- About Lea
- Articles
- 2004 Articles
- Beyond Planning – Setup
- Cash Management – Not Paying the Bills
- Diagnosing Enterprise Risk from the Operating Perspective
- Financial Projections (Part 1)
- Financial Projections – (Part 2)
- For Profits versus Not-for-Profits – Competing for Clients
- From the e-Mailbox: Can The Business Have Moving Targets?
- Gathering Your Thoughts and Resources
- Operational Aspects – The Business Plan
- Payroll Systems – It Pays To Get It Right!
- Planning Your Business
- Right Role, Right Person, Right Deliverables
- Service Providers – Start as You Intend to Go
- Strategic Plans and Budgets – Performance Tools
- The Business Cold
- The Business Plan “Audience”
- The Business Plan – More than Planning the Business
- The Business Plan – A Direction for Your Business
- The Business Plan – Adding Dimension
- The First Step Is the Biggest
- Validating Your Business Concept
- When No One Answers
- Where Is My Cash Flow?
- Who Is Running Your Business?
- Working In and On the Business, the Equation of Success
- “You Should Make Me Participate”
- 2005 Articles
- A Target on Your Back – When the Competition is Out to Get You
- Adding Basel to the Debt Mix
- Business Management Systems – Critical to Long-term Success
- Call Me
- Check 21 The Myth. The Reality.
- Commercial Lending: Business Borrowing – Risk and Relationships (Part 1 of 2 Articles)
- Damaged Relationships
- Distinguish Between Your Role as an Owner and an Employee
- Does Your Business Have One Blue Shoe?
- Establish Credit Criteria for Customers
- First? Best? Service Providers Show Me the Content!
- Four Elements of Establishing a Successful Business
- Full Moons Rising
- Hiring Skills Not Bodies – Constraining Organization Success
- Insurance – 20 Questions and Answers for Your Business
- Investor Due Diligence
- Late Again! What Message Do You Send?
- Managing to Mediocrity and Madness
- Moonlighting
- More of the Same
- No Limit Texas Hold’em – Business Style
- On a Bad Day I Take Action
- On-shoring – Keeping Business in US
- Part Two on Commercial Lending with John Wroton, Assistant Vice President of Harrington Bank, Chapel Hills, North Carolina
- Phone Spam – What Are You Paying For? Be Sure the Value is There BEFORE You Buy
- Proof of Concept – Poised for Success
- RETURN ON INVESTMENT – Structure and People
- Return on Investment – Strategy and Action
- Reworking Retirement – A Dream and Business of Your Own
- Sequential Success
- Shams, Shells, and Charlatans
- Shoot the Corporal
- Size Doesn’t Matter – Sound Business Practices Do
- Small Business Minefields
- Software Is a Tool, Not an Answer
- The “X” and “Z” Factors
- The Company You Keep
- The Funding Gap – Early Stage Life Science and other Technology Companies
- The New Bankruptcy Law and Small Business
- Tough Lessons
- Women Mean Business – Seek Investors or Be an Investor
- Your Next Career – Entrepreneur
- Your Next Career: Moonlighting
- 2006 Articles
- A Matter of Opinion (Look for the Self-Interest)
- Be Wary of “Open Forums”
- Beware the False Not-for-Profit
- Blessedly Inexperienced, Critically Impaired
- Bringing Together the Parts
- Business Analysis – Identifying the Issues and Opportunities
- Can You Hear Me Now?
- Cash Flow Not Flowing? Don’t Cut Your Marketing Efforts!
- Clients and Conflicts of Interest – Professional Service Firms Divided Loyalties
- Commercialization: Viability, Visibility, Capability, and Credibility
- Complying with Securities Regulations – Federal and State
- Corporate Firefighting – Prevention, Suppression, and Response (Long-term Perspective, Short-term Realities)
- Cost Cutting – A Traditional Approach to Poor Financial Performance
- Customers, Shareholders, Employees, and Community – Who Matters Most?
- Danger, Danger Will Robinson
- Employers Beware of Compensatory Time Off Instead of Overtime Wages
- Expecting the Exception and Not the Rule
- Getting Ready for Investors
- It’s Not Fair – Then Don’t Sign the Agreement!
- Kamikaze Sales – Beginning with a Lie
- Location, Location, Location
- Lofty Goals, Bottom-feeder Behavior
- Micromanage to Failure
- Munchausen Management
- Not Every Event Is A Networking Event
- Organically Grown, Professionally Managed Entrepreneurial Companies
- Ready to Raise Businesses or Children – Common Threads
- Reputations – Correcting “Bad Press”
- Sometimes You Just Have to Laugh
- The Business of Technology
- The Coffee Pot Syndrome
- The Lessons of Family-owned Businesses
- The Tortoise and The Hare – A Fable for Our Times
- The “Girls’ Club”
- To Compete You Must Be In the Race
- Too Big, Too Soon – Too Far, Too Fast
- Tools Required – Capability Imperative
- What Are Friends For – Not Free Services and Products?
