to bind the partnership, and the concept of joint and several liability for general partners. The lecture also addresses partnership property, the distinction between dissociation and dissolution, and examines several influential court cases that have shaped this area of law, concluding with a look at policy considerations, debates, and criticisms within partnership law.The four essential elements are: an association of two or more persons; who carry on a business; as co-owners; for profit.The sharing of profits is considered prima facie evidence of the existence of a partnership, creating a presumption that the parties are partners unless the profits were received under a different specific arrangement (like wages or debt payment).A general partner is personally liable for all partnership obligations, while a limited partner's liability is generally limited to the amount of their capital investment, provided they do not participate in the management of the business.A general partnership forms based on the conduct and intentions of the parties, not requiring a formal agreement or state filing. A written partnership agreement is optional but recommended, as it allows partners to customize terms and avoid the default rules.The duty of loyalty requires a partner to account for partnership benefits, refrain from dealing with the partnership adversely, and avoid competing with the partnership. OR The duty of care requires a partner to avoid grossly negligent, reckless, intentional misconduct, or illegal actions. OR The duty of good faith and fair dealing requires partners to be honest, candid, and fair in their dealings with each other and the partnership.Joint and several liability means that each partner is individually liable for the entire amount of the partnership's debts or obligations. A creditor can sue and collect from any one partner for the full amount, regardless of that partner's proportion of fault or investment.Yes, this action likely binds the partnership. Each partner is an agent of the partnership, and signing a contract for necessary office furniture is typically considered an action within the ordinary course of a law firm's business.Partnership property is owned by the partnership entity itself (e.g., a building owned by the firm), not by individual partners. A partner's personal property interest is in the profits and distributions of the partnership, not a specific claim on the physical assets.Dissociation occurs when a partner leaves the partnership, either voluntarily or involuntarily, such as through withdrawal, death, or bankruptcy. It does not automatically dissolve the partnership under RUPA.Meinhard vs Salmon established that partners owe each other a very high standard of fiduciary duty, described as "the punctilio of an honor the most sensitive," requiring utmost loyalty and full disclosure in partnership dealings.

In Lecture Two of the Business Associations series, we explored the core principles governing partnerships, one of the oldest and most flexible forms of business association.We began by defining a general partnership as an association of two or more persons who carry on as co-owners a business for profit. Importantly, no formal agreement or state filing is required — courts look to the conduct of the parties, especially profit sharing, joint control, and mutual intention.We discussed the different types of partnerships:General partnerships, where all partners share control and liability.Limited partnerships, which include general and limited partners (the latter with limited liability if they refrain from management).Limited liability partnerships (LLPs), often used by professional firms, where partners are shielded from personal liability for the acts of others.We examined fiduciary duties among partners, including the duties of loyalty, care, and good faith. Partners owe these duties to each other and the partnership, preventing conflicts of interest, self-dealing, or negligent conduct.Each partner has the authority to bind the partnership in the ordinary course of business, and all partners are jointly and severally liable for partnership debts and obligations. We explored how partnership property belongs to the entity, not the individuals, and how dissociation and dissolution are handled when a partner exits or the business winds down.Key cases like Meinhard v. Salmon emphasized the high fiduciary standards between partners, while National Biscuit Co. v. Stroud highlighted the authority of individual partners.We also explored doctrinal debates on modifying fiduciary duties by agreement, the rise of limited liability entities, and the balance between creditor protection and partner autonomy.Key TakeawaysPartnerships arise from conduct, not necessarily formal agreements.Sharing profits creates a presumption of partnership.Fiduciary duties govern partner conduct and protect the enterprise.Each partner can bind the firm in ordinary matters.Partners are personally liable for partnership obligations.Limited partnerships and LLPs provide liability protections.Partnership property belongs to the entity, not individuals.Dissociation does not always dissolve the partnership.Courts protect reasonable expectations and fairness among partners.Partnership law remains vital despite the rise of modern entities.

The lecture covers the core concepts of agency law, explaining how a relationship is formed when one person, the principal, authorizes another, the agent, to act on their behalf subject to their control. It details the various ways agents gain the power to bind principals, including actual authority, apparent authority, and ratification. Furthermore, the lecture outlines the fiduciary duties agents owe to principals, such as loyalty and care, and the corresponding duties principals owe agents, including compensation and indemnification. It also explores the liability of both principals and agents to outside parties for contractual and tortious acts, examines common methods for terminating agency relationships, and touches upon relevant case law and ongoing doctrinal debates within the field.Agency is a relationship where one person (the agent) agrees to act on behalf of and under the control of another person (the principal), based on their mutual consent.Express actual authority is authority explicitly granted by the principal, either verbally or in writing. Implied actual authority is authority that is necessary, usual, or proper to carry out the tasks that were expressly authorized.Apparent authority is when a principal's words or actions cause a third party to reasonably believe that an agent has authority, even if they don't actually have it. The third party's reasonable belief is key.Ratification is when a principal approves or adopts an act performed by an agent who did not have authority at the time the act occurred. This makes the principal bound as if the agent had authority initially.The duty of loyalty requires the agent to act solely for the principal's benefit and avoid conflicts. The duty of care requires the agent to perform with normal competence and diligence. The duty of obedience requires the agent to follow the principal's lawful instructions.The principal owes duties to compensate the agent, reimburse the agent for proper expenses, and indemnify the agent for liabilities incurred while acting lawfully within the scope of authority.A disclosed principal is bound by a contract entered into by their agent when the agent is acting within the scope of their authority (actual or apparent).A principal might be held liable for an employee-agent's torts under the doctrine of respondeat superior, provided the tort occurred while the employee was acting within the scope of employment.Two events that automatically terminate agency are the death or incapacity of either the principal or the agent.Providing notice of termination to third parties is important to prevent the agent from continuing to bind the principal under apparent authority, potentially exposing the principal to liability for unauthorized acts.

This lecture provides a comprehensive overview of agency law, exploring its foundational principles, core components, types of authority, fiduciary duties, liability, termination, case law, doctrinal debates, practical applications, and policy considerations. Understanding these elements is crucial for navigating the legal landscape of business operations and organizational structures.TakeawaysAgency is a foundational area of business associations.Agency relationships can arise in both formal and informal settings.Consent is a key element in forming an agency relationship.The principal must have the right to control the agent's actions.Fiduciary duties include loyalty, care, and obedience.Apparent authority can bind the principal to the agent's actions.The principal must indemnify the agent for liabilities incurred.Agency relationships can terminate in various ways, including mutual agreement.Case law shapes the understanding of agency authority and liability.Agency law promotes efficiency while balancing the interests of principals and third parties.agency law, business associations, fiduciary duties, authority types, liability, termination, case law, practical applications, policy considerations, legal framework

The mid-twentieth century emergence of multinational corporations wealthier and more powerful than many nations presented a problem for organizations tasked with overseeing international cooperation and development. How to create a regulatory framework around multinationals that would protect the interests of disadvantaged peoples and regions, while not limiting the ability of multinational corporations to deliver economic development. In turn, international business associations reacted to this push toward regulation with a well-organized opposition. In her dissertation research, Maia Müller, PhD candidate at the University of Lausanne, examines the role of business associations in the struggle over regulation of multinational corporations between the 1960s and 1990s. These powerful lobbying organizations provided a unified and legitimizing voice advocating for the perceived interests of the business community, one increasingly dominated by multinational corporations. Her transnational study reveals the secret influence had by lobbyists in the construction and operation of the world economy. In support of her work Müller received funding from the Center for the History of Business, Technology, and Society at the Hagley Museum and Library. For more information, and more Hagley History Hangouts, visit us online at haglye.org.

This lecture excerpt comprehensively covers Limited Liability Companies (LLCs) and securities regulation, two crucial areas of corporate law. It details LLC formation, emphasizing Articles of Organization and the crucial Operating Agreement, and explores various management structures and tax implications including pass-through taxation and the option for corporate taxation. The section on securities regulation explains the Securities Act of 1933 and the Securities Exchange Act of 1934, focusing on registration requirements, disclosure obligations, and the prevention of insider trading. Hypothetical scenarios illustrate the practical application of these legal concepts, reinforcing the lecture's emphasis on compliance and the importance of understanding the legal and ethical responsibilities associated with LLCs and securities. --- Support this podcast: https://podcasters.spotify.com/pod/show/law-school/support

Corporate Liability and Governance This document summarizes the core concepts of corporate liability and governance, focusing on legal responsibility and management practices. I. Corporate Liability: Corporations are directly liable for their contracts and torts. Direct Corporate Liability: Contracts: Express authority is explicitly granted, while implied authority covers routine transactions. Breach of Contract: Damages include direct, consequential, and liquidated. Torts: Corporations are liable for employee torts within the scope of employment, including systemic negligence. Vicarious Liability (Respondeat Superior): Corporations are liable for employee's wrongful acts within the scope of employment. Independent Contractors: Generally, corporations are not liable for their actions. Ultra Vires Doctrine: Acts exceeding corporate authority, less significant today. Corporate Criminal Liability: Corporations can be held criminally liable for employee offenses, with penalties including fines and potential dissolution. II. Corporate Governance: The system of directing and controlling a company, ensuring accountability and transparency. Board of Directors Structure: Oversees the corporation, with duties of care and loyalty. Committees: Specialized groups like audit, compensation, and nomination. Executive Compensation: Must be reasonable and tied to performance. Insider Trading Regulations: Illegal trading on non-public information. Sarbanes-Oxley Act (SOX) Compliance: Enhances corporate accountability and transparency. Corporate Disclosure Requirements: Ensures transparent information for investors. III. Types of Corporations: C Corporations: Double taxation, suitable for larger businesses. S Corporations: Pass-through taxation, limited to 100 shareholders. Close Corporations: Small businesses with limited shareholders. Professional Corporations: For licensed professionals. Benefit Corporations (B Corps): Combine profit with social and environmental goals. IV. Hybrid Business Entities: Limited Liability Companies (LLCs): Limited liability and pass-through taxation. Limited Liability Partnerships (LLPs): Used by professional firms, liability shield for partners. V. Comparative Analysis of Corporate Forms: Compares C vs S Corps, Close vs Professional Corps, LLCs vs LLPs, and Benefit vs Traditional corporations. VI. Additional Essential Topics: Fiduciary Duties, Shareholder Rights, M&A Implications, Corporate Social Responsibility (CSR), and Regulatory Compliance. VII. Hypothetical Scenarios: Applies principles to scenarios like unauthorized contracts and insider trading. Conclusion: Understanding corporate liability and governance is crucial for accountability and legal compliance. --- Support this podcast: https://podcasters.spotify.com/pod/show/law-school/support

