Services | business formations
How we help
YOHANAN Law advises entrepreneurs, startups, founder-led businesses, and established companies throughout Brooklyn and New York on business formation, ownership structuring, and corporate governance matters. Our practice includes business entity selection, LLC formation, company incorporation, operating agreements, partnership agreements, joint venture structuring, and multi-party ownership arrangements. Whether you are launching a new venture, bringing on a co-founder, forming a partnership, or preparing for future growth, we provide practical legal counsel tailored to the needs of growing businesses.
The decisions made during the formation of a business can have long-term consequences for ownership, control, liability, taxation, fundraising, and succession planning. Every business structure presents unique legal and operational considerations, from governance rights and profit distributions to decision-making authority, ownership transfers, and dispute resolution mechanisms. We help clients identify potential risks, establish clear ownership structures, and create agreements that support their business objectives.
Client Industries
Technology
Manufacturing
Media
Entertainment
Retail
Professional Services
Healthcare
Insurance
Consumer Products
Technology Manufacturing Media Entertainment Retail Professional Services Healthcare Insurance Consumer Products
Previous clients
We represent investors, entrepreneurs, and growing businesses in a wide range of industries and stages.
Professional Services
Manhattan-based marketing services firm
Brooklyn-based marketing services firm
Manhattan-based creative consulting firm
Brooklyn-based marketing services firm
TECHNOLOGY
Canadian hi-tech firm
Brooklyn-based e-commerce firm
Brooklyn-based web3 mental health firm
Arts & Entertainment
Brooklyn-based online sales platform
Brooklyn-based production company
Brooklyn-based record label
Brooklyn-based painter
Health & wellness
Brooklyn-based provider of wellness products and services
Manhattan-based IV drip therapy provider
FAQ
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Yes. Unlike many states, New York generally requires LLC members to adopt an operating agreement. Although the agreement does not need to be filed with the state, it is one of the most important legal documents your business will have because it establishes the rules governing ownership, management, voting, profit distributions, transfers of membership interests, and how disputes will be resolved.
Operating agreements are especially important for LLCs with multiple owners. In our experience, many business disputes arise because the members assumed they shared the same expectations but never documented them. Who has authority to make major business decisions? What happens if a member wants to sell their interest, stops contributing to the business, or dies? How are profits distributed? A well-drafted operating agreement addresses these questions before they become costly disputes.
Even single-member New York LLCs benefit from an operating agreement. Banks, lenders, investors, landlords, and other third parties frequently request one, and it helps demonstrate that the LLC is being operated as a legal entity separate from its owner. In our experience, business owners often focus on forming the LLC but give far less attention to the document that governs how it will actually operate. A carefully drafted operating agreement helps satisfy New York's legal requirements, provides clarity, reduces the likelihood of disputes, and creates a stronger foundation for the business as it grows.
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An operating agreement should establish the ground rules for how the LLC will be owned, managed, and operated. In our experience, many LLC owners spend considerable time discussing the business opportunity and very little time discussing what happens when circumstances change. A well-drafted operating agreement helps prevent misunderstandings by addressing those issues before they become disputes.
At a minimum, an operating agreement should address ownership percentages, capital contributions, profit and loss allocations, voting rights, management authority, distributions, admission of new members, transfers of ownership interests, and procedures for resolving deadlocks or disputes. For example, if one member wants to sell their interest, retire, or stop participating in the business, the agreement should clearly explain what happens next. Similarly, if the LLC has multiple owners, the agreement should identify which decisions require unanimous approval and which can be made by a majority vote.
In our experience, the most valuable provisions are often the ones owners hope they will never need. Buyout rights, departure provisions, death or disability provisions, non-compete and confidentiality obligations, and dispute resolution procedures rarely seem important when everyone is getting along. They become critically important when relationships change. A strong operating agreement protects both the business and its owners by creating a roadmap for handling difficult situations before emotions, money, and uncertainty complicate the discussion.
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Yes. Many single-member LLC owners assume operating agreements are only necessary when there are multiple owners, but that is often not the case. A single-member LLC still benefits from having a document that clearly establishes how the business is organized, managed, and operated. In practice, an operating agreement can help demonstrate that the LLC is a legitimate business entity separate from its owner.
