Many closely held companies have only two potential sets of buyers – family members of the founding generation or managers and other employees of the enterprise. The market of third-party buyers for closely held companies can be very thin, so that when family members are not suitable buyers of a company, often the best solution is to sell to employees. But sales to employees are unlike sales to third-parties or family members, involving complex issues of how to finance the sale, transition management and control of the enterprise, retain key employees, and tax treatment. This program will provide you with a detailed discussion of the major issues of selling to employees, including valuation, how the sale price is financed, transition periods, retaining employees not in the buyout group, and tax treatment.
• Overview of alternative structures and the tradeoffs of each
• ESOPs – structural, practical and tax issues, including leveraged buyout options
• Use of company redemptions of founders to accomplish a transfer
• Crucial issues in drafting “earnouts” on sales to employees
• Seller financing options, including long-term notes and security interest in assets
|Handout 1 (228.6 KB)||11 Pages||Available after Purchase|
|Handout 2 (228.6 KB)||22 Pages||Available after Purchase|
|Evaluation Form (32.5 KB)||1 Pages||Available after Purchase|
Paul Kaplun is a partner in the Washington, D.C. office of Venable, LLP where he has an extensive corporate and business planning practice, and provides advisory services to emerging growth companies and entrepreneurs in a variety of industries. He formerly served as an Adjunct Professor of Law at Georgetown University Law Center, where he taught business planning. Before entering law practice of law, he was a Certified Public Accountant with a national accounting firm, specializing in corporate and individual income tax planning and compliance. Mr. Kaplun received his B.S.B.A., magna cum laude, from Georgetown University and J.D. from Georgetown University Law Center.