Corporation Formation and Governance This document summarizes key points on corporation formation and governance. I. Corporation Formation Incorporation Process: File Articles of Incorporation with the state. Adopt Bylaws (internal rules). Hold Organizational Meeting to formalize operations. Corporate Formalities: Maintain formalities (meetings, records, etc.) to preserve limited liability. II. Piercing the Corporate Veil Courts can hold shareholders personally liable for corporate debts in cases of abuse or misconduct (ignoring formalities, undercapitalization, fraud). III. Shareholder Rights Shareholders have rights like voting, inspecting records, and filing derivative suits. Minority shareholders have protections against oppressive actions. IV. Director and Officer Duties Directors and officers owe duties of care and loyalty to the corporation. Business Judgment Rule protects them from liability for honest mistakes. Exculpation and indemnification provisions may limit their liability. V. Conclusion Understanding these principles is crucial for legal compliance and protecting stakeholder interests. --- Support this podcast: https://podcasters.spotify.com/pod/show/law-school/support

Agency and Partnership Law - Partnership Deep Dive Source: Lecture 2 from "Agency and Partnership 5 week lecture series." Partnership Deep Dive Overview: This lecture provides a comprehensive overview of partnerships, focusing on formation, types, fiduciary duties, and dissolution consequences. Key Themes & Insights: 1. Partnership Formation: Formal Partnerships: Established through a written Partnership Agreement, outlining rights, responsibilities, and procedures. Highly recommended to minimize ambiguity and disputes. Example: Sarah and Tim's consulting business with a written agreement specifying roles, profit-sharing (60/40), and dispute resolution methods. Informal Partnerships: Formed without formal documentation, based on oral agreements or conduct. Risks uncertainties due to lack of clear guidelines. Example: Jane and Alex's landscaping business started with an oral agreement. Potential for conflict, especially regarding responsibilities (e.g., equipment purchases). Implied Partnerships: Determined by courts based on conduct, even without explicit agreements. Factors include joint ownership of property used for business, shared profits (net profits are key), and mutual management/decision-making. Example: Bill and Carol jointly own and manage a rental property, sharing profits. Court may find an implied partnership. Partnership by Estoppel: Liability arises when a person represents themselves as a partner, and a third party relies on this to their detriment. Example: John claiming to be a partner to secure credit from a supplier can be held liable despite not being a formal partner. 2. Fiduciary Duties: Duty of Loyalty: Act in the partnership's best interest, avoid conflicts of interest. Includes avoiding self-dealing (e.g., selling personal property to the partnership at inflated price), refraining from competing (e.g., opening a competing restaurant), and accounting for benefits derived from partnership opportunities. Duty of Care: Act with reasonable prudence, avoid gross negligence, reckless conduct, or intentional misconduct. Includes making informed decisions, gathering information, and taking precautions to minimize risks. Good Faith and Fair Dealing: Honesty, fairness, and transparency in interactions. Example: disclosing material information during contract negotiations. 3. Breach of Fiduciary Duty Consequences: Monetary Damages: Compensation for losses caused by the breach. Accounting: Disclosing profits from the breach and returning them to the partnership. Injunctive Relief: Court order to prevent ongoing or future breaches. Other Remedies: Specific performance or partnership dissolution. 4. Partnership Dissolution: Voluntary Dissolution: Mutual agreement to end the partnership. Involuntary Dissolution: Court-ordered due to partner misconduct, business impracticality, or frustration of economic purpose. Buyout Mechanisms: Provisions in partnership agreements for purchasing a departing partner's interest, ensuring business continuity. 5. Winding Up Process: Settling Debts: Paying all outstanding debts, including those owed to partners. Liquidating Assets: Selling assets to pay off debts. Distributing Remaining Assets: Distribution follows an order: creditors, capital contributions, then profits/surplus. 6. Liability After Dissolution: Partners remain liable for pre-dissolution obligations unless released by creditors. Emphasizes the importance of settling debts and obtaining releases during winding up. Overall Significance: This lecture stresses the importance of understanding the legal framework governing partnerships. While informal partnerships are possible, formal agreements are highly recommended to clarify responsibilities and minimize disputes. Fiduciary duties are fundamental, and their breach can have significant consequences. Dissolution involves a structured process to ensure debts are settled, assets are liquidated, and remaining funds are distributed correctly. Partners must be aware of potentia --- Support this podcast: https://podcasters.spotify.com/pod/show/law-school/support

Agency Relationships and Partnership Fundamentals This document summarizes key themes and important facts from the provided excerpt of a law school course on Business Associations, focusing on Week 1: Agency Relationships and Partnership Fundamentals. Main Themes: Agency Relationships: How one party (principal) authorizes another (agent) to act on their behalf, creating legal obligations for the principal based on the agent's actions. Types of Authority: The distinctions between actual authority (express and implied) and apparent authority, and how these impact the principal's liability for the agent's actions. Fiduciary Duties: The agent's core duties of loyalty, care, and obedience to the principal, emphasizing the ethical and legal obligations inherent in agency relationships. Partnership Structures: An overview of different partnership types (general, limited, LLP), highlighting their unique characteristics, liability implications, and management structures. Partnership Formation and Dissolution: The legal requirements for establishing partnerships, the rights and duties of partners, and the processes involved in dissolving a partnership and settling its affairs. Key Ideas & Facts: Agency Relationships: Definition: "An agency relationship is a fiduciary connection where one party, called the principal, authorizes another, the agent, to act on their behalf." Formation: Through express agreement, implied by conduct, or by operation of law. Principal-Agent Relationship: The principal delegates authority, and the agent acts within that scope, potentially binding the principal. Types of Authority: Actual (express and implied) and apparent authority, each with distinct implications for the principal's liability. Agent's Duties: Loyalty, care, obedience, highlighting the fiduciary nature of the relationship. Principal's Rights: Control over the agent's actions, right to compensation, potential vicarious liability for the agent's torts. Termination: Mutual agreement, unilateral termination, or by operation of law. Partnership Fundamentals: Formation: Two or more persons acting as co-owners of a business for profit. Types: General partnerships, limited partnerships (LP), limited liability partnerships (LLP). General Partnerships: Shared management and unlimited joint and several liability for all partners. Limited Partnerships: General partners manage and have unlimited liability, while limited partners contribute capital with limited liability. LLPs: Limited personal liability for partners, protecting them from the misconduct of others. Partner Rights & Duties: Management rights, duty of loyalty, duty of care. Partnership Property: Owned by the partnership entity, not individual partners. Dissolution: Voluntary or involuntary, followed by a "winding up" phase to settle affairs. Important Quotes: Agency: "The essence of agency lies in trust and authority, where an agent is empowered to affect the legal position of the principal." Apparent Authority: "Apparent authority arises when a third party reasonably believes that the agent has authority based on the principal's representations." Fiduciary Duty: "The agent must act in the best interests of the principal, placing the principal's interests above their own." Partnership: "A partnership is formed when two or more persons carry on as co-owners of a business for profit." Joint and Several Liability: "In a general partnership, each partner is jointly and severally liable for the obligations of the partnership." Partnership Property: "Property acquired by the partnership is owned by the partnership as a distinct legal entity and not by the individual partners." Next Steps: This overview provides a foundational understanding of agency relationships and partnership structures. Further exploration into the formation, governance, and liabilities of corporations and limited liability companies will build on these concepts in the coming weeks. --- Support this podcast: https://podcasters.spotify.com/pod/show/law-school/support

GOOD EVENING: The show begins in NY City Hall, where the mayor weathers several investigations. To California beaches in the 1960s to remember The Beach Boys. To Asheville, to Fort Lauderdale, to NYC, to Orlando, to confer with small business associations. To Los Angeles, home of Robert F. Kennedy the candidate, to Lancaster County, PA, and EV watching. To SpaceX as a magical work environment--hurry, hurry. To 1874 New Orleans and tragedy. To Milan, Italy, to Rome and Giorgia Meloni. Genoa

Module 3: Corporations Formation and Incorporation Process Corporate Personality and Piercing the Corporate Veil Powers and Purpose of Corporations Governance Structure: Shareholders, Board of Directors, and Officers Directors' and Officers' Duties and Liabilities Shareholder Rights and Shareholder Actions Close Corporations and Special Issues Merger, Consolidation, and Dissolution of Corporations --- Send in a voice message: https://podcasters.spotify.com/pod/show/law-school/message Support this podcast: https://podcasters.spotify.com/pod/show/law-school/support

Module 3: Corporations Formation and Incorporation Process Corporate Personality and Piercing the Corporate Veil Powers and Purpose of Corporations Governance Structure: Shareholders, Board of Directors, and Officers Directors' and Officers' Duties and Liabilities Shareholder Rights and Shareholder Actions Close Corporations and Special Issues Merger, Consolidation, and Dissolution of Corporations --- Send in a voice message: https://podcasters.spotify.com/pod/show/law-school/message Support this podcast: https://podcasters.spotify.com/pod/show/law-school/support