- You Are Successful, So Why Do I Have to Pay
- “Ideal” Customer
- 2007 Articles
- “My hands are tied” – Use your head
- A Funny Thing Happened on the Way to the Forum
- All or Nothing – Adding to Regulatory Requirements
- Business Interruptions and Their Impact on Profits
- Choices
- Closing the Tax Gap – Congress and the “Carried Interest” Tax Controversy
- Commercialization: Capability, Credibility, Capitalization
- Commercializing Your Business: A Primer
- Complimentary (Free) Consultations from Qualified Service Providers
- Congress Settles the Debate Venture and Institutional Backed Firms are Small Businesses
- Consumer Protection Or Too Much Regulation
- Dancing with the One that Brung Ya
- Defining “Green” in Business and Life
- Differing Perspectives
- Driving the Business
- Earmarked for Results
- Everyone Has Baggage
- Excuse Me for Interrupting! I’m “Just” A Customer
- Excuse Me – I’m in My Own World and Dancing
- Finding Resources – Investors, Funding, and the Story to get Them
- Frustrated Consultant Seeks Cooperative Client Who Listens
- Get Ready – The First Step Is the Biggest!
- GRAB for Success – Gratitude, Resolve, Attitude, Belief™
- Hand Out or Hand Up
- Hovering around “The Answer”
- If You Knew Where You Would End Up, The Trip Would Be Easier
- It’s the Details that Matter
- I’ll Call You Right Back!
- I’m Not Uninformed – Don’t Treat Me Like An Idiot
- Lame
- Lessons Learned While Trying to Fly
- Lifestyle or Growth (Exit Opportunity) Businesses – Which Are You?
- Look Around There Are Lessons Everywhere
- Making Sense of Saving Dollars and Cents – Evaluating Expenditures in Terms of “Investment”
- Momentum Slowing You Down?
- Need Customers – Fourteen Things to Do to Connect
- No One Can Do It for You
- No X, No Z – No Business
- Not Everyone Will “Get It”
- Price Taker or Price Maker – Cost Matters
- Product, Resources, and Customers – The Three-fold Objective
- Resolution – Intent and Action
- Riding a Pterodactyl and Chasing the Dodo – Is Your Business Model Extinct and Your Business an Endangered Species?
- Ripple Effects of Take My Advice
- SOBs (and DOBs) at Work – Role Confusion in Multigenerational Success
- Standing in a Queue, Lining Up for Services
- Taking Objective Perspectives on Bad Experiences
- The Business Plan – A Direction for Your Business
- The National Single Audit (A-133) Sample Project Results – Good Audit Results May Not Mean Your Audit Measures Up
- The Retail Conspiracy
- The Starting Point – Action
- Validating Your Business Concept
- What Are Your Employees Saying About Your Business?
- Why? Just Be-Clause
- “NORMAL”
- “Should”
- 2008 Articles
- A Journey of Gratitude
- Born to Run, Born to Innovate … But Learn to Walk First
- Building a Better Business
- Business Advocates: The First Customer
- Business—Not Rocket—Science Powers Innovation
- Can the Government Teach Small Businesses to Do Business?
- Cash Flow Not Flowing? Don’t Cut Your Marketing Efforts!
- Cash: Survival in Tough Economic Times
- Coming to Terms: Getting Your Good Idea Funded
- Corporate Succession: The Abbott and Costello Method
- Customer Satisfaction: Perception of Product and Service Quality
- Defective Service
- Do You Own Your Business?
- Economic Incentives Focused on Big Business, But Where Is the Future?
- Emerging Competition, And the World Goes ’Round
- Entrenched, Entitled, Political
- Every Generation…And the One Before and After
- Fair Sustainable Trade
- Fatal Customer “Service”
- Financial Profitability, Sustainability, and Growth: From Sales Efforts to Bottom-line Returns
- First-Time Adventures
- For This I am Grateful …
- Gatekeeper or Dam?
- How Big Is Your Business? 20th Century Metrics in the 21st Century
- How Credible Is Your Organization? Are You a Yahoo?
