Key Legal Considerations�For Start-Ups

Presented to Harvard Alumni Entrepreneurs

by Lily J. Wound, Partner

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Legal Disclaimer:

• This is a general presentation representing the opinions and views of the speakers, not DLA Piper. It should not be construed as legal advice because we are not considering the facts of your specific situation. If you have a particular situation on which you need advice, please reach out to any of us and we can make sure to connect you with the appropriate DLA Piper attorney addressing these issues.

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Audience Poll:

• You are considering starting a new company within the next 6 months to 1 year?
• You have launched a start-up within the last 6 months to 1 year?
• You have launched your start-up more than 1 year ago?
• You are a serial entrepreneur?

Raise Your Hand If:

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Overview:

• Framing Your Business and Business Plan
• The Team is Everything
• Building the IP Moat
• Readying the Launch
• Getting to I Do
• Exit Through the Front Door

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Framing Your Business and Business Plan:

• What are You Selling?

- What is the Product? What is the Unit of Sale?

- Product vs. Platform

- Product vs. Services

• Who is the Customer?
• Branding and Marketing Strategies
• Plan B, C and Onwards
• Partnering Strategy

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The Team is Everything:

• Single Founder vs. One or More Co-Founders
• Founder vs. CEO
• Building the Team
• Selecting Relevant Board Members
• Finding Helpful Mentors and Advisors

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Building the IP Moat:

• Patent Strategy
• Patents vs. Know-How
• Software and Databases - Copyrights
• Consistent IP Provisions Across Contracts
• Commercializing IP

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Readying the Launch:���

• Knowing the Story
• Targeting Key Investors
• Tapping into Networks
• Creating Value vs. Building a Business
• Barriers vs. the Moat

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Getting to I Do: ���

• Getting Beyond the Science
• Is There an Economically Viable Business Plan
• Pitching to Potential Investors
• Pitching to Potential Partners
• Getting the Deal Done

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Exit Through the Front Door: ����

• Plan for the Exit from the Beginning
• Exit Strategy Ideally Should Not be Unintended or Accidental
• Understand Competitive Landscape
• Account for Economic Headwinds or Tailwinds in Business Strategy
• Ideal Exit is Acquisition or IPO, But Be Realistic

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Thank you

Lily J. Wound, Partner DLA Piper US

Lily.wound@us.dlapiper.com

(212) 335-4545

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