GOOD EVENING. The show begins in Brooklyn borough of NYC at a crime scene, then to the migrant shelters that overwhelm City Hall.  To Las Vegas, waiting on the high speed train from LA.  To American small business associations in Texas, Florida, California. To Mahoning Valley, Ohio.and the senate race 2024. To Lancaster County PA. To the SEC and greenhouse gasses calculations.  To China 1985, or 1994, or 2024, the rise and fall back of the economy. To Boca Chica and success! 1953 Las Vegas Test Grounds

Segment 1: Formation and Characteristics of General Partnerships Let's start with the basics. A general partnership is formed when two or more persons engage in a business for profit. Interestingly, this can happen without any formal agreement—yes, even a handshake can suffice, though I wouldn't recommend it for clarity and legal safety. It's important to note that intent plays a crucial role here. The partners must intend to share profits and management responsibilities. This shared management is a distinctive characteristic, alongside joint liability for debts and obligations. That's a great point. The simplicity of forming a partnership is both a blessing and a potential pitfall, underscoring the importance of clear agreements from the start. Segment 2: Partnership Property and Partnership Interest Moving on, let's talk about partnership property. It's a concept that often confuses many. Essentially, it includes anything the partnership owns that is necessary for conducting its business. And don't forget, partners have an equal right to use partnership property for partnership purposes. But, they don't own it personally. This distinction is crucial, especially when discussing partnership interest, which refers to a partner's share of the profits and losses, and their right to participate in the management. A key takeaway here is understanding the separation between personal assets and partnership assets—a vital consideration for liability and financial planning. Segment 3: Rights and Duties of Partners Partnerships are built on mutual rights and duties. Each partner has a right to participate in the management, a right to share in the profits, and importantly, a duty to act loyally and in the best interest of the partnership. The duty of loyalty is foundational. It includes avoiding conflicts of interest, not competing with the partnership, and accounting for any benefits derived from partnership opportunities. It's all about trust and acting with the partnership's success in mind. Breaches of these duties can lead to serious legal and financial consequences. Segment 4: Liability in Partnerships Now, onto a critical aspect: liability. In general partnerships, all partners are personally liable for the debts and obligations of the partnership. It's joint and several, meaning creditors can go after one or all partners for the full amount. This is why many opt for a Limited Partnership or an LLP, where liability can be limited for some partners, protecting personal assets from the partnership's debts, under certain conditions. Understanding these liability nuances is essential for anyone considering entering a partnership. Segment 5: Dissolution and Winding Up of Partnerships All things come to an end, including partnerships. Dissolution triggers the winding-up process—where the partnership's affairs are settled, debts paid, and remaining assets distributed. It's a process that demands careful attention to the rights of partners, creditors, and others. Properly winding up ensures legal and financial clarity for everyone involved. A thoughtful approach to dissolution can prevent a lot of headaches and legal entanglements. Segment 6: Limited Partnerships (LP) and Limited Liability Partnerships (LLP) Lastly, let's touch on LPs and LLPs. Limited Partnerships allow partners to limit their liability in proportion to their investment, but they must relinquish control over the business operations to the general partners. On the other hand, LLPs offer limited liability to all partners without losing their right to manage the business. It's a popular choice for professionals like lawyers, accountants, and architects, providing a balance between liability protection and control. Both structures provide valuable alternatives for those concerned with personal liability, making the choice of business entity a strategic decision. --- Send in a voice message: https://podcasters.spotify.com/pod/show/law-school/message Support this podcast: https://podcasters.spotify.com/pod/show/law-school/support

Business Associations & The Law | The Legal Insider S02E11 by Capital FM

Types of Business Entities Sole Proprietorships: Simplest form, owned by one person, personally liable for business debts. Partnerships: General partnerships (GP), limited partnerships (LP), and limited liability partnerships (LLP); differences in liability and management. Corporations: Distinction between public and private, S-corp, and C-corp; concept of legal personality, liability, and shareholder rights. Limited Liability Companies (LLC): Combines pass-through taxation of a partnership with the limited liability of a corporation. Formation and Structure Discuss the legal requirements for forming each type of business entity, including necessary documentation (e.g., articles of incorporation for corporations, partnership agreements for partnerships). Explain the concept of "piercing the corporate veil" and when it might apply. The role of bylaws and operating agreements in defining the structure and governance of business entities. Management and Control Contrast the management structures in different types of business entities: board of directors in corporations, partners in partnerships, members/managers in LLCs. Discuss the role of shareholders, members, and partners in governance and decision-making. Highlight the importance of shareholder meetings, proxy voting, and corporate resolutions. Fiduciary Duties Define fiduciary duties, including the duty of care and the duty of loyalty, as they apply to directors, officers, and controlling shareholders. Explore common breaches of fiduciary duties and the consequences. Case studies highlighting landmark decisions in fiduciary duty law. Dissolution and Liquidation Outline the process for dissolving each type of business entity, including voluntary dissolution and involuntary dissolution through judicial decree. Discuss the priority of claims and distribution of assets upon dissolution. The role of state law in governing dissolution and winding up procedures. --- Send in a voice message: https://podcasters.spotify.com/pod/show/law-school/message Support this podcast: https://podcasters.spotify.com/pod/show/law-school/support

Support the showIf you would like to discuss legal topics in person, join Law Schoolers Pro at https://lawschoolers.com/law-schoolers-pro/Disclaimers:1. Nearly all of our episodes are unedited. We want to give you raw footage which means that there will be bumps, dings, and some pops.2. The information contained in these episodes are for educational purposes only, not to be used as legal advice.3. If the information is used as legal advice, Law Schoolers is not liable for any legal outcomes.

On this episode of The Construction Record Podcast, digital media editor Warren Frey and Journal of Commerce staff writer Evan Saunders speak with the leaders of the Independent Contractors and Business Associations and MERIT associations from across Canada as they gathered recently in Vancouver. Warren spoke with MERIT Ontario president Michael Gallardo and MERIT Nova Scotia president Paul Dube, and Evan spoke with MERIT Saskatchewan president Graham Snell, MERIT Manitoba president Yvette Milner and ICBA BC president Chris Gardner. Evan also had an extensive discussion with Mike Martens, the president of the new ICBA Alberta about the current state of open shop in the province, the upcoming Alberta election and more.   You can listen to The Construction Record on the Daily Commercial News and Journal of Commerce websites as well as on Apple Podcasts, Spotify and Amazon Music's podcast section. Our previous episode covering the the “Build Beyond Today – The Construction Economy Outlook” spring webcast, held by ConstructConnect in partnership with the American Institute of Architects (AIA) and the Associated General Contractors of America (AGC) on May 9 is here. Thanks for listening. DCN-JOC News Services

Business associations aren't happy with the new transport powers that could be given to councils. It''s the reshaping streets proposal, where councils could modify street layouts and traffic layouts for up to two years without consultation. Mark Knoff-Thomas, from the Newmarket Business Association is here to talk us through it. "The biggest problem, really, is the lack of consultation. And, you know, they're proposing to do something for up to two years as trial, which is a hell of a long time." LISTEN ABOVESee omnystudio.com/listener for privacy information.

Michele Benedetto Neitz is a Professor of Law at Golden Gate University School of Law and the Founding Director of the Blockchain Law for Social Good Center, the first of its kind in the United States. She teaches Blockchain and the Law, Business Associations, Legal Ethics, and other classes. She has been voted “Most Outstanding Professor” by the graduating class of GGU Law six times, most recently in 2022. Professor Neitz was appointed to advise the California legislature as a member of the California Blockchain Working Group in 2019. She researches and lectures on ethical, regulatory, and social impact issues in blockchain technology, and published the first law review article examining ethics in blockchain technology in January 2020. Her most recent article, entitled “How to Regulate Blockchain's Real-Life Applications: Lessons from the California Blockchain Working Group,” was published by the peer-reviewed Jurimetrics Journal in 2021. Professor Neitz regularly speaks at tech and law conferences on these issues, including recent presentations at the CITRIS Research Exchange Panel at UC Berkeley and Bilgi University's Data Driven Economy Lab in Istanbul, Turkey. Professor Neitz graduated as a Root-Tilden-Scholar from New York University School of Law. Before joining academia, she clerked in the Southern District of California for Judge Napoleon Jones. She also worked as an Equal Justice Works fellow at the Legal Aid Society of San Diego and was an associate at Morrison & Foerster. Two months ago, Professor Michele Neitz founded the first-of-its-kind Blockchain Law for Social Good Center at Golden Gate University School of Law. The Center's three pillars--education, community, and research/policy--are creating a new model of blockchain education for law students, lawyers, and policymakers. Join us to find out how the Center is training government agencies to look at blockchain as a tool for social good. There is more to this technology's story than crypto scams!