- How to Grow Your Business, One Relationship at a Time
- It’s About Time: Employee Classification and Proper Time Records
- It’s About Time: Employee Classification and Proper Time Records
- It’s All Theoretical, But the World Is Real
- Learning from Experience – Other People’s Lessons
- Lightning Strikes and Lotteries: Gambling on Noncompliance with Government Rules
- Make a Mistake; You Might Learn Something
- No More Independent Contractors – Senators Seek to Make Everyone Employees
- Nothing to Fear from Change
- Old Shoes, New Shoes: Stepping Out of Your Comfort Zone
- Ooh, Ooh, Pick Me! Pick Me! From “Me Too” to Innovation
- Opportunity Knocks: Be Prepared
- Recognizing the Need to Grow: The Business Expertise AND the Business
- Resilience Training: Corporate Survivor
- Second Chances After Bad Results
- Served by Eeyore®[1]: Customer Service with “Voice”
- Service Providers: You Can Lead a Horse to Water But You Can’t Make a Client Listen
- Show Some R-E-S-P-E-C-T
- Small Business, Competitive Markets
- Stay Tuned to the SBIR Program
- The Complexity of Business Compliance
- The Façade
- The Heart of Innovation: Leadership
- The Light, the Tunnel…OH NO! The Train! The Train!
- The Long and Winding Road to Success
- The New Small Business Innovation Research Grant Program Reauthorization Bill: H.R. 5819 “Modernizing” Grant Programs
- The State of the Corporation
- The Sustainable Business, Defined
- The Tax Man Cometh: A Major Milestone to Becoming Profitable
- The Third Arm of Networking
- The Tyranny of Customer Choice
- The Variability of Weather and Women: It’s All About Perspective
- The Way We’ve Always Done It
- The “Free Service” Philosophy – Misconceptions about the “Right” to Misappropriate Service Provider “Product”
- Think B.I.G.™ (Bold Innovative Growth) Business!
- Time Is a Constant – It Runs One Way
- Timelines and Deadlines: Customers and Investors Wait for No One
- Traveling with Animated Characters
- Vision, Strategy, Structure, and Results
- Walls and Bridges
- We Were Radicals—Now We Wear Khakis
- When Vendor Services Fall Short
- Where Was the Board?
- You Can; But Should You?
- Your Customer the Cow? No, the Golden Goose!
- Your Rules, My Rules, the Government’s Rules
- “Owning” the Business
- 2009 Articles
- A Debt-Free Business
- Auto Bailout Leads to New Car Color: Budget Deficit Red
- Boing! Bounced Checks and Other Check-Writing Practices
- Business Plans Are Not Academic Exercises
- Business Plans: Not Fill-in-the-Blank
- Caution: Securities Transaction Ahead
- Checks: No Kites, Bounces or Post Dates
- Communication: Making Things Happen as a Business
- Consumer Protection?
- Customer Service and Revenue Growth
- Do You Love What You Do?
- Economic Stimulus Fund to Flow to Businesses: Grant and Research Programs Open Taps
- Employee Misclassification: Small Businesses At Risk
- Government Audits: Post TARP, Banking Meltdowns, Going Concern Assessments, and More
- Leadership Requires Decision-making
- Let’s Make A Deal: Creating Value for the Investor from Day One
- Making It Through the Obstacles
- Mysteries of Life: Just Where Do E-mails “Hang Out”?
- Needs Analysis: Too Needy to Succeed?
- Old Dogs, New Tricks: The Hard Sell to Investors and Lenders
- One Percent Success Rate: Perpetuating Failed Models
- Perspective
- Poised for Success: Five Steps to Ready Your Business for “The Comeback”
- Raising Funds: No Plan Required? Think Again
- Responsibility – Government The Last Line of Defense
- The Banking Crisis: TARP This
- The Employee Free Choice Act (Also Known as Card Check): Streamlining Unionization or Bypassing the Right to Vote?
- The Grant Proposal Budget: Seven Things to Remember
- The Pros of Cons
- Time Out for Innovation
- Grants
- After the Award – The Work Begins
- At-Risk – Non-compliant SBIR Recipients
- Audit of Federal Fund Recipients
- Follow that URL – Grant (SBIR and STTR) Recipients Need to Read
- Government Grant and Contract Recipients – “Invest” in Your Business
- Government Grants and Contracts: The Award – Now What
- Government Grants or Contracts?
- Grant Accounting Practices Under Scrutiny
- Grant Compliance and Accounting – It’s not Rocket Science!
- Grant Recipient Consideration
- Grant Requirements – Impact on Organization Infrastructure
- Grants and Contracts – Compliance Required
- Grants – Don’t Take the Process for Granted
- Pennywise, IP (Intellectual Property) Foolish
- Seed Funding Needs Fertile Ground
- Small Business Innovation Research Grants
- The Clock is Ticking – How Much Time Do You Have?
