General Counsel

In the earliest days of a startup, legal issues may feel like an afterthought compared to building product and finding customers. Founders often rely on templates, ad hoc advice, or outside counsel on an as-needed basis. But as the company grows, legal risk compounds. Hiring employees, signing contracts, raising capital, and managing investors all introduce obligations that, if mishandled, can derail momentum or even put the company at risk.

This is where general counsel comes in. A general counsel (GC) is not just a lawyer who reviews contracts - they are a strategic advisor who helps founders navigate complex legal, governance, and compliance issues while aligning decisions with the company’s long-term goals.

For early-stage startups, a full-time GC may not be necessary. Outside counsel, or fractional general counsel, can provide cost-effective support. But by the time a startup is raising institutional funding, issuing equity widely, or managing a board, consistent legal guidance becomes essential.

Investors expect companies to be proactive about governance. A strong legal foundation signals professionalism, reduces diligence risks, and allows founders to focus on building rather than putting out fires. The earlier founders build a relationship with general counsel - whether internal or external - the smoother their scaling journey will be.

When you incorporate a company and take on roles as directors or officers, you assume fiduciary duties - legal obligations to act in the best interests of the company and its shareholders. These duties apply to founders, executives, and board members, and misunderstanding them is one of the most common legal mistakes in early-stage companies.

The Core Fiduciary Duties

1. Duty of Care
   
   
   • Requires decision-makers to make informed, thoughtful choices.
     
   • In practice: reviewing materials, asking questions, and considering risks before approving major actions.
     
2. Duty of Loyalty
   
   
   • Requires putting the company’s interests above personal interests.
     
   • In practice: disclosing conflicts of interest, avoiding self-dealing, and not competing with the company.
     

Together, these duties ensure that founders and directors act as stewards of the company rather than as individuals pursuing personal gain.

The Business Judgment Rule

Courts generally defer to the decisions of directors if they acted in good faith, were reasonably informed, and believed they were acting in the company’s best interests. This is known as the Business Judgment Rule. It protects directors from liability for bad outcomes, as long as the decision-making process was sound.

Founder tip: Process matters. Keep records of board discussions and decisions, even if outcomes are uncertain.

Common Traps for Founders

• Ignoring conflicts of interest: Failing to disclose personal interests in a deal can expose founders to liability.
  
• Commingling assets: Mixing personal and company finances undermines fiduciary duties and limited liability protections.
  
• Relying on gut instinct alone: Making major decisions without reviewing financials, contracts, or legal advice risks violating the duty of care.
  
• Overriding the board: Founders may feel ownership entitles them to unilateral decisions, but as fiduciaries, they must respect board processes.
  
  

Why This Matters

Investors and regulators hold fiduciaries to a high standard. Breaching fiduciary duties can result in lawsuits, personal liability, or removal from leadership roles. On the other hand, demonstrating respect for these obligations builds credibility with boards and investors and creates a culture of accountability.

The Takeaway

Fiduciary duties are not abstract legal concepts - they are real-world obligations that shape how founders and directors govern a company. By honoring the duties of care and loyalty, documenting decisions, and avoiding conflicts, startup leaders protect themselves while building trust with investors and employees.

A startup’s board of directors plays a critical role in governance, strategy, and accountability. In the early days, boards may feel like a formality. But as the company grows, the board becomes one of the most important decision-making bodies, representing the interests of shareholders and guiding founders through complex challenges.

Why Boards Matter Early

Even before outside investors are involved, forming a board creates structure and accountability. Boards help ensure decisions are well-documented, reduce risks of founder disputes, and give the company credibility with investors and partners.

For founders, the board is both a resource and a safeguard - offering strategic guidance while also holding management accountable.

Who Should Be on the Board

The composition of the board evolves as the company scales:

• Early stage: Typically includes the founders and possibly one independent advisor.
  
• Post-seed/Series A: Investors often negotiate for one or more board seats.
  
• Growth stage: Boards expand to include independent directors, often with industry expertise.
  