Our guest this week was Rohan Grey, assistant professor at Willamette University College of Law where he teaches Contracts, Business Associations and Securities Regulation. Rohan is also a prominent advocate of Modern Monetary Theory (MMT) and has also recently been involved in drafting regulations in the digital asset and currency space. Our wide ranging conversation took us through historical periods, current policy debates, and included: Why laws have historically been ‘kind to the rich' and ‘just to the poor' The notion of ‘legal realism' The fog of legal liability risks MMT vs Classical Economics Defining money from the MMT vantage point Personifying ‘the taxpayer' Private credit vs official money Why the US actually left the gold standard in the 1930s and not the 1970s The greenback and the paper money movement Currencies backed by precious metals and ‘Schrodinger's Gold' Governments have monopoly over the use of force, but not the creation of money The policy paradigm shift precipitated by the pandemic MMT is not just about deficit spending, and other major policy components Unemployment as a policy choice Biden's “whatever it takes” moment Neoclassical monetary tightening and the ‘shadow of Volcker' E-Cash, CBDCs and policy frameworks for the digital realm Central Bank vs Treasury – who should have sovereignty over the currency Why it can be wrong to be right too soon And much, much more This is “ReSolve's Riffs” – live on YouTube every Friday afternoon to debate the most relevant investment topics of the day, hosted by Adam Butler, Mike Philbrick and Rodrigo Gordillo of ReSolve Global* and Richard Laterman of ReSolve Asset Management.   *ReSolve Global refers to ReSolve Asset Management SEZC (Cayman) which is registered with the Commodity Futures Trading Commission as a commodity trading advisor and commodity pool operator. This registration is administered through the National Futures Association (“NFA”). Further, ReSolve Global is a registered person with the Cayman Islands Monetary Authority.

In this episode, we are joined by Rachel Feins, a third-year law student at New England Law-Boston who shares her experience studying for exams, finding internships, and staying in touch with friends during the COVID-19 shutdowns.  ***Uniform Bar Examination (UBE): Subjects Covered*** Multiple Choice: Contracts, Torts, Civil Procedure, Criminal Law and Procedure, Evidence, Real Property, Constitutional Law Essay (Potential Topics): All of the above topics, plus Business Associations, Conflict of Laws, Family Law, UCC/Secured Transactions, Trusts & Estates Multistate Performance Test: A simulated case file that tests practical legal skills Source: the American Bar Association Note: the UBE is not offered in all jurisdictions, but 38 states and territories have adopted it.  ***Write On and Journal*** Note: while most schools use write-on as the primary means for deciding who earns a spot on law journals, some schools do allow students to grade on for eligibility, usually to law review. For instance, the top 5% of students at the end of 1L year might automatically be eligible for membership on Law Review. Read more here. --- Support this podcast: https://podcasters.spotify.com/pod/show/kelly-garrison/support

GGU Professor of Law Michele Neitz talks about her work on blockchain technology, implications for state economies and government operations, challenges for regulators, and the ethical questions it raises (and possibly resolves). Blockchain technology powers and supports the digital currency space using secure code over a distributed network, but many believe that it has the potential for many other applications and uses beyond cryptocurrencies. We discuss Michele Neitz is Professor of Law at GGU, and an expert on blockchain. She is a member of the California Blockchain Working Group, which was created to research and document the developing technology's potential uses, risks and benefits to state government and California-based businesses in a report to the Legislature by July 1, 2020. Professor Neitz teaches Blockchain and the Law, Business Associations, Poverty Law, Professional Responsibility, and Corporate Compliance. She has been voted “Most Outstanding Professor” by the graduating class of GGU Law four times. This episode originally aired on video on May 29, 2020. View the video here: https://youtu.be/eTeLhLqd6sc

What topic should I post next? Send me a message at marketing@marketingsooner.com or text me at (918) 609-3248.Learn More On Our Blog Post: https://soonermarketingsolutions.com/strategy-tactics/7-elements-of-a-great-construction-marketing-strategy/It's Time For Your Construction Marketing To Get Creative!Covid-19 changed the world. It sparked businesses all over to re-evaluate how they operate. The construction business has been no different. For many contractors, it has meant figuring out how to strategically work factoring in the needs of social distancing and use of PPE (Personal Protection Equipment). Yet, while like many industries, construction has seen its share of challenges during the pandemic, many companies are seeing this time as a way to get creative with their construction marketing, to not just survive but actually build a better brand.Construction Marketing ChallengesConstruction Marketing has always had its challenges. As the new era of device-driven technology takes over everything from communication to project proposals, construction company owners have been forced to embrace it often in place of traditional “handshake” interactions.So, what are your steps if you are contractor, developer or construction business owner seeking to use construction marketing to establish and increase your brand? Here are few ideas to help you “build” your brand, increase qualified leads and get your company in front of the right decision makers.1. Establish A GREAT Website.Every business needs a website! Whether you are a small contractor who offers home remodeling services or a large company building multi-million-dollar skyscrapers, you must have an online presence. Potential clients are going to want to look you up on the Internet. Think of this as your business card, your website builds trust. It helps to establish your legitimacy as a company. If potential clients can't find your company online, they will often move on to their next consideration.Your Construction Marketing Website Should Have:An About Page – This tells your website visitors who you are, your history and experience.A Services Page – Lets clients know what services you have to offer.A Testimonials Page – This is important to build trust.A Gallery or Projects Page – To provide visual impact and show the results of your work.A Blog Page – For support of SEO through continued updates via fresh content.A Contact Page – So that potential clients can reach you easily. *Don't Forget SEO (Search Engine Optimization)! SEO is crucial for getting your website to the Top of Google Searches.To have good dynamic SEO, your website needs both Off- and On-Page SEO. In addition, you should have an avenue such as a blog to continually feed good updated SEO content to your website.2. Embrace Social Media. Okay first off, let us just say social media is not just about “playing on Facebook”. Social Media Marketing is an effective tool for construction marketing. The key is doing it right.For those contractors and companies in the home building and remodeling services' market, social platforms such as Facebook, Twitter and Instagram are essential for reaching homeowners. These platforms can help you to build a great referral community to “pass on” your name and advertise your services by word of mouth via the Internet. Social Media is also a great way to get personal and build relationships with your followers (customers). Let the community see who you are as a civic business leader. And while, having a Facebook Page is a standard for all businesses, for those in the B2B market and larger scale construction companies, your primary platform should be LinkedIn.Having a LinkedIn presence will help you to connect with decision-makers that are seeking proposal submissions for large projects. It can also help you to build a great referral network with vendors. The key is to make sure your LinkedIn Profile and Page is attention-getting, informative and professional. Use the posting of articles to establish your company as a knowledgeable leader in your industry.3. Create A Newsletter. Newsletters are an amazing tool for email marketing. Once a month is the ideal base marketing schedule. Use a newsletter to highlight projects you are working on or have completed. Share your community outreach and company member highlights. While yes you can and should promote a sale or discount as part of your email, for your newsletter to be effective its content should not all be about sales! In the end, newsletters are the perfect tool for establishing and maintaining a relationship with your existing customers. 4. Make An Impact With Video. Whether you are looking for a way to introduce your company on the Home Page of your website or use on social media as a recruitment tool, video delivers your message quickly. Creating just one video can provide you with a marketing tool that can be on your website, in your social media posts and emailed out in your newsletter. Considering all the “marketing” mileage you can get from one video; it may be one the best investments you can make for your construction marketing.5. Build a Partnership. No building is made up of only one material. Partnerships are essential in the construction business. And, they can be terrific lead builders. Work with trusted vendors to build a partnership list. LinkedIn is one to the best platforms for sourcing potential partners. Make a partners' page on your website with a contact form for those who may wish to join up. Be sure to explore other organizations that may be a benefit to join and publicize your membership on your website. The ACG (Associated General Contractors of Georgia) organization is a great place to start. Also, be sure to connect with your local Chamber of Commerce and Business Associations.6. Host a Webinar. Consider hosting a webinar with a topic pertinent to your industry. This is a great way to attract potential vendors, clients, and employees, you just have to gear it to whatever audience you wish to attract. *Home Services Contractors, hosting a webinar is the perfect way to show your expertise and gain potential leads. 7. Use PPC To Bring In Qualified Leads. PPC (Pay Per Click), also known as Paid Advertising, is a highly effective way to get you in front of the right audience AND garner more qualified leads. The key is having someone who is trained and knowledgeable in how to perform PPC correctly. PPC often requires a degree of “tweaking” and can be a very fluid marketing tool; it really requires careful oversight to perform its best, This is one marketing tool best left to experts and not just anyone otherwise, you can end up wasting marketing dollars and have little leads to show from it. Construction Marketing is An Investment That Will Pay Off If Done Right!Construction Marketing takes a team that is knowledgeable in marketing and comfortable working with the industry.While often many small construction businesses will try to keep their marketing in-house, such as using an admin to do the work. This decision can often actually end up costing you money, delivering little results. In addition, this can be a headache for your office staff.A marketing team that has all the resources in-house can carefully coordinate and design a construction marketing strategy for your business that delivers results. More qualified leads coming in, can mean more profitability. In addition, a well-trained, expert marketing team will be able to perform services effectively, assuring the right emphasis is placed on the tools that best fit your company where you are at the moment. At Sooner Marketing Solutions we understand the complex and unique marketing services those in the construction and home services industries require. With a combined 30+ years of experience in digital marketing and media design, our team can coordinate a construction marketing strategy that will deliver to you the results you are looking for.Construction Marketing Agency Services from Sooner Marketing SolutionsReady to find out more about our construction marketing? Contact Us Now or Call (918) 609-3248

We have a returning guest this morning, Heidi Butzine. She is the President and CEO of the Lomita Chamber of Commerce. Heidi is an entrepreneur at heart and has been a business and marketing consultant for well over 25 years. She along with her partner, own and run a Brick and Mortar Business in Lomita called Social Workplace (a cowork, office & meeting space) and Localista Media (a marketing agency).  Heidi is a South Bay native and has been an active leader in the business community for the past 10 years. She's taken her business savvy and experience serving in leadership and Board roles for local Chambers of Commerce and several Business Associations, and applying it to leading the Lomita Chamber of Commerce --  which just had its one-year anniversary in April! This morning, Heidi is going to share with us how the Lomita Chamber is helping businesses navigate the reopening process in the midst of the Coronavirus pandemic, she'll also talk about how the Chamber is bringing a modified socially distanced Farmers Market to Lomita in July, and she'll discuss her appointment to the LA County Economic Resiliency Task Force. =+=+=+=+ To Find Out More about the two show hosts of The South Bay Show read on: Jackie Balestra features a comprehensive selection of things to do, places to go and people to know in the South Bay.to learn more visit http://www.SouthbayByJackie.com To Find Out More about Joe Terry visit http://www.ForeverMemoirs.com What's Happening in the South Bay, South Bay, Hermosa Beach, Manhattan Beach, Redondo Beach, The South Bay Show, Los Angeles, California, Current Events Calendar, Torrance, El Segundo, Palos Verdes, Covid-19, Covid19