- The National Single Audit (A-133) Sample Project Results – Good Audit Results May Not Mean Your Audit Measures Up
- Venture and Grant Funding
- What Does an Auditor Do During an A-133 Audit?
- Where Does Venture Capital “Fit” in the Competitive Equation of “Small” Business
- Profitability and Sustainability
- Everyone Has a Role in Profitable Business Growth
- Keys to Competitiveness
- Managing Customers for Profit and Long-Term Growth
- Pricing for Profit and Market Position: An Industrial Products Perspective
- Pricing for Strategic Advantage, Customer Value, and Profit
- The Lifetime Value of a Customer and Meaningful Metrics
- The Value of Customer Relationships
- Thin-Profit Enterprise
- Underlying Profitability, a Sound Cost Structure
- Value-Based Performance Metrics
- 2004 Articles
- Books
- Contact
- Events
- CED Grants Workshop
- Compliance from Day One to Closeout: Mitigating Financial Risk through Compliance
- Found & Fund: New Venture Formation and Financing
- G.R.A.B.™ for Success! – Gratitude, Resolve, Attitude, Belief™
- Grants Budgets
- Grow Your Business: Making the Choices and Establishing the Structures that Make the Difference
- Lunch & Learn Experts Series: Grants
- QuickBooks – Creating the Company File and Structuring for Results
- QuickBooks: Company Preferences, Navigation, and Quick Tips
- Expertise
- News
Complying with Securities Regulations – Federal and State
There are many regulations we may not agree with or like. That doesn’t negate the fact, however, that as individuals and as businesses complying with such regulations is a responsibility and obligation. Perhaps you’ve heard that paying taxes is optional. It’s true – but only if you look good in orange or stripes, because not paying taxes is also illegal.
Another frequently overlooked or misunderstood set of regulations are those applicable to the process for raising capital. Whether offering debt or equity securities, before you begin the funding process it is important to understand the process, including the federal and state regulations which apply. Before you pursue the first dollar beyond the founders’ investments, do some homework and talk to reputable, qualified, securities and/or corporate attorneys who can give you an overview of the regulations and statutes that apply to your situation – not every attorney is equally qualified. You can also visit the websites of the Secretary of State for your particular state and the U.S. Securities and Exchange Commission (SEC) for information.
If you EVER hear from someone “Yes there are regulations (or statutes) but no one ever complies (follows, etc.) them,” keep in mind as your mother used to say “If all of your friends jumped off a cliff would you?” Just because “everyone else” supposedly is failing to comply doesn’t mean it is legal.
Extract from NC Secretary of State Securities FAQ
While the specific language and requirements may vary state to state, each state has some requirements for raising capital within its borders. Federal regulations may or may not apply, but a particular state where you are undertaking your financing activities will undoubtedly require something from you. Let’s look at North Carolina as an example. The citation below is an extract from the NC Secretary of State’s website http://www.secretary.state.nc.us/sec Frequently Asked Questions document as of April 25, 2006.
“How does the Securities Act affect me? The provisions of the North Carolina Securities Act can be summarized into the following three principles:
(a) Securities Registration: Before a security may be lawfully offered for sale or sold, that security must be either (i) registered with the Securities Division, (ii) eligible for an exemption from the registration requirement, or (iii) a “covered security” (such as a mutual fund or NYSE-listed security) to which state registration requirements do not apply.
(b) Dealer/ Salesman Registration: Before any person (whether an individual or a company) engages in the business of effecting securities offers, purchases, or sales, that person must be registered with the Securities Division as a securities dealer or securities salesman, unless the person is excluded from the definitions of “dealer” and “salesman”.
(c) Antifraud Provisions: In the course of the offer, sale, or purchase of a security:
(i) it is illegal to make an untrue statement of a material fact, or omit to state a material fact if the omission would be misleading, and
(ii) it is illegal to engage in any act, practice, or scheme which would deceive or defraud any person.
There are statutory exemptions and exclusions from the registration requirements described above, but the legal burden of showing eligibility for an exception or exclusion is on the person claiming it. There are no exceptions or exclusions from the antifraud provisions.
The Securities Act gives persons who suffer damage as a result of a violation of certain provisions of the Act the right to demand repayment from the violator. This right is called a right of “rescission”, and the events giving rise to it and the conditions for the exercise of it are set forth at N.C. Gen. Stat. §78A-56. The victim has a limited time within which to demand rescission, so prompt action is of the greatest importance.