Founder tip: Push to include at least one independent director as the company matures. Independents can break deadlocks between founders and investors and provide unbiased guidance.

How Boards Operate

• Meetings: Boards typically meet quarterly, but early-stage companies may meet more frequently.
  
• Materials: Founders should prepare board decks with financials, KPIs, and strategic updates.
  
• Voting: Certain decisions require formal board approval (fundraising, option pool increases, acquisitions, major hires).
  
• Minutes: Every meeting should produce minutes documenting discussions and decisions - a critical record for diligence and legal protection.
  

Common Pitfalls in Board Management

• Treating the board as a rubber stamp: Investors expect meaningful engagement, not perfunctory approvals.
  
• Information overload or underload: Providing too much or too little information frustrates directors. Aim for concise but thorough updates.
  
• Ignoring independent voices: Independent directors often add the most value. Listen to their input, even if it’s uncomfortable.
  
• Failing to manage conflicts: When directors represent investor funds, their interests may diverge from founders. Anticipate and address conflicts openly.
  
  

Why General Counsel Matters Here

General counsel ensures board operations comply with corporate law and protect directors from liability. They help draft bylaws, structure board votes, maintain accurate minutes, and advise on fiduciary duties. Strong governance builds trust and prevents disputes from escalating.

The Takeaway

A well-structured, well-managed board of directors is a powerful asset for any startup. The right mix of founders, investors, and independent directors provides accountability, guidance, and credibility. By treating the board as a strategic partner - and documenting decisions carefully - founders can leverage the board’s expertise while maintaining strong governance.

As startups grow, decisions become more complex - and not every decision belongs to the founders. Corporate governance structures define who has authority over different types of decisions: management, the board of directors, or shareholders. Understanding this division of authority is critical to avoiding disputes, complying with law, and maintaining investor trust.

Management Authority

Day-to-day operations typically fall under the authority of the company’s officers (CEO, CTO, CFO, etc.). Founders acting as executives generally control:

• Hiring and firing of most employees.
  
• Execution of contracts within ordinary business limits.
  
• Setting budgets, strategy, and product roadmaps (subject to board oversight).
  
• Managing internal operations and culture.
  

Founder tip: Even when founders have wide latitude, they should keep the board informed of major initiatives to build trust and alignment.

Board Authority

The board of directors oversees high-level strategy and governance. They are required to approve decisions that materially impact the company, including:

• Issuing stock or expanding the option pool.
  
• Raising capital or taking on significant debt.
  
• Acquisitions, mergers, or asset sales.
  
• Major executive hires or removals.
  
• Significant changes to business direction.
  

Boards act collectively, with decisions made through formal votes documented in board minutes.

Shareholder Authority

Certain decisions fall outside the power of both management and the board - they require shareholder approval. These usually include:

• Amending the certificate of incorporation.
  
• Authorizing new classes of stock.
  
• Approving mergers, acquisitions, or dissolutions.
  
• Removing directors in certain circumstances.
  

Investor agreements often layer in protective provisions, giving preferred shareholders veto rights over specific decisions, even if they don’t control the board.

Protective Provisions

Protective provisions are special rights granted to investors, often negotiated in term sheets. Common examples include:

• Preventing the company from issuing new shares without investor consent.
  
• Requiring approval for debt above a certain threshold.
  
• Blocking changes to the rights of preferred stock.
  

Founder pitfall: Underestimating how protective provisions can limit flexibility. Founders should carefully negotiate these terms during fundraising.

Why This Matters

Startups run into trouble when founders make unilateral decisions on matters that require board or shareholder approval. Not only can this invalidate the decision, it can also erode trust with investors and create legal exposure.

The Takeaway

Decision-making authority in startups is shared between management, the board, and shareholders. Founders should understand which actions require approval at each level, and never assume that “majority ownership” allows unilateral decision-making. Proper governance ensures alignment, avoids disputes, and protects the company’s long-term interests.

Good governance isn’t just about making the right decisions - it’s about documenting them properly. For startups, this may seem like busywork in the early days. But when investors, acquirers, or regulators review your company, they will expect clear records that demonstrate compliance and accountability. Weak documentation can slow down diligence, reduce valuation, or even kill a deal.

