Joint Ventures & Strategic Alliances
Agreements for businesses combining resources, sharing opportunity, and deciding how to work together.
Joint Ventures & Strategic Alliances
Agreements for businesses combining resources, sharing opportunity, and deciding how to work together.
Joint Ventures & Strategic Alliances
Agreements for businesses combining resources, sharing opportunity, and deciding how to work together.
The contribution is clear. The next decision isn’t.
You contribute the facility. Your partner contributes capital and runs the operation. A year later, the venture needs more money. Who must put it in? Who chooses the expansion? Can either party work with someone else?
Those questions are part of the original deal, even if the first conversation focused on its potential. We help you address them while building the relationship, with terms each side can understand and carry out.
The contribution is clear. The next decision isn’t.
You contribute the facility. Your partner contributes capital and runs the operation. A year later, the venture needs more money. Who must put it in? Who chooses the expansion? Can either party work with someone else?
Those questions are part of the original deal, even if the first conversation focused on its potential. We help you address them while building the relationship, with terms each side can understand and carry out.
The contribution is clear. The next decision isn’t.
You contribute the facility. Your partner contributes capital and runs the operation. A year later, the venture needs more money. Who must put it in? Who chooses the expansion? Can either party work with someone else?
Those questions are part of the original deal, even if the first conversation focused on its potential. We help you address them while building the relationship, with terms each side can understand and carry out.
Design the relationship around the work.
Design the relationship around the work.
Design the relationship around the work.
Assess whether a shared company or a contract-based arrangement fits the activity, ownership, responsibilities, and intended duration.
Assess whether a shared company or a contract-based arrangement fits the activity, ownership, responsibilities, and intended duration.
Assess whether a shared company or a contract-based arrangement fits the activity, ownership, responsibilities, and intended duration.
Document cash, property, services, technology, and other agreed contributions. Address budgets, additional funding, distributions, and the treatment of shortfalls.
Document cash, property, services, technology, and other agreed contributions. Address budgets, additional funding, distributions, and the treatment of shortfalls.
Document cash, property, services, technology, and other agreed contributions. Address budgets, additional funding, distributions, and the treatment of shortfalls.
Set out who runs the work, who approves major commitments, and what information each party receives. Build a process for decisions the parties cannot resolve together.
Set out who runs the work, who approves major commitments, and what information each party receives. Build a process for decisions the parties cannot resolve together.
Set out who runs the work, who approves major commitments, and what information each party receives. Build a process for decisions the parties cannot resolve together.
Define delivery, staffing, customer relationships, purchasing, use of facilities, and the other obligations behind the shared plan.
Define delivery, staffing, customer relationships, purchasing, use of facilities, and the other obligations behind the shared plan.
Define delivery, staffing, customer relationships, purchasing, use of facilities, and the other obligations behind the shared plan.
Address existing and newly developed intellectual property, data, brand use, and access to the resources each party brings.
Address existing and newly developed intellectual property, data, brand use, and access to the resources each party brings.
Address existing and newly developed intellectual property, data, brand use, and access to the resources each party brings.
Plan for a sale, departure, changed strategy, or failed contribution. Work through valuation, buyout terms, transition, and continuing obligations.
Plan for a sale, departure, changed strategy, or failed contribution. Work through valuation, buyout terms, transition, and continuing obligations.
Plan for a sale, departure, changed strategy, or failed contribution. Work through valuation, buyout terms, transition, and continuing obligations.
Make the difficult conversation useful.
We start by asking what each party needs from the arrangement and what each cannot give up. That makes the key negotiations visible before they become competing drafts.
Your agreed work may include:
A term sheet identifying the commercial and governance choices.
A joint venture agreement or operating agreement.
Contribution, licensing, services, supply, or other supporting contracts.
Required company approvals within the assignment.
A summary of decision rights, funding responsibilities, and exit provisions.
The documents should work together. A venture agreement that promises access to technology, for example, needs licensing terms that support the promised use. We look at those connections rather than treating each document as a separate deal.
Make the difficult conversation useful.
We start by asking what each party needs from the arrangement and what each cannot give up. That makes the key negotiations visible before they become competing drafts.
Your agreed work may include:
A term sheet identifying the commercial and governance choices.
A joint venture agreement or operating agreement.
Contribution, licensing, services, supply, or other supporting contracts.
Required company approvals within the assignment.
A summary of decision rights, funding responsibilities, and exit provisions.
The documents should work together. A venture agreement that promises access to technology, for example, needs licensing terms that support the promised use. We look at those connections rather than treating each document as a separate deal.
Make the difficult conversation useful.
We start by asking what each party needs from the arrangement and what each cannot give up. That makes the key negotiations visible before they become competing drafts.
Your agreed work may include:
A term sheet identifying the commercial and governance choices.
A joint venture agreement or operating agreement.
Contribution, licensing, services, supply, or other supporting contracts.
Required company approvals within the assignment.
A summary of decision rights, funding responsibilities, and exit provisions.
The documents should work together. A venture agreement that promises access to technology, for example, needs licensing terms that support the promised use. We look at those connections rather than treating each document as a separate deal.
Related practices
Related practices
Related practices
FAQ
FAQ
FAQ
No. The activity and arrangement matter. California law can recognize a partnership when people carry on a business together as coowners for profit, subject to statutory qualifications, even without intending that label. We assess the actual structure and conduct. California Corporations Code section 16202.
That is one option to evaluate. A commercial agreement may fit some arrangements; others call for a shared entity. The decision should reflect the work, assets, control, tax considerations, and responsibilities involved.
We can address the required services, how performance is measured, and the consequences of a missed contribution. The ownership or payment terms should make clear what each party receives and what it must provide.
Yes. Tell us the change you want to make. Current agreements are useful background. If the relationship is already contested, we also assess whether Business & Ownership Disputes work is needed.
Your introduction to Cove
Start with a conversation about what you need.
If you decide to move forward, we’ll agree on the work and its fixed fee before we begin.
Have a particular matter in mind? Tell us about it.
Share what you’re working through or working toward.
Send relevant documents ahead of time so we can come prepared.
Your introduction to Cove
Start with a conversation about what you need.
If you decide to move forward, we’ll agree on the work and its fixed fee before we begin.
Have a particular matter in mind? Tell us about it.
Share what you’re working through or working toward.
Send relevant documents ahead of time so we can come prepared.
Your introduction to Cove
Start with a conversation about what you need.
If you decide to move forward, we’ll agree on the work and its fixed fee before we begin.
Have a particular matter in mind? Tell us about it.
Share what you’re working through or working toward.
Send relevant documents ahead of time so we can come prepared.