contract-traps 
InfoChachkie
MAY 5, 2011
If you enter into a development or trial partnership for free, you are allowing the BDC to forestall its ultimate determination of the value of the partnership. BDCs can afford to hire large staffs to adequately track all of the evergreen provisions in their contracts. Never agree to such a provision. You will not have that luxury.
InfoChachkie
MAY 19, 2011
This series describes how entrepreneurs can craft company-changing agreements with BDCs, while avoiding Kiss of Death contract provisions. Guard against a preclusion that would deny you from utilizing the IP developed during the course of executing the agreement. Get The Cheese With Your Neck Intact.
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InfoChachkie
MAY 9, 2011
In many cases, agreements crafted by BDC lawyers resemble ConTraps rather than mutually beneficial contracts. This series describes how entrepreneurs can craft company-changing agreements with BDCs, while avoiding Kiss of Death contract provisions. Part III addresses these contract traps: World-wide Distribution.
InfoChachkie
MAY 9, 2011
In many cases, agreements crafted by BDC lawyers resemble ConTraps rather than mutually beneficial contracts. This series describes how entrepreneurs can craft company-changing agreements with BDCs, while avoiding Kiss of Death contract provisions. Part III addresses these contract traps: World-wide Distribution.
Berkonomics
MAY 20, 2021
Enterprise time, as opposed to personal time management, is the sum total of resources available to a company expressed in terms of time – time to develop, to debug, to produce, to deploy, to respond to issues, and to make changes in plans that are not working. There are many ways to fall into this trap.
Berkonomics
NOVEMBER 6, 2014
Enterprise time, as opposed to personal time management, is defined as the sum total of resources available to a company expressed in terms of time – time to develop, to debug, to produce, to deploy, to respond to issues, and to make changes in plans that are not working. There are many ways to fall into this trap.
Both Sides of the Table
SEPTEMBER 16, 2009
I could easily go into the board rooms of major European companies (I was based in London) and land $500k – $1 million contracts so my order book grew rapidly. It soaked up all of our development resources and didn’t allow us to focus on what we felt our company strategy was. But few companies are good at trapping rabbits.
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