Bylaws and Corporate Policies

Bylaws are the company’s internal rulebook. They outline how the board and shareholders operate, including:

• How meetings are called and conducted.
  
• Voting thresholds for decisions.
  
• Appointment and removal of directors and officers.
  
• Procedures for resolving deadlocks.
  

Startups may also adopt policies covering conflicts of interest, expense approvals, and data security as they mature.

Resolutions and Minutes

Boards and shareholders act through resolutions, which record decisions made at meetings or through written consent.

• Board minutes should capture the discussion and reasoning behind major decisions, not just the outcomes.
  
• Shareholder resolutions are required for big-picture actions like approving mergers or amending the charter.
  

Founder tip: Treat minutes as both a shield and a record. Well-drafted minutes protect directors under the Business Judgment Rule by showing they acted with care and loyalty.

Cap Table Management

The cap table (capitalization table) is the official record of who owns what in the company. Accurate cap table management is one of the most important - and most neglected - aspects of governance.

Best practices include:

• Using professional software rather than spreadsheets.
  
• Recording every issuance, transfer, or cancellation of stock or options.
  
• Aligning the cap table with board approvals and legal filings.
  
• Reconciling the cap table before fundraising or diligence.
  

Founder pitfall: Failing to maintain an accurate cap table creates confusion, disputes, and investor distrust.

Why Documentation Matters

• Investor diligence: Investors will ask for board minutes, resolutions, and a clean cap table before funding.
  
• Regulatory compliance: Certain actions must be documented to comply with corporate law.
  
• Internal trust: Clear documentation reduces disputes by making agreements and approvals explicit.
  

The Takeaway

Governance is only as strong as its documentation. Bylaws, resolutions, minutes, and cap table records may feel tedious, but they are the backbone of legal compliance and investor trust. Founders who prioritize documentation early avoid costly cleanups later and send a strong signal of professionalism.

Raising capital is one of the most high-stakes processes in a startup’s lifecycle. It determines not only how much cash the company has to grow, but also how ownership, control, and future decision-making will be shared. General counsel plays a critical role in navigating these negotiations, ensuring terms are fair, and protecting the long-term health of the business.

How General Counsel Supports Fundraising

• Term sheet review: Counsel helps founders understand what’s market, what’s negotiable, and where hidden risks lie.
  
• Protective provisions: GCs flag investor rights that may restrict founder flexibility down the road.
  
• Equity documents: Stock purchase agreements, amended charters, and option pool expansions all require careful review.
  
• Due diligence preparation: GCs ensure contracts, cap tables, and corporate records are clean before investors scrutinize them.
  

Founder tip: Engaging counsel before fundraising avoids last-minute surprises that can slow down or kill a deal.

Understanding Valuations

Valuation is more than just a number - it shapes ownership, dilution, and investor expectations.

Common valuation methods:

• Comparable company analysis: Benchmarks valuation against similar companies.
  
• Discounted cash flow (DCF): Values based on projected future earnings (rare at very early stages).
  
• Pre-money vs. post-money: Pre-money is the company’s value before investment; post-money includes new capital.
  

Founder pitfall: Obsessing over valuation at the expense of terms. A slightly higher valuation paired with aggressive investor rights may be worse than a lower valuation with cleaner terms.

Dilution and Long-Term Strategy

Raising capital inevitably dilutes founder ownership. What matters is how dilution is managed across rounds.

• Option pool impact: Expanding the pool before a raise typically dilutes only existing shareholders, not new investors.
  
• Stacking preferences: Multiple rounds with aggressive liquidation preferences can erode founder and employee returns.
  
• Strategic trade-offs: Sometimes accepting dilution is the right move if it provides enough capital to hit the next milestone.
  

Founder tip: Model ownership across several fundraising rounds to understand the long-term implications of today’s deal.