Single-member operating agreements are also frequently requested by banks, lenders, investors, landlords, and other third parties. For example, a bank may ask for an operating agreement before opening a business account or approving financing. Having the document prepared in advance can help avoid unnecessary delays when those opportunities arise.
In our experience, business owners often treat operating agreements as something they will get around to later. The reality is that many important business decisions happen early in a company's life cycle. A properly drafted operating agreement creates a clear record of ownership and management authority, supports the LLC's legal structure, and helps the business appear more organized and professional when dealing with customers, lenders, investors, and potential buyers. Even when there is only one owner, the document can provide meaningful legal and practical benefits.
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Disagreements among LLC members are inevitable. The real question is whether the business has a plan for handling them. In our experience, most LLC disputes do not arise because someone acted in bad faith. They arise because the members never clearly established how decisions would be made, what authority each owner would have, or how conflicts would be resolved when opinions differ.
The outcome often depends on the LLC's operating agreement. A well-drafted operating agreement may specify voting thresholds, management authority, buyout rights, deadlock procedures, mediation requirements, or other mechanisms for resolving disputes. For example, the agreement may require unanimous approval for major decisions such as admitting a new member, selling the business, or taking on significant debt, while allowing routine decisions to be made by a manager or majority vote. Without clear rules, disagreements can escalate quickly and interfere with the company's operations.
In our experience, deadlocks are particularly common in 50/50 ownership structures. Two equal owners may agree on the vision for the business but disagree on hiring decisions, compensation, expansion plans, distributions, or whether to sell the company. Businesses that address these possibilities upfront are generally in a much stronger position than businesses that assume everyone will always get along. A thoughtfully drafted operating agreement can provide a roadmap for resolving disputes before they threaten the stability of the business.
Getting Started
Founders & Ownership
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Few decisions have a greater long-term impact on a business than the initial ownership split among its founders. In our experience, many founders divide ownership equally because it feels fair at the beginning. That approach can work, but it often creates problems if the founders contribute different amounts of capital, experience, time, intellectual property, industry relationships, or ongoing effort.
For New York LLCs, ownership percentages, voting rights, profit distributions, management authority, and buyout rights should be clearly addressed in the operating agreement. For New York corporations, those issues are typically addressed through stock ownership, shareholder agreements, bylaws, and founders' agreements. Regardless of the entity, founders should also discuss vesting, future responsibilities, compensation, decision-making authority, and what happens if a founder leaves the business.
In our experience, founders spend a surprising amount of time negotiating ownership percentages and very little time discussing the assumptions behind those percentages. Many ownership disputes arise because expectations regarding contributions and long-term commitment were never documented. A carefully drafted operating agreement or shareholder agreement helps align expectations, reduce future conflict, and protect both the business and its owners.
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A founder's departure can create significant legal and business challenges if the company has not planned for it in advance. In our experience, founders often focus on launching the business and give very little thought to what happens if someone resigns, stops contributing, retires, or accepts another opportunity.
For New York LLCs, the operating agreement should address whether the departing member keeps their ownership interest, whether the company or the remaining members have buyout rights, how the departing member's interest will be valued, and whether they retain voting or distribution rights. For New York corporations, these issues are typically governed by shareholder agreements, stock transfer restrictions, founders' agreements, and vesting provisions. A founder who leaves after six months but retains a substantial ownership interest can create significant challenges for the business regardless of its legal structure.
In our experience, vesting is one of the most effective ways to address founder departures. Businesses should also consider buyout provisions, transfer restrictions, confidentiality obligations, and non-solicitation provisions before problems arise. The best time to address a founder's departure is before anyone is thinking about leaving.
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The best way to prevent a business dispute is to have difficult conversations before they become necessary. Many owners spend time discussing the business opportunity, but very little time discussing what happens if someone wants out, stops contributing, disagrees with a major decision, or develops a different vision for the company's future.
If your business is a New York LLC, your operating agreement should clearly address ownership percentages, management authority, voting rights, profit distributions, capital contributions, transfer restrictions, buyout rights, and procedures for resolving deadlocks. If your business is a New York corporation, those issues should be addressed through shareholder agreements, bylaws, and other corporate governance documents, including board authority, shareholder voting rights, stock transfer restrictions, and buy-sell provisions.