We have a returning guest this morning, Heidi Butzine. She is the President and CEO of the Lomita Chamber of Commerce. Heidi is an entrepreneur at heart and has been a business and marketing consultant for well over 25 years. She along with her partner, own and run a Brick and Mortar Business in Lomita called Social Workplace (a cowork, office & meeting space) and Localista Media (a marketing agency).  Heidi is a South Bay native and has been an active leader in the business community for the past 10 years. She's taken her business savvy and experience serving in leadership and Board roles for local Chambers of Commerce and several Business Associations, and applying it to leading the Lomita Chamber of Commerce --  which just had its one-year anniversary in April! This morning, Heidi is going to share with us how the Lomita Chamber is helping businesses navigate the reopening process in the midst of the Coronavirus pandemic, she'll also talk about how the Chamber is bringing a modified socially distanced Farmers Market to Lomita in July, and she'll discuss her appointment to the LA County Economic Resiliency Task Force. =+=+=+=+ To Find Out More about the two show hosts of The South Bay Show read on: Jackie Balestra features a comprehensive selection of things to do, places to go and people to know in the South Bay.to learn more visit http://www.SouthbayByJackie.com To Find Out More about Joe Terry visit https://www.MasternodeConsulting.com/about What's Happening in the South Bay, South Bay, Hermosa Beach, Manhattan Beach, Redondo Beach, The South Bay Show, Los Angeles, California, Current Events Calendar, Torrance, El Segundo, Palos Verdes, Covid-19, Covid19

Our guests this morning are Heidi Butzine and Erik Bowman. They're the dynamic duo leading the Lomita Chamber of Commerce with a mission to help Lomita thrive and businesses prosper. Heidi and Erik are both serial entrepreneurs, and have been business and marketing consultants for well over 25 years. They own and run a brick and mortar business in Lomita called Social Workplace (a cowork, office & meeting space) and Localista Media (a marketing agency). Heidi is a South Bay native and has been an active leader in the business community for the past 9 years. Now she's taking her business savvy and experience serving in leadership and Board roles for local Chambers of Commerce and several Business Associations, and applying it as the President and CEO of the Lomita Chamber of Commerce. Her partner, Erik Bowman was practically born an entrepreneur. At 10 years old, he launched his first business selling flowers from his mom's garden door-to-door to his neighbors in Seattle. Three years later, he would write his first software program and at 18 he created the catalog system for Seattle Art Museum's rental gallery.  This morning, we're going to learn what's happening in Lomita, hear about a couple of their upcoming events, and plans for the future. =+=+=+=+=+=+ To Find Out More about the two show hosts of The South Bay Show read on: Jackie Balestra features a comprehensive selection of things to do, places to go and people to know in the South Bay.to learn more visit http://www.SouthbayByJackie.com To Find Out More about Joe Terry visit https://www.MasternodeConsulting.com/about What's Happening in the South Bay, Hermosa Beach, Manhattan Beach, Redondo Beach, The South Bay Show, Los Angeles, California, Current Events Calendar, Torrance, El Segundo, Palos Verdes

1 billion people has exceeded the poverty line over the recent 30 years. In 1990, there were only 50 free trade agreements(FTA) in the World and today we have more than 280 FTA's. Thanks to these agreements, the humanity become more prosperous. At the business and investment forum which organized by International Council of Business Associations and Chambers in Ukraine(ICBAC) together with Ukrainian Austrian Business Association explained why should be signed the Turkish-Ukrainian Free Trade Agreement in the background of the big transition period in Eastern Europe in 90's. For more prosperity in Ukraine and Turkey we need this agreement.

An Agents Day-to-Day. This is a general day-to-day for any real estate agent. You can use this as a great start to what your day is like as a real estate agent. The most important thing is your business backend. Use a CRM, it can benefit you more than you realize. A CRM stores all your contact, client, and customer data and should be kept updated daily. Market yourself. Get involved with the Chamber of Commerce, Business Associations, public groups, school activities, and town activities. Meeting people is networking. Get involved and help out where you can. Meet with newspaper marketers and discuss ad and ad space. Don't forget you can advertise online too, and don't skip marketing yourself to other agents as well. Sales. Learn how to factually speak with people. Prospect you leads and work with them until they say they are interested to work with you or tell you to buzz off. Use all different forms of communication from call, email, texting, and mailing. Another great point to a successful agent is service. Keep in touch with your clients even after the sale. Do not just stop communicating after the sale. Follow and help them in any way you can and they will remember you as a referral to someone they know. Don't forget your are a 1099 Subcontractor and you need to keep up with any insurance you have. Remember your taxes as well, an accountant is great to have. Keep healthy, present yourself well, and always keep developing through continued education.

Doris Vilk invites you on a journey into the world of actress and model Susan Chatham. Ms. Vilk’s unique writing style captivates and thrusts you into an erotic page-turner. Your emotions will be held hostage – you won’t be able to put this explicit page-turner down. Romantic and sweet, at times shocking and horrific. Its twists and turns will keep you guessing! Prepare for all senses to be stimulated. Doris Vilk leaves you breathless and satisfied in the end. Well almost… Like the men that lust for Susan Chatham…you’ll be craving the next book.Doris Vilk was born in Havana, Cuba and, has lived in Nassau, Bahamas, Milan, Italy, and Madrid, Spain.She currently lives in South Florida where she loves the beach. She is happily married and has one son.In her previous endeavors, she was a practicing Family and Cosmetic Dentist for 29 years. She served as President for several Women’s Business Associations and has won numerous Community Awards for her Community Service.https://www.facebook.com/DorisVilk/http://www.DorisVilk.comWomen Innovators with Tami Patzerhttp://businessinnovatorsradio.com/women-innovators-with-tami-patzer/

Doris Vilk invites you on a journey into the world of actress and model Susan Chatham. Ms. Vilk’s unique writing style captivates and thrusts you into an erotic page-turner. Your emotions will be held hostage – you won’t be able to put this explicit page-turner down. Romantic and sweet, at times shocking and horrific. Its twists and turns will keep you guessing! Prepare for all senses to be stimulated. Doris Vilk leaves you breathless and satisfied in the end. Well almost… Like the men that lust for Susan Chatham…you’ll be craving the next book.Doris Vilk was born in Havana, Cuba and, has lived in Nassau, Bahamas, Milan, Italy, and Madrid, Spain.She currently lives in South Florida where she loves the beach. She is happily married and has one son.In her previous endeavors, she was a practicing Family and Cosmetic Dentist for 29 years. She served as President for several Women’s Business Associations and has won numerous Community Awards for her Community Service.https://www.facebook.com/DorisVilk/http://www.DorisVilk.comWomen Innovators with Tami Patzerhttp://businessinnovatorsradio.com/women-innovators-with-tami-patzer/

In the new podcast of the AdC – CompCast - Competition talks, the Head of the Anti-Cartel Unit of the AdC, Jorge Ferreira, presents the Guide for Business Associations, which sets out guidance on behaviour to be avoided in order to ensure compliance with competition law. It also describes the outreach initiative that the AdC has carried out to raise awareness with the business community. Business associations are vulnerable to infringements of competition law as they gather a large number of competitors from a given sector.

Butterflies of Wisdom is a podcast where we want to share your story. We want to share your knowledge if you have a small business if you are an author or a Doctor, or whatever you are. With a disability or not, we want to share your story to inspire others. To learn more about Butterflies of Wisdom visit http://butterfliesofwisdom.weebly.com/ Be sure to FOLLOW this program https://itunes.apple.com/us/podcast/wins-women-of-wisdom/id1060801905. To find out more about Challenge Aspen go to https://challengeaspen.org. To see how Win walk and about Ekso go to http://www.bridgingbionics.org/, or email Amanda Boxtel atamanda@bridgingbionics.org.   On Butterflies of Wisdom today, Best-Selling Author, Win C welcomes Doris Vilk. Doris was born in Havana, Cuba and, has lived in Nassau, Bahamas, Milan, Italy, and Madrid, Spain. She currently resides in South Florida where she loves the beach. She is happily married and has one son. In her previous endeavors, she was a practicing Family and Cosmetic Dentist for 29 years. She served as President for several Women’s Business Associations and has won numerous Community Awards for her Community Service. To learn more about Doris visithttp://www.dorisvilk.com/. To find out more about Win Kelly Charles visithttps://wincharles.wix.com/win-charles. To follow Win on Twitter go to @winkellycharles. To support Win on Instagram go to winkcharles. To assist win on Snapchat go to Wcharles422. To support win on Snapchat go to Wcharles422. To see Win's art go to https://fineartamerica.com/profiles/2-win-charles.html. "Books for Books," you buy Win's books so she can purchase books for school. "Getting through school is a 'win' for her fans and a 'win' for her." Please send feedback to Win by email her at winwwow@gmail.com, or go to http://survey.libsyn.com/winwisdomand http://survey.libsyn.com/thebutterfly. To be on the show, please fill out the intake at http://bit.ly/bow2017. Butterflies of Wisdom sponsored by Kittr a new social media tool that is bringing about new ways of posting on Twitter. It's fun, full of free content you can use, helps you schedule at the best times, is easy to use, and it will help you get more followers. Visit Kittr at gokittr.com. This is a 20% off code forwww.gracedbygrit.com. The code will be XOBUTTERFLIES. If you would like to support Butterflies of Wisdom go tohttps://www.patreon.com/wcharles. If you want to check out what Win’s friend, Dannidoll, is doing (a.k.a. Dannielle) go tohttps://www.facebook.com/dannidolltheragdollclown/?notif_t=page_invite_accepted¬if_id=1492366163404241. To learn more about Danielle visit http://www.dancanshred.com. For iOS 11 update: https://www.youtube.com/embed/HNupFUYqcRY. To learn about the magic of Siri go to https://www.udemy.com/writing-a-book-using-siri/?utm_campaign=email&utm_source=sendgrid.com&utm_medium=email. If you want to donate Butterflies of Wisdom, please send a PayPal donation to aspenrosearts@gmail.com or aspenwin@gmail.com. Please donate to Challenge Aspen or the Bridging Bionics Foundation. Please send a check in the mail so 100% goes to Bridging Bionics Foundation.    In the Memo section have people write: In honor of Win Charles. Please donate to the charity of your choice thank you in advance, Win.   Send to:   Challenge Aspen PO Box 6639 Snowmass Village, CO 81615 Or donate online at https://challengeaspen.org.   Bridging Bionics Foundation  PO Box 3767 Basalt, CO 81621   Thank you Win   Thanks, Danielle Coulter Owner of Dan Can Shred Author of If Dan Can Shed, You Can Too: Dream it; Live it!, and The Adventures Zoe Book Series http://www.dancanshred.com Don't forget to leave reviews on Amazon for my books.