Why General Counsel Matters Here

A good GC helps balance the short-term need for capital with the long-term vision for control and ownership. They ensure founders don’t give away more than they intend and structure deals to minimize friction with future investors.

The Takeaway

Fundraising is about more than securing money - it’s about shaping the company’s future governance, ownership, and flexibility. With strong legal support, founders can negotiate smartly, manage dilution, and set their startup on a sustainable growth path.

Securing investment isn’t just about having a great pitch - it’s about building trust. Investor meetings and negotiations require a balance between ambition and transparency. Founders must present the company’s potential honestly while avoiding statements that could create legal or reputational risks later. General counsel plays a key role in preparing materials, guiding disclosure, and ensuring negotiations don’t create unintended liabilities.

Preparing for Investor Meetings

• Board alignment: Ensure the board supports the fundraising strategy before meeting with investors.
  
• Accurate materials: Double-check financials, KPIs, and forecasts for accuracy. Investors expect mistakes to be rare and immaterial.
  
• Consistent messaging: All founders and executives should be aligned on key talking points.
  
• Anticipate questions: Investors will probe market size, growth strategy, competition, and risks.
  

Founder tip: Practice answering tough questions about risks and weaknesses. Transparency builds credibility, while evasiveness raises red flags.

Managing Pitch Decks and Projections

The pitch deck is often the first impression investors have of a company. While it should inspire confidence, it must also avoid overpromising.

Best practices:

• Label forward-looking statements clearly as projections, not guarantees.
  
• Use conservative assumptions backed by data where possible.
  
• Highlight risks alongside opportunities - this demonstrates maturity.
  
• Ensure charts, graphs, and data sources are accurate and up to date.
  

Founder pitfall: Using overly aggressive projections to “sell the vision.” If reality falls short, investors may claim they were misled.

Negotiating With Investors

Negotiations aren’t just about valuation - they’re about control, governance, and alignment of incentives.

Common negotiation points:

• Board seats: How many will investors receive, and how will voting work?
  
• Protective provisions: What decisions require investor consent?
  
• Liquidation preferences: Will investors receive multiples of their money before others?
  
• Pro rata rights: Can investors maintain their ownership in future rounds?
  

General counsel helps founders weigh not just what’s fair today, but what will position the company for future raises.

Why General Counsel Matters Here

GCs guide founders on what disclosures are required, what negotiation points are standard, and where hidden risks lie. They also ensure that conversations with investors don’t inadvertently create binding obligations before a term sheet is signed.

The Takeaway

Investor meetings and negotiations are about trust as much as terms. By preparing carefully, being transparent, and negotiating with the long term in mind, founders can build strong investor relationships. General counsel ensures the process is both strategic and legally sound, setting the stage for smoother raises and stronger governance.

Raising money is only the beginning of the investor relationship. Once capital is secured, founders must shift from pitching to managing relationships with investors. Transparent, consistent communication not only builds trust but also positions investors as allies who can provide strategic support. Poor communication, on the other hand, creates frustration, erodes confidence, and can make future fundraising harder.

Regular Updates

Investors expect regular, structured updates on company performance. These typically include:

• Financial metrics: Revenue, burn rate, runway, and major expenses.
  
• KPIs: Metrics specific to your business model (churn, DAUs/MAUs, CAC, LTV, etc.).
  
• Milestones: Product launches, customer wins, hiring updates.
  
• Challenges: Honest disclosure of risks or issues, along with how management is addressing them.
  

Best practice: Send written updates quarterly and provide a more detailed board deck for formal meetings.

Leveraging Investors as Partners

Investors bring more than just capital - they often have networks, expertise, and influence that can accelerate growth.

Ways to leverage investors effectively:

• Warm introductions: Customers, hires, or future investors.
  
• Strategic guidance: Market insights and competitive benchmarking.
  
• Governance input: Helping shape strategy through the board.
  

Founder tip: Be clear about what kind of help you need. Investors are more likely to engage when requests are specific.

Cap Table and Pro Rata Management

Post-raise, managing the cap table becomes even more important. Investors want assurance that ownership records are accurate and that their rights are being honored.