In our experience, most partnership disputes are not caused by dishonesty. They arise because the owners never documented their expectations. Whether your business is organized as an LLC or a corporation, a well-drafted governing agreement creates clarity, establishes expectations, and provides a roadmap for resolving disagreements before they threaten the business.
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An owner's ability to sell their interest depends largely on the company's governing documents. In many closely held New York businesses, an owner cannot simply sell their interest to anyone they choose.
For New York LLCs, the operating agreement often restricts transfers of membership interests and may require the consent of the other members or give them a right of first refusal before an ownership interest can be sold. For New York corporations, shareholder agreements commonly contain stock transfer restrictions, buy-sell provisions, and rights of first refusal that protect the existing shareholders from having an unwanted third party become an owner.
Several practical questions should be answered before an owner exits. Who has the right to purchase the interest? How will it be valued? Can the remaining owners match an outside offer? What happens if no one wants to buy it? In our experience, businesses that address these issues early avoid many of the disputes that arise when an owner unexpectedly decides to leave. A well-drafted operating agreement or shareholder agreement provides a clear exit strategy while protecting both the departing owner and the long-term stability of the business.
Partnerships, Investors & Growth
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Bringing in a new owner or investor does not automatically mean giving up control. In our experience, business owners often focus on ownership percentages while overlooking governance rights, which frequently determine who actually controls the business.
For New York LLCs, control is largely determined by the operating agreement. Existing members can often define management authority, voting thresholds, approval rights, and the circumstances under which new members may be admitted. For New York corporations, control is typically determined by stock ownership, shareholder agreements, board composition, voting rights, and the corporation's bylaws. A founder may own less than a majority of the company while retaining significant control, or own a majority but surrender meaningful authority through poorly negotiated governance provisions.
Before admitting a new owner or investor, business owners should understand how the transaction affects ownership, voting rights, management authority, board composition, and future decision-making. In our experience, the most successful transactions balance investor protections with the founders' ability to continue operating the business. Many control disputes can be avoided simply by negotiating those issues before the investment closes.
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Joint ventures can be an effective way for businesses to share resources, enter new markets, pursue large projects, or combine complementary expertise. They can also create significant problems when the parties enter the relationship without clearly defining expectations. In our experience, many joint ventures fail because the parties focus on the opportunity and spend too little time discussing governance, economics, and what happens when disagreements arise.
Before entering into a joint venture, the parties should clearly address each participant's contributions, ownership interests, management authority, decision-making rights, profit-sharing arrangements, capital obligations, and responsibilities. For example, one company may contribute capital while the other contributes intellectual property, industry relationships, or operational expertise. The agreement should clearly define what each party is expected to provide and what each party receives in return.
Joint ventures also require an exit strategy. Businesses should discuss what happens if the venture underperforms, requires additional capital, reaches a deadlock, or if one party wants to leave. In our experience, the strongest joint venture agreements spend as much time addressing potential problems as they do describing the business opportunity itself. A clear roadmap for governance, dispute resolution, buyouts, and termination can help preserve the relationship and protect both parties if circumstances change.
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Bringing in an owner or investor does not automatically mean giving up control. In our experience, founders and business owners often focus almost entirely on valuation and ownership percentages while paying too little attention to governance rights. A founder who retains 80% ownership can still create significant problems by granting broad approval rights, board control, or veto powers to a minority investor. Conversely, a founder may own less than a majority of the company and still maintain substantial control through the company's governance structure.
The answer depends on how the investment is structured and what rights are being granted. For example, investors may request board seats, board observer rights, information rights, approval rights over major decisions, or protective provisions relating to future financings, acquisitions, or changes to the company's governing documents. Some of these rights are reasonable and expected. Others can significantly limit the founders' flexibility to operate the business. The key is understanding which rights affect day-to-day control and which are primarily designed to protect the investor's investment.
In our experience, the most successful financings balance the company's need for flexibility with the investor's need for protection. Investors want visibility and safeguards against major decisions that could harm their investment. Founders want the ability to run the business without seeking approval for every important decision. A carefully structured investment can accomplish both goals. Before accepting outside capital, business owners should understand exactly how the proposed investment affects ownership, voting power, board composition, and decision-making authority. Many control disputes can be avoided simply by addressing those issues upfront rather than after the investment closes.
Updated June 2026