Marc Snyderman
Business Attorney, Disruptive Entrepreneur
Marc Snyderman, a seasoned General Counsel and former C-Suite executive provides practical and strategic business and legal solutions to SMBs at below-market rates. He disrupts the traditional law firm model by offering monthly subscription-based outside general counsel services, integrating into clients' teams for growth. With expertise in technology-based companies, he excels in executing the vision, assessing risk, and implementing infrastructure. Marc actively supports disruptive technologies, serving on multiple Boards and specializing in operations management, contract negotiation, M&A, and risk management.
I don’t think there’s a “secret sauce” to being a good leader - it’s really about knowing your “why” and communicating that well to your team. Open, honest communications that encourage trust and
The legal background is really a framework for thinking and problem solving. It’s a high critical thinking skillset that adds significant value to how to look at problems and find root causes and solution sets which is a distinct advantage in business.
Fundraising is like going into a war - there will be many battles along the way but you need to keep your eye on the prize because you may have to lose some battles to get there. Once you’ve won the battle to get funded you may have reporting requirements to your investors and you certainly want to be communicative to them without misleading them.
Probably the biggest hole in partnership documentation is detailed expectations of workshare. It’s one of the biggest bones of contention amongst partners and causes a lot of strife down the road. I’d also suggest to use vesting in equity grants with partners and the founder to ensure they are committed to the vision and mission of the organization.
Build out a culture code and set it out for the world to see. It will say why you do what you do and can be a great tool to ensure applicants are on the same page as the founder and the company. The level of candidates will, by nature be better for the company.
I don’t think there’s a “secret sauce” to being a good leader - it’s really about knowing your “why” and communicating that well to your team. Open, honest communications that encourage trust and
The legal background is really a framework for thinking and problem solving. It’s a high critical thinking skillset that adds significant value to how to look at problems and find root causes and solution sets which is a distinct advantage in business.
Fundraising is like going into a war - there will be many battles along the way but you need to keep your eye on the prize because you may have to lose some battles to get there. Once you’ve won the battle to get funded you may have reporting requirements to your investors and you certainly want to be communicative to them without misleading them.
Probably the biggest hole in partnership documentation is detailed expectations of workshare. It’s one of the biggest bones of contention amongst partners and causes a lot of strife down the road. I’d also suggest to use vesting in equity grants with partners and the founder to ensure they are committed to the vision and mission of the organization.
Build out a culture code and set it out for the world to see. It will say why you do what you do and can be a great tool to ensure applicants are on the same page as the founder and the company. The level of candidates will, by nature be better for the company.