Henry LaGue sits down with Mark Oxley, a CIPE consultant in Zimbabwe. Oxley explains how he became involved with the country's National Chamber of Commerce and CIPE, and he discusses the economic challenges facing Zimbabwe. Specifically, the country has a large number of highly educated individuals who are either unemployed or working in the informal sector. Despite economic difficulties, there are opportunities for investing in the country's infrastructure and tourism. LaGue provides an update on the accomplishments of the Women Alliance of Business Associations of Zimbabwe (WABAZ). CIPE supports WABAZ in building partnerships and networks among women entrepreneurs. CIPE also works with WABAZ to raise awareness on funding opportunities available to women entrepreneurs.

Senior Manager for Strategic Partnerships at the Alliance for Peacebuilding Stone Conroy discusses the processes and vehicles that organizations can use to resolve conflict. He also discusses the need to engage a wide range of players in these efforts including businesses, non-profits, governments, the media, military, academia, and others. Conroy also talks about the drivers behind conflict, and identifies “a sense of injustice” as one of the most powerful forces for dissatisfaction that can lead to violence. Conroy describes a project  in Nigeria and how the marketplace brought people together, providing an opportunity for peacebuilding. He talks about how business associations can contribute to peace and conflict resolution, using Northern Ireland as an example. He describes the Northern Ireland business alliance, a collection of companies drawn together because of the conflict,  as the “unsung heroes” of the Irish peace process. He talks about the convening power of business association and how they can gather a wide range of stakeholders to address a conflict situation. Finally, he discusses a new, cutting-edge Alliance project bringing together peacebuilders, spiritual leaders and neuroscientists to look at how the brain can be “rewired” to be more peaceful. Pilot projects are planned for Minneapolis, Chicago, and in Bogota, Colombia. He also discusses previous work of this type with gang members, rewiring the way they respond to an attack or situation to reduce the likelihood of continued violence in communities.

This is the first upload of my business associations outline, discussing the laws of general partnerships.

National Coordinator of the Association of Nigerian Women Business Network, Nikiru Joy Okpala, talks about how she went from being a young lawyer interested in women’s issues to working in the field of business association management. She discusses the importance of economic empowerment for women and the barriers that make it difficult for women in Nigeria to succeed in business. One of those barriers is what she calls the “two-job function” where women have to juggle demands at work with demands at home, such as housekeeping and childcare. Okpala also discusses the role of women in Nigerian society, the urban/rural split in attitudes, and how education is helping expand what is possible for women in her country. Finally she talks about how her parents raised her to be an independent and successful woman, including the confidence she gained through debating current affairs with her banker father and his friends.

CIPE consultants Camelia Bulat and Carmen Stanila talk about working with the private sector and business associations on public policy development and advocacy. They discuss their early work in Romania and later in the Balkans, Moldova, and the Caucuses, and the challenges of managing citizen expectations when countries transition to democratic, free market systems. Bulat and Stanila also talk about how they were able to transfer early lessons learned in Romania to projects elsewhere, and the surprising similarity between the issues and priorities facing business associations all over the world.

