This feature of our blog is where our in-house readers share tips, anecdotes and thoughts about things that come up in their daily practice. This particular batch of thoughts is about those areas of securities law that tend to be the most confusing [Part 2 coming soon; feel free to ping me and share your…

Following up on my blog about “Should You Create a Standalone E&S Board Committee?,” for those boards who decide to establish standalone board committees for ESG, here are four things to consider:

1. New Board Committee’s Name – It should be broad enough to encompass its purview. How broad a reach will this

Over the years, I’ve talked to a number of company executives who think they want to be deemed an “executive officer” for purposes of the company’s SEC’s filing. I always say in response, “you don’t.” They argue that “Sally is an executive officer listed in our annual report. And I’m just as important as her!”…

Following up on my series of blogs about subsidiaries, to be proficient when managing subsidiaries, you need to be organized. You want things to run smoothly once an entity is formed – and to help guide you when you’re deciding whether to approve a new entity. The linchpin of this is to set up…

For quite some time now, the perils of directors serving on too many boards – known as “overboarding” – have been well known and frowned upon. Directors serving on too many boards tend to have limited time available to focus properly on the tasks at hand. Some – or all – of the entities for…

Given the heightened interest in sustainability, in social issues, in workforce issues, some companies have moved oversight of their company’s activities in these areas to a standalone board committee. Is that necessary? Is that overkill?

It depends.

For many companies, I think they’ll find that issues tied to E&S are touching the lives of each…

This feature of our blog is where our in-house readers share tips, anecdotes and thoughts about things that come up in their daily practice. This particular batch of thoughts is about handling director recruiting [we will even have a Part 2 soon enough; feel free to ping me and share your thoughts – they will…

An increasing number of public boards are inviting non-CEO officers and executives to serve as public company directors.  Is this a good idea to look beyond a proven CEO for a director?  And, is it a good idea for the invited executive’s employer to allow that person to serve?

My experience has been – Yes! – to both, so…