A business dispute is not only about whether a claim can be filed
A workable strategy must answer three questions: whether the evidence supports the position, whether the time and expense serve the commercial objective, and whether the result can be enforced. We assess litigation inside the client’s operating environment rather than push every disagreement into the same procedure.
Common matters
- Material breach, payment, delivery, termination and indemnity disputes
- Control, accounting and fiduciary disputes among shareholders, members and partners
- Investment disputes, business fraud and misrepresentation
- Director, officer and management liability
- Cross-border transactions, supply chains and joint ventures
- Injunctions, asset preservation, debt recovery and judgment enforcement
- Governance documents, shareholder or operating agreements and key contracts
Four steps to a path
01 | Build a fact-and-document index
Organize agreements, amendments, payments, email, accounting and meeting records by date and separate established facts from disputed statements and missing evidence.
02 | Compare negotiation, mediation, arbitration and litigation
Forum and arbitration terms, limitation periods, urgency, cost and the continuing relationship all affect the right route.
03 | Protect operations and enforceability
Strategy must account for cash flow, control, reputation, confidentiality and the other side’s ability to perform. A judgment is not the same as recovery.
04 | Repair the corporate record
Governance, authority or contract weaknesses exposed by the dispute should be corrected through appropriate documents.
Before a consultation
Bring complete agreements and exhibits, governance and ownership records, payment and financial material, communications and a one-page timeline. Preserve original electronic files.