Ruben Hernandez is co-founder & CEO of DevLabs, an Oakland based company that accelerates tech start-up companies founded by outlier entrepreneurs from small cities and rural towns around the world.TRANSCRIPTSpeaker 1:Method to the madness is next. You're listening to method to the madness of biweekly public affairs show on k a l x Berkeley Celebrating Bay area innovators. I'm your host, Lisa Keifer, and today I'll be interviewing Ruben Hernandez, cofounder, CEO and resident rainmaker at Oakland based Dev labs. Welcome to the program Ruben. What is Dev labs? Speaker 2:Dev labs is [00:00:30] what we called an accelerator. Fun is a combination of supporting entrepreneurs, identifying, supporting entrepreneurs to become investment ready and then invest in them actual cash, so we do a lot of support services for innovators and entrepreneurs all over the world and then we're also provide investments of anywhere between 25,000 to a hundred thousand dollars. Speaker 1:Okay. I read a lot about these kinds of organizations. You're Oakland based. Maybe you could explain how are you different from all the other vcs [00:01:00] and other people trying to raise money for these entrepreneurs? Speaker 2:Yes, we're different because it's our own money. Dev labs was founded by two people who, myself and Jose Lopez and we had a software development company and we took the profits from our software development company to create our own fun because we felt that there was not enough VC or angel capital money going into first time entrepreneurs from what we call ally or communities outside. That's why we're in Oakland. [00:01:30] Oakland is considered an outlier communities outside of San Francisco and by Silicon Valley. Right. So Silicon Valley doesn't consider Oakland as part of the silicon valley ecosystem. But so we're just outside of of that. And with that premise, we have recruited entrepreneurs from cities like Fresno, Phoenix, Houston, uh, we go as far south as a southern Chile where, um, you know, 600 miles south of the main hub in South America, Santiago where 600 miles south of that. [00:02:00] So we don't go to those major hubs where there's a lot of overvalued and overhyped businesses or entrepreneurs. And also the, the, the VC industry is, is fighting for the sort of the same entrepreneurs. Right? No one is really looking at that first time entrepreneur that is solving problems in a very different way. Then there's third or fourth time entrepreneur. Speaker 1:It also opens opportunities for people who haven't gone to MIT and Stanford where they've been trained either in business or engineering or software development, whatever. [00:02:30] Doesn't it open it up to people who maybe don't even have high school or college education Speaker 2:delivery? We actually have a few startups in our portfolio that are founders are and they didn't even get high school degrees. Right. Um, a lot of our founders are from public universities, like you said, cal state universities, the Arizona State University system, the public university system in Chila and Columbia. We don't, we don't recruit from the top universities. Speaker 1:Do you recruit from only universities or can it be anyone? It Speaker 2:[00:03:00] could be anyone that is solving a problem and using software to solve that problem. Your software only. Only software. I'll tell you why that is important because it has become so cheap to develop a low cost, I should say to the developed companies that you software to solve problems. And we focus on four major industries, agriculture, education, health and finance. So anything that deals with access to those four major things. If you look at just the GDP of the United States, about one and a half trillion dollars go [00:03:30] to health care one, one point $1 trillion goes to education. The finance sector is huge. So when you look across the world, those four major verticals are essentially the big, the big problem. And you know about these, you spend a lot of time in the San Jose Chamber of Commerce. Yes. I guess you also led a bunch of trade missions. So is this what led you to this idea? Speaker 2:Yes, absolutely. Interacting with these different countries and seeing what they need [00:04:00] and that's where I learned that software was the future for investment. Um, because with the greatest San Jose Hispanic Chamber of Commerce, I was leading trade missions of n u s investors. Going to countries like you know, as far as Indonesia, India where we were looking for investments and energy. I in agriculture but massive 2030 $40 million projects. I saw that the returns on those investments were going to be, you know, many, many years later, 30 years, 40 years later in software you, [00:04:30] you have typical 40 to 70% gross profit margins in year one if you do it well and projects that are more energy intensive or you know, physical assets intensive, you have a lower margin. So you, you need to wait longer to get your return on investment. With software you can, you can get your return on investment and get really large multiples within 10 years. Speaker 2:I cannot go by myself just with my own money to go and invest in, in a $20 million and not at this stage of my life, but [00:05:00] I can go and invest 10 20 $40,000 into a team of two that is disrupting the agriculture industry. Are you opening up this to other investors at some point? Yes. So we've been around for three years almost. And we just launched a fund in Chile with limited partners, mostly US investors. And the government of Chile has a program that they do a match that three for one they call it. So it's essentially a credit line. So for every dollar that we bring [00:05:30] in as private investors, they match it with $3. That's the only place you're doing that right now? Right now, yes. We're planning to probably come back here and in the U S and raise a fund here in a couple of years. Speaker 2:Right now we're focused on raising money for our fund. And Sheila also, you know, we're working very closely with the World Bank and the governments of Jamaica, Barbados and the Caribbean to do something very similar next year. Um, we were already working with lots of startups, the Caribbean, and it's going really well. What do [00:06:00] the people you invest in get out of this before they even start making any sales? So we encourage our startup entrepreneurs to not ask for any money until they have actually reached at least $50,000 in revenues. So they need to be generating some revenues, but before the $50,000 what we do is we support them, we support them with product development engineers, with salespeople, and we, we spend maybe anywhere between 10 to $15,000 in services [00:06:30] for them. We don't ask for any equity at that point. We what we want to see as how quickly can they get to $50,000 right? Speaker 2:You're giving them business skills. They have to have some sort of business skills. We can, we don't do coaching and training, you know that they're there is they need to tell us what they need. Like if they say, well, I'm trying to go into this next market and I want to hit a big customer, can we strategize on how to do business development so that I can get that next contract? So that's, it's more hands on a, I [00:07:00] would say [inaudible] hands-on advice. And because we have the vested interest in potentially investing in the future, we want them to get that contract. So when they come to us, when they reach that $50,000 mark, then they're more confident and the negotiation becomes more equal. Lots of first time entrepreneurs don't really understand what it is to raise money and one of the expectations behind raising money. Speaker 2:And we don't want any really upset entrepreneur cause our longterm view is that we want to turn [00:07:30] this entrepreneurs into very wealthy individuals. You don't want to control the company we don't want. So once they reach $50,000 we do investments anywhere between 30 to $100,000 for five to 15% equity on the company. No board seats. We don't want to run their company. We really want to have them create a company and feel that they have a, they have the bandwidth to do that. There's a lot of doubt from today's vcs. Absolutely. You also always have to look into what is the source of capital, who are the LPS [00:08:00] in this funds? Uh, when, whenever you as an entrepreneur go and raise money from a VC because that will drive the type of company you are going to be creating. Right? Or building, so that's a major difference and that's why we're taking our time to raise money from outsiders because the investors themselves need to have demonstrated something that they actually care about the entrepreneurs and they want, they want to be equals what the entrepreneurs, they want to to be real partners with the entrepreneurs, so we've drawn already [00:08:30] done it. Speaker 2:We use our money. We have figured out ways to bring the confidence level of the entrepreneur high enough to for them to feel that they can, they're negotiating as equals and then we're going into a partnership together so that we don't get some nasty divorces later. I read that the in some report that I have fun actually lasts twice as long as a marriage in the United States and the average man. So you have to be really picky about who you're bringing as your co-investors or your limited partners in your fund, Speaker 1:your website. I really like it. There's [00:09:00] a section that is your blog where you focus on a lot of these companies. Can you talk about a couple of the things you're working on right now? Sure. Speaker 2:People come to us with ideas. One of the people in there as I'm teaching is called teaching excellence network. And it was very interesting. It was actually a professor from San Francisco state that has had an a really brilliant idea and not just an idea, but he had proved that for 20 years that in order to raise the grades of students, you have to have good [00:09:30] relationships with the kids and the families. And he was a, a teacher in the Oakland unified school district for years and he was able to raise some, some foundation money. And then, um, he went through the process of working with us and he created a startup essentially that does, uh, what we call teacher feedback and evaluation from the stakeholders in the school. They have parents that they, students that other teachers, they administrators, uh, this was, you know, a major success because it included everybody and it w [00:10:00] it was measurable quarterly and we created a software platform to make it easier and faster for all the stakeholders to provide that feedback in a very healthy and friendly way so that it doesn't, the, the information is not used against the teacher is actually used for the teacher to enhance their, their performance in the classroom and with the relationships with children, other parents and, and other teachers. Speaker 2:He is a San Francisco state professor, but he lives in Oakland and his is an Oakland based organization that [00:10:30] has done very well. What about Labor and labor x? Yes. They are looking to increase diversity in the labor force. So they're doing a double sided marketplace, which is a very difficult thing to do. And that's one of the set mean you look at a physical marketplace, right? You got to get suppliers and consumers into a physical place to buy stuff, right? And platform's the same thing. You build a platform to bring suppliers and buyers into a platform. So labor x is a, is a double sided marketplace [00:11:00] for four diverse workforce, right? And we have been working with labor x to sort of help them hone in their business models. So that is more of a business to business software business model, right? Cause it's really difficult. You have to raise a lot of money. It's more than the cost of recruiting people on both sides and labor. Actually you have to get employers and potential and job seekers onto the platform and you have to make it so that is economically feasible. So a lot of the work that we are doing with [00:11:30] labor x is just trying to figure out how they can just focus on one side of the market so that they uh, they can deliver value for either the, the employers or the or the job seekers. Speaker 1:If you're just tuning in, you're listening to method to the madness, a biweekly public affairs show on k a l x Berkeley Celebrating Bay area innovators. I'm your host Lisa. And today I'm interviewing Ruben Hernandez, the Co founder and CEO at Oakland based Dev labs. [00:12:00] What I read is that you are looking at untapped talent pools like you know, veterans and immigrants and people without college degrees. And there's a lot of people on the street that have talent. Speaker 2:And what's unique about us too is that we provide a lot of the infrastructure support. Like if you're from out of town, we have apartments and people can stay for a period of time in a couple of weeks, two, three weeks. Kind of just get them going, get them in an ecosystem that's different from other cities outside of Silicon Valley, and then get, get exposed [00:12:30] to, to a community of potential buyers, potential investors, potential partners, potential employees. There is a very proven model where if you are from a small town within a cost of living is low and you have software developers, they're keeping, they're develop good products from those communities and selling in the higher income communities or cities like San Francisco, Oakland or New York. Speaker 1:So you're assuming those little places have high speed Internet. Speaker 2:They do little [00:13:00] places like you go down to Tomoko and down in Chile it's like state of the art, uh, access to, to the Internet. And technology is a, when we're talking about cities that we work in, where we look at cities that have, has already an ecosystem, like public universities with a large number of students. So you must have that infrastructure to support, uh, this small city and, and Chili [inaudible] 150,000 people. There are 15 universities, 50,000 student population. So it's a large [00:13:30] number of students that are in, that's a lot of talent and, but the market is very small. Like when, when you look at the, the marketplace in terms of jobs, they have to migrate to a Santiago to get a job. But at the same here in California, right, if you're going to, to Chico state, humble state, Fresno state, you have to go to a bigger city to get a job. So, Speaker 1:so this is really great for local economies. It'll keep people in these areas, right? I mean, Speaker 2:and they're very happy and we're, [00:14:00] we've proven it already. We're actually, we're attracting more people to come back to Oakland now because they see, well I'm from Oakland, I know people, I know how to live in a very frugal way so I can build a company. Right. And the same thing's happening with people in Fresno that we're working with our people in Phoenix, they come here, they get, they get the exposure, they get the access, they go back to, to their towns and they start building and whenever they want to they want to sell and they sell to the bigger markets. That's why we do software and we focus exclusively [00:14:30] on software. Speaker 1:How many people are a part of this investment group? Speaker 2:So the co founders of Dev labs are three of us. And so we have a, what we call Dev labs ventures as a limited partnership. Oh it's just three people. The chiller fun is a limited partnership with uh, we're right now about to close it. We have about 20 in that and that pool. And now we're looking to come back eventually to Californian and start a fund here. We'll probably, there'll [00:15:00] probably be a couple of years apart of is that something different from an investment? So I scroll up. A bullet is actually an adult school in San Jose and East San Jose. Most of the people there are, they average age is 31 so they are adult schools. They come from other countries, mostly from Mexico and they come and they go to that school to learn English to get