May 11, 2015
Christian Fea’s article, “First Steps to Forming a Strategic Alliance,” contains some solid advice: select someone who isn’t a direct competitor, determine your target market, find providers of compatible products and services. But he seems to gloss over an important question: “what is their income range?” Especially in tight times, income is an extremely important factor in choosing an alliance partner. Income affects the amount of money available for additional services. It also influences the alliance partners who will make sense for you. If you’re a graphic design shop looking to partner with a web designer, and your clients’ average annual revenue is less than $100,000, choosing a web designer who’s used to putting together sites with a 6-figure price tag (Joani Reisen and Erica Rubach spent over $500,000 on their networking site), chances are it won’t be a match. Like what you read? Watch this short video to learn who we serve best. Watch our Video
Continue ReadingHappy New Year. With the new year comes the sweeping out of the old, which is where your corporate housekeeping comes into play. Many entrepreneurs think their legal work is done once they’ve incorporated or…
Read MoreDo you have an actual plan to grow your business? Or do you scramble to get numbers—any numbers—on paper? You wouldn’t be alone. Many business owners get so caught up in day-to-day activity, they leave…
Read MoreEntrepreneurs often ask me to create the “perfect one-page agreement.” Maybe they expect partnership agreements to be 3 pages . . . maybe 5 . . . but the expectation is that shorter is better.…
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I know first-hand that running a knowledge-based service business has unique challenges. It’s so much easier when you have an advocate in your corner. Over the past 25 years, I’ve worked with thousands of New York business professionals who want a legal advisor to guide and support them as they navigate the business world.
With wide-ranging experience as a business attorney, strategist, and media authority, I bring the added power of a business lens to the legal issues my clients are facing.
And because I’ve been a business owner myself, I’ve lived through the soaring highs and devastating lows – like when my first law firm failed. So I understand what’s involved to serve great clients, detect business risks early and build a true legacy.
I can’t get those 12 years back. That’s why I have made it my mission to ensure that business professionals like you can become wise and discerning leaders, build a solid business, and live your best life.