• Pro rata rights: Many investors expect the chance to maintain ownership in future rounds.
  
• Option pool management: Keep the board informed of grants and expansions.
  
• Transparency: Provide access to updated cap tables and equity records.
  

Founder pitfall: Surprising investors with dilution or option pool expansions. Always communicate changes in advance.

Common Mistakes in Investor Relations

• Overpromising: Creates disappointment and credibility issues when targets aren’t met.
  
• Radio silence: Avoiding communication during tough times damages trust.
  
• Treating investors as adversaries: They are stakeholders in your success - transparency fosters alignment.
  

Why General Counsel Matters Here

GCs help ensure investor communications are consistent, accurate, and legally compliant. They also advise on sensitive disclosures, protect against misstatements, and manage governance processes around cap tables and investor rights.

The Takeaway

Investor relations don’t end with a wire transfer - they are an ongoing partnership. By communicating transparently, leveraging investor expertise, and managing cap tables carefully, founders can build lasting trust. With general counsel guiding the process, startups can keep relationships strong and future fundraising smoother.

Every startup takes risks - it’s part of the DNA of innovation. But unmanaged legal risks can create liabilities that threaten the entire business. From employment disputes to data breaches, compliance failures often surface at the worst possible time: during fundraising, diligence, or acquisition. General counsel helps startups identify, mitigate, and monitor risks so founders can focus on growth with confidence.

Employment Law Compliance

Employment is one of the most heavily regulated areas for startups. General counsel ensures compliance with:

• Classification rules: Employee vs. contractor, exempt vs. non-exempt.
  
• Wage and hour laws: Overtime, minimum wage, and recordkeeping.
  
• Equity and benefits: Proper documentation of stock grants and plan administration.
  
• Workplace policies: Anti-discrimination, harassment prevention, and complaint procedures.
  

Founder pitfall: Relying on informal arrangements with employees or contractors. Without written agreements and policies, startups are exposed to lawsuits and audits.

Contract Risk Management

Contracts are the backbone of business relationships. GCs ensure startup contracts:

• Clearly define scope, payment, and IP ownership.
  
• Avoid overly one-sided terms when dealing with large vendors or customers.
  
• Include protective clauses (confidentiality, indemnification, termination rights).
  
• Are properly executed and stored for future reference.
  

Founder tip: A missing or unsigned contract is as bad as having no contract at all. Proper tracking is part of risk management.

Data Privacy and Security

With GDPR, CCPA, and other privacy laws expanding globally, startups face real risk around user data. GCs help ensure:

• Privacy policies accurately reflect practices.
  
• User consents are properly collected.
  
• Data security measures meet legal standards.
  
• Vendor agreements include necessary privacy protections.
  

Founder pitfall: Copy-pasting a privacy policy without reviewing actual data practices. Misalignment between policy and reality is a major liability.

Dispute Prevention

Not all risks can be eliminated, but many disputes can be prevented through proactive governance:

• Board minutes: Demonstrating compliance with fiduciary duties.
  
• IP assignments: Preventing ownership disputes with employees and contractors.
  
• Insurance: D&O (Directors and Officers), cyber, and general liability coverage.
  
• Dispute resolution clauses: Choosing arbitration or venue upfront to avoid costly litigation.
  

Why General Counsel Matters

Risk management isn’t about saying “no” to opportunities - it’s about clearing obstacles so startups can move fast safely. GCs provide frameworks for compliance, identify hidden risks, and reduce the likelihood of costly legal distractions.

The Takeaway

Startups succeed by taking smart risks, not unmanaged ones. General counsel helps founders strike that balance by ensuring employment, contracts, data, and governance risks are identified and controlled. With a strong compliance foundation, founders can focus on innovation without fear of hidden legal traps.

Intellectual property is the foundation of startup value. From trademarks and copyrights to trade secrets and privacy compliance, protecting IP is both a legal necessity and a business strategy. Founders who take ownership seriously, document everything, and avoid common pitfalls build stronger companies that attract investment and scale with confidence.