their high school degrees or get certain certifications and a lot of them have businesses. Speaker 2:So we look at them as a potential source of software based companies [00:15:30] that they can build. We started a program, they're more of a, what we call a fellowship program where people learn how to code very quickly and they launched businesses, software businesses very quickly and we have to like, and that's why we call ourselves, just go out and discover you are also in Kibera. We have to, there's the, we have to create the deals and that's why it's important for us to work with local governments, with local foundations, local schools, universities, because the deals are not there for the picking. The ecosystems [00:16:00] are just getting started in many of the cities. So we have to really go top down with stakeholders at the ecosystem level and then bottom up from local entrepreneurs that want to want to grow faster and we show them very quickly the advantage of doing a software business versus a service business or a physical product or or you know like uh, a lot of the government programs outside of the u s and even in the u s that to a certain extent are promoting this small business mentality, which is great, but [00:16:30] it only, it, you can only grow so much as it's more business because you need capital to grow and there's software business. Speaker 2:You don't have that, that barrier. Yes, exactly. That huge overhead. You can build companies that are generating revenues one to $2 million with two or three people in it, you know, but there are companies that are also generating that kind of cash and employing 2030 people. So the, the, the employment part is really important because out of this, this sort of like coding camps and entrepreneurship bootcamps, what we get is sort [00:17:00] of like a 60, 40 split where 60% of the people that go through this experiences end up getting better jobs and being better employees at other startups or large companies. But then the other 40% actually start companies and they stick to, and that's a company that's a huge percentage for, for uh, for any, any program. How are you getting the word out about yourselves? We're working very closely with the city of Oakland with different initiatives where we're working with other foundations in Oakland, we're working with banks. Speaker 2:[00:17:30] That's the ecosystem work that we have to do in every city. So we spend most of our time and energy in building those relationships to help people understand and make them aware of the opportunity for investment in software based companies. So where did you grow up? I grew up in New York. My, I moved to the bay area about 16 years ago to okay, you got an engineering degree at Columbia? Yes. What kind of engineering? I was an environmental engineer actually after graduating from Columbia, I went to work for Accenture management consulting and [00:18:00] that was um, working in their utility practice, energy and utilities and I was shipped around the world to do Major ERP system and implementations. I used to manage, you know, tens of millions of dollars in, in teams and product used to manage teams from all over the world, traveled to many countries around the world to do this, you know, lived in Europe for, for a few years in between Ireland, England, Spain and Mexico all over the u s Canada. Speaker 2:Just doing this implementations [00:18:30] of uh, large, uh, software platforms. And then just decided when I moved to the bay area, moved to Oakland, I came into contact with this whole movement of social justice and also economic development combined. And it was, I was very intrigued because it's every country that I went to, I saw that there was this sort of movement of, of being more collaborative, being more inclusive when it comes to economic development. And I really liked that about Oakland, about the bay area. [00:19:00] And I decided to leave Accenture and start my own software development company with a, with a few people here and in a, in the bay area, uh, for a few years I did that and then the world was calling me again. So that's when I started going back to the international investment world with the Chamber of Commerce and going out and doing the training missions and then coming across really talented software engineers outside of the u s and the low cost of investment. Speaker 2:That's what led me to have the perfect [00:19:30] background for all of this. You've traveled widely, I mean, you've seen the problem areas. Yes. I wanted to ask you what you think your greatest success has been so far in this Dev labs project? You know, that's a great question because I've been three years. I think the fact that people are listening to what we're saying and what we're doing, um, I think all the results, the focus that we've had on people, like we've had entrepreneurs that have gone through three startups already, right? [00:20:00] If you see our website, it doesn't say portfolio, it doesn't say startups. It says people, I know it's a great website Dev labs, that B c d e v labs, that VC is in venture capital. It really is a fun website to because it's very personal. Absolutely and that comes from where we believe that people are the center of all this and we are working with people whether there's the entrepreneurs or limited partners or the customers of those entrepreneurs. Speaker 2:That is the biggest successes that we have built some really strong [00:20:30] rooted relationships with people that are trying to solve very big and very complex problems and they don't give up. They may fail at one product, not necessarily fit in, like you said earlier to this silicon valley mold of people. Exactly, exactly. And when we go to, you know, when we go to other countries or we go to other cities in the u s they kind of look to us for advising and we're like, no, we're looking to you for expertise and advice because you understand the local community. You understand the problem. [00:21:00] We can give access to larger markets, we can give access to to more capital. But first you have to prove it locally. You have to prove that you can solve a problem locally so that we can scale. We are good at scaling. We're good at taking, taking you from $50,000 to $1 million and that is is massively valuable for an entrepreneur that hasn't had the axes in millennia. Yeah. For that matter. Speaker 1:So if an entrepreneur has got this great idea and they're working with you, are you basically to get those early revenues, acceleration? [00:21:30] Are you opening doors for them? Yes. In other words you're saying, okay, I'm going to hook you up with so-and-so and so-and-so and create a sales opportunity. Yes. Speaker 2:So we, we know exactly what the sales process is in the sales team that it, what it should look like. So we sort of become that first salesforce. That's why it's important to have at least two people. One who was a non technical person, more the hustler and the technical person, the the, the real hacker that can manage a team of developers and the non [00:22:00] technical person that can manage a team of salespeople and we just become a more of a strategic advisor for them and and say, how can you do this faster? How can you sell faster? We hire people for them. Okay, first time entrepreneurs, they just don't know where to get that first, you know, a few thousand dollars just to hire a couple of people to do your lead generation, your contract negotiation, not even a contract, new machine, just they have to be good salespeople. That's one thing that we look at. If you can't even close on your own friends, [00:22:30] you have a hard time building a company, Speaker 1:very technical people who develop software solutions to something aren't necessarily salespeople. Speaker 2:It has to be a technical person that, that cares about the problem and can build a product and a non technical person that can go and stand two people location and on this understands the application and understands people and they care about going out there every day and talking to people about the problem and getting a solution out there with their partner. And so we just become a bit of a leverage for them to actually sail to either medium [00:23:00] sized companies, large companies. That's why we're only focused on business to business software because we understand that space. Um, we don't do marketplaces. We don't do business to consumer. We don't do fads. We don't do Facebook apps or any, any of that stuff. We don't do games. Uh, because the, the monetization of those business models is, it takes a long time with business to business. You can generate revenues the first month. Speaker 1:I understand that you're involved in the tech entrepreneurship ecosystem mapping exercise in [00:23:30] Oakland. What are you going to be doing? Speaker 2:So we have learned a lot from going into other ecosystems. Um, the ingredients for, uh, for a healthy ecosystem are collaborative ecosystem. So we're bringing those learnings to Oakland and basically starting an initiative or of saying, okay, you are stake holder and stake holder means from the universities colleges training centers are providing training and capacity building to entrepreneurs all the way to banks that are, have some [00:24:00] potential financial products that can be more attractive to entrepreneurs. Um, and we're, we're talking about first time entrepreneurs that are launching their businesses, right? Business Associations like chambers of commerce, working with them to figure out what is their specific role into making the journey of an entrepreneur to go from zero, no money to generating 50, 100,000, $200,000 in a short period of time. Because right now really our ecosystem has too many distractions [00:24:30] for an entrepreneur that we don't even know where to start sometimes, right? Speaker 2:As an entrepreneur. So you have to spend a lot of time digging into what are the resources and how much they cost in terms of time and money. And an ecosystem should be very mindful above the life of the entrepreneur, meaning the time. So if I spent few months doing research on a, on a local problem, that's, those are few months that I'm not earning any money. So how can I bring it down to a few days, right? And then start selling the next week so that I [00:25:00] can then feel less pressured to go get a job and I can stay in solving the problem. We can buy some time. So I think, uh, as, as stakeholders, investors, ourselves, we have the, the responsibility and we also have the, the interest, the self interest to make that process faster because there's no enough, they're not, there's not enough deal flow for investors to, to find an entrepreneur and then you have to work with them. Speaker 2:It takes a lot of work. If we can streamline the process [00:25:30] of getting customers and getting capital for entrepreneurs, that's what the tech ecosystem is. The entrepreneurial tech ecosystem is, uh, is intending to do is an ongoing process. It includes, it includes any entrepreneur could go, yes, this is just the beginning, right? Because there's so many players in the ecosystem right now in Oakland. And, uh, and you got to see the sources of capital, uh, their interests, their, their driving force, their incentives, economic incentives and social incentives because [00:26:00] it's also sometimes could be a little bit political. So if we can just narrow down the problem that we're trying to solve, then we can all come together and develop a very streamlined ecosystem. So I think this is a process of months, if not years. So we're, we're just initiating, we're leading, we're sharing information and seeing how this can evolve into something that we can, a few months from now we can say, look, this, here's some results of what our work has been able to provide to someone who lives in West Oakland, east Oakland [00:26:30] and Fresno, anywhere in the u s when they want to come to Oakland, start a company. Speaker 2:We is really economic development anywhere you can do this anywhere. It's difficult though because Oakland has the ingredients and has the mentality. That's where I'm going. I just got off the phone with someone from Fairfax in Virginia and they're like, we just loved the bay area. You guys are the forefront of all this innovation. And transparency and I think that's what, that's why Oakland is going to attract a lot more people that can maintain the diversity and diversity in an all sentenced [00:27:00] in all sense of the of cause. We also, from an investor perspective, we also look at the diversity of capital. If you look at the diversity of capita in Oakland, you have so many sources of capital that you can tap into. That is great. You don't just have the venture capital world, you have the foundations, you have PRRS, you have credit unions, you have unions, you have unions that are creating foundations and incubator. Speaker 2:So they're the source of capital and the and how that capital wants to be used is very [00:27:30] diverse. So that's really exciting about Oakland. What's in store for Dev labs in the next five years or so? We want to have our first entrepreneur have a major exit and create their own fun. So fun for the other entrepreneurs that we, one more angel investors. We want more capital investors that are, they're coming from first generation of these are going to be different than the usual vcs and angels. We believe so because they've experienced the problems and the pains that it takes to [00:28:00] build a company that creates value. They will, they will, their capital will be used differently, will be targeted differently. The value on people would be a bit different. That's at least that's our hypothesis. And we're validating that hypo hypotheses already. So we're successfully proving that people that are from outside of Silicon Valley, they don't want to come here, they just want to leverage silicon valley, but they're staying in their, in their communities, building their local communities, local economies, uh, being resilient, being collaborative. Speaker 2:[00:28:30] When we look at the environment, right? Earth people, those are limited resources. Um, but the, the, what the mind can do and what the energy that we have as human beings is, is unthinkable. So I think we need to explore that a bit more and be more, be more hopeful and be more bullish on people. What advice would you give to a local entrepreneur? They need to go out there and sell. Then you just need to go out there and hustle. They need to go out there and ask people what they need. And [00:29:00] go get them what they need. That's really how economies the world has moved. And we were here because of entrepreneurs that understand value and value is asking people what they need and bring [inaudible] at lower costs. And that's why software so is so important at this point because we can deliver so many things with software at a lower cost. Speaker 2:A lot of us aren't just missing out because we're not seen as an as an opportunity. So any entrepreneur just go out there and sell and start finding some [00:29:30] friend that is a software developer and that can, you can bring them on board to start buildings and so forth. And then they have to get ahold of you. So how, how would someone get ahold of you and Dev labs? Sure. I mean our website, you can go there. Our linkedin, our information is there. You can email me on grouping. Dev, l. A, B, s, all one word. Yes. Dot. VC C and my email is just very simple. Ruben, R. U. B. E. N. A Dev loves that VC. So email me my phone number. Five one zero three three three, [00:30:00] seven, three, three, eight. Full transparency. Let's do list. Let's talk. Let's chat. If you are solving a problem and you're running into issues with capitol or market, let's let's chat. Speaker 1:Proven. This is great. I really appreciate you coming on the show. You've been listening to method to the madness. Tune in again in two weeks at the same time. 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