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I always recommend that shareholders put a buy-out agreement in place from the very beginning. A well-drafted shareholder agreement should clearly outline the roles and responsibilities of each shareholder.
In addition, these agreements should also lay out the specific circumstances under which a shareholder can request or be required to sell their shares, whether to the other shareholders or back to the company.
Mandatory buyouts are rare and typically only occur when they’re outlined in advance in a shareholder agreement. These agreements often spell out specific events that may trigger a buyout to protect the company and the remaining shareholders.
Some common triggers may include a shareholder filing for bankruptcy, having a judgment entered against them, or facing pressure from creditors. In these situations, a buyout may be necessary to insulate the company from the potential liability of disruption tied to that shareholder’s personal financial issues.
Buy-sell agreements help protect businesses during shareholder exits by establishing a transparent process for handling these exits, including how the value of the departing shareholder’s interest will be determined. This is especially important when there’s a disagreement over valuation.
For example, one partner may believe their shares are worth $150 each, while another argues the business is struggling and the value is closer to $50. A well-drafted agreement typically lays out a valuation formula in advance, often based on earnings, revenue, or other key metrics.
This shifts the tone of the conversation to an objective, mathematical formula, rather than a subjective, opinion-based one, which is valuable for preventing disputes.
An accurate business valuation is essential in shareholder buy-out negotiations, but it’s just one part of the equation. The whole picture is having the valuation method and buy-out terms clearly spelled out in the shareholder agreement from the beginning.
When valuations are unclear or disputed, it often leads to unnecessary conflict, which is exacerbated through costly litigation. Closely held companies should strive to have as many of their affairs as possible prescribed in advance in their shareholder agreements to reduce or even eliminate the risk of disputes down the road.
Emotional readiness can be a significant factor, especially in family-run businesses. Often, the person who built and ran the business for years is nearing retirement, but letting go can be difficult. Which is understandable, as the business has been their baby for many years.
In my experience working with family businesses, I’ve found that proactive succession planning helps ease this transition. Whether the next generation of children is involved or long-time minority partners are stepping up, starting the conversation early allows for a more thoughtful and gradual process.
With the proper planning and agreements in place, the transition looks less like a sudden emotional separation and more like a natural, smooth evolution of the business. That shift in mindset makes the buy-out process easier and less emotional for everyone involved.
For more information on shareholder buyouts in DuPage County, IL, an initial consultation is your next best step. Get the information and legal answers you are seeking by calling (630) 274-6196 today.