Willful violations of certain provisions of the Securities Act can be prosecuted by the State as felonies. Criminal penalties for violations of the Act are set forth at N.C. Gen. Stat. §78A-57.”
So What Do You Know Now?
This answer to a frequently asked question contains a great deal of information, but do you KNOW what it means for you and your financing efforts? Do you know what you can and can’t say? Does it say anything about different types of investors? Does it matter if the investor is a family member? What happens if you are talking to investors outside of North Carolina?????
If Not Now, When – Due Diligence for Subsequent Investment Rounds
Another point to be made is that while a company may make a business decision that it is not “necessary” to comply with securities regulations during this investment round, what happens when you go for the next round? What happens during due diligence (the process of verifying that the information disclosed is accurate and representative and/or that ALL relevant information was disclosed so that investors may make an informed decision) with a venture capitalist, institutional investor, or a public offering and you are found to have violated securities regulations in a prior round (a “round” refers to a particular financing effort)?
“Delaying compliance” or “ignoring” the securities regulations can put your business’ existence at risk according to Donna L. Pearson, a litigation attorney with Moore & VanAllen’s Research Triangle office. Businesses usually fail to comply because: “businesses and their principals were either given bad advice about following securities laws when they started their businesses, or they chose to ignore the laws,” says Donna.
Bad Advice – Two Sources
Frequently founders get advice from other entrepreneurs. The advice, while well intentioned, can lead to expensive lessons and consequences. In Donna Pearson’s experience, other entrepreneurs give advice that stems from: “(1) someone they knew who had started a business was not in compliance and they “weren’t having any problems from the regulators;” or (2) it was cheaper and easier” to ignore the rules.”
The “no one else is doing it advisors” usually come from one of two groups:
□ other business owners who themselves are not in compliance and are in denial that anything bad will happen as a result
□ lawyers who don’t have a truly knowledgeable and skilled securities lawyer in their firms and so they pretend it is not a problem so that the client will not go elsewhere for legal services
Ask a Qualified, Experienced and Reputable Attorney!
While chances are that your business may never get “caught”, it is an huge risk to take. After all playing the lottery is a long shot too, but every day millions of people play on the chance of winning. Businesses that violate securities regulations are playing the odds that they won’t “win”.
Donna Pearson says: “It is also true that securities regulators sometimes bring an action first and investigate later when they become aware of an apparent securities law violation or a fraud involving securities. This means that it is incredibly important that businesses avoid even the appearance that they are noncompliant. The easiest way for business owners to protect the business they have worked so hard to build from having a case brought against them for violation of the securities laws is to comply. Compliance is relatively easy to prove – noncompliance is very difficult to defend. Even partial compliance will not save most businesses. The cost of mounting a defense against alleged securities law violations is exponentially higher than compliance if it is done correctly from the beginning. Most businesses will not survive defending a serious securities violation case. I have had clients over the years who argued with me about the expense and about their perception of the necessity of securities law compliance. My response is very simple – If they refuse to comply I will not represent them.”
What Does It Take to Comply?
Understanding what you are looking for in an attorney is critical to getting the right advice. Mark H. Mirkin, an experienced securities attorney also with Moore & VanAllen’s Research Triangle office, who regularly counsels client companies conducting securities offerings through the maze of federal and state regulations, provides these insights: “Although there are “self-executing” exemptions from securities registration – which means exemptions for which no exemption application needs to be filed with the state or federal government – they are narrowly drawn and therefore not available to all companies or for all investors.” He also advises that “reviewing the law for an exemption is a quick and inexpensive means to avoid the possibility of serious non-compliance ramifications following an offering.”
In a presentation that Mark Mirkin made on Formation and Financing Early Stage Businesses (presented jointly by Moore & VanAllen and FOCUS Resources), he addressed how businesses need to lay the foundation for raising capital and getting the “housekeeping” tasks done early in the process. Unfortunately, every business doesn’t think about how they are going to fund the business later. Issues like the legal entity type, who is going to be investing in the business, how much money needs to be raised, and other questions aren’t asked or taken into consideration when the business is first established. The founders may be “saving money” and doing the formation paperwork themselves or they may be working with an attorney that isn’t experienced in businesses that need to issue securities.
What To Do?
If you have already engaged in financing your business beyond the formation of the initial business without being aware of the securities regulations or if you are currently engaged in raising funds, then it is definitely time to determine where your business stands with regard to compliance. If you are about to seek first time or additional rounds of capital, you too should be investigating the securities process in your state and at the federal level. Don’t wait until a compliance issue arises or due diligence for a deal is underway to determine if you have issues.
Copyright ©2006 FOCUS Resource, Inc.