Join the 9 million people who found a smarter way to get Expert help
Recent Recession questions
In 2003 I loaned $20000 to a friends wife (Sheila)
In 2003 I loaned $20000 to a friends wife (Sheila)for her business (She's Ceramics) She made two payments and then stopped. They closed down the business. My friend (Zane) ended up losing everything in the recession and declared bankruptcy. I asked him repeatedly over the years when they could pay me back. He always said he repay as soon as he was able to repay. They are now divorced and the last time I spoke to Zane he said I should ask Sheila for repayment. My loan was not included in the bankruptcy. What court action should I take? Does the date 2003 cause a problem here? Should I sue Sheila ? Zane ? Or both? Only Sheila is on the loan document. We are all in California
My husband and I have been married for 29 years. We have been
My husband and I have been married for 29 years. We have been separated for the last five years, since 2009. In 2009 we sold our home and divided all our personal property, so division of assets is not an issue. In 2012 my husband filed for divorce. At that time we divided our business assets. We were in the construction and real estate development business together since 1986, a year after we were married. We were very successful. My husband brought in the business and project managed the jobs and I ran the office. In 2008, the year before we separated, our companies were hit very hard by the real estate recession. There was no adultery during the marriage, but in 2012 my husband began living with a woman he was dating. He pays for all her expenses. I have not asked for temporary maintenance the entire time we have been separated. Our trial is set for November. We have a settlement conference tomorrow to see if we can settle before trial. I make a very modest income. My husband does well for himself because he was able to recover. What he did in the companies before was more important than what I did. This brings you up to speed generally.I want to know the facts I should consider when considering what I should ask for in maintenance. I know the general items, but I want to know about items I might not be thinking of. Can you help me with this? Thank you.
I own a very profitable but small ($600k in sales) business.
I own a very profitable but small ($600k in sales) business. I am dominating my niche and the potential to be a $50 million dollar company is real. I really need a partner that can come in and take over the reigns and grow this business while we are in such an early stage of this industry and while we are still in the dominating position.I need a partner to expand and grow this company to $50 million. I would not like to hire a CEO. I would prefer an investment interest and take over of the company wholly or partially.Who should I be looking for? An Angel Investor? In other words, what is the description or title I should be searching for for this type of help?
Let me give some context and the current issue:
I own an
Let me give some context and the current issue:I own an Aerus Franchise. We sell different home environmental products and we are the authorized makers of the former Electrolux and current Aerus Products. Our franchises are essentially set up as sales organizations with a retail center and outside sales representatives. In 2010, my manager and I had talked about possible opening another satellite office in Westminster, MD but his father passed and therefore it didn't come to fruition, however, after the passing of his father, my manager (who was also the largest revenue producer for my organization) took "some time off" to take care of the farm estate. As I come from a line of farmers, I understand that time it takes to work with a farm estate after the passing of the farmer so I didn't think anything of the amount of time it was taking for him to resolve estate issues. As it turned out, the time wasn't being spent taking care of estate issues but rather our corporate offices (Aerus, LLC) was working with my manager to open a new Franchise in a city that I was currently servicing. They did this without my knowledge and without getting permission to release my employee. In May of that year, I received a call from the company paralegal saying that I needed to release both my Manager and Service Manager as they ALREADY had a lease in place for a new store. I told Aerus I didn't agree to releasing both my managers and basically having to start over after I had already invested so heavily into growing the franchise. Because of this loss, our revenues drop over 55% in the next 2 years as we scrambled to try and replace the void. This caused much financial stress and I had to go further into debt in order to keep my franchise afloat as I lost my best salesperson (my manager) and we entered into the deepest part of the recession.Fast Forward...In November 2012 I met Ted. He came to work for my organization and was a more than adequate replacement for my old manager as he helped me rebuild the franchise from utter financial ruin back to a stable and healthy growth. Employing Ted was a bit tricky as he does have a record and I was warned by the former Vice President of Operations about his past. Ted was put on the DO Not Hire list by another franchise owner who claims Ted owed him product back from when he worked for him. The former VP of Operations made 2 stipulations if I was to bring Ted on...first, I had to recognize that he did have a record and I had to accept all responsibility for any actions of his that may negatively reflect on the company and second, Ted had to work on resolving the "issued claim" from the other franchise owner. We fulfill our obligations on this end. In April of this year I made contact with our corporate offices and the new VP of Operations to try and get Ted off the DNH List so that he could receive the recognition he deserved. During this correspondence, I received the following response from the New VP of Operations:"From: Jason J******* Sent: Wednesday, April 16, 2014 4:49 PMTo: FRHanoverPA1 Cc: Jonathan L******Subject: FW: Ted P******* and Matt Norris Matt, Ted P###### XXXXX XXXXX Do Not Hire and FOAS won't even permit entry of him in the system he was never taken off of Do Not Hire. Bill C****** had only sent a request to Sales to see if they wanted to reconsider removing him when he had last talked to you, the answer was a resounding NO so he should have never been working in your location and should not work in your location or any other going forward. "Now, if I read that email correctly, it means that Ted can not work for any location anywhere going forward. Because of this, I had to fire Ted (Once again my best asset) at corporate's request saying he's not allowed to work for the company. The firing put a strain on the relationship with Ted. But now, I found out that after I fired Ted, the company turned around and gave him permission to go back and work for the Fairfax VA Franchise which is where he was resolving the product issues from before. This is the 2nd time that a decision handed down by corporate has cost me my biggest asset and revenue producer. Each time the loss has caused deep financial strain as the company is set up to operate based on the revenues that were generated last fiscal year. Every time I start to build my franchise, corporate hands down a decision that causes financial harm, the first time completely behind my back and this time by misleading me and making me fire my best employee because he's not eligible to work anywhere in the company just to find out that within 2 weeks he's selling for another franchise while still living in a house that I have the lease on. There are more "franchise protection issues" that I could talk about, but I guess my question is, do I have meaningful grounds for a suit against Aerus for causing me financial harm?
A general Question about a Lawyers etiquette
When a lawyer
A general Question about a Lawyers etiquetteWhen a lawyer is defending us in California and we reside in Illinois. here is the situationHe went to Court on our behalf and scheduled a trial date…..For Dec 10th We assumed that this date was good and made travel plans. During some pre-trial date he attended prior to this trial he postponed it without conferring with us and let us know after pretty close to the date that it was delayed. Without questioning him we assumed this was action taking by the prosecutor and left it alone. This trial was set for Jan 27th 2014.After making new reservations and having a few conversations with our Lawyer about stratedgy and preparation for this date, we made clear to him that it was necessary to commence. He had been aware that we had made non-refundable reservations during those conversations and pre trial convictions as to who we were to inform about testifying on this date so there was no reason to believe that this trial was not going to take place. However he attended another pre-trial motion hearing I guess, to finalize the date and confirm our being ready but somehow decided that he needed more time and changed the date without conferring with us with not so much as even a phone call or an Email to OK the new date or even the fact that this was going to be postponed a third time if we were OK with that. On top of all that when he changed the date on Wednesday he did not inform us of this change until last night after we Emailed him of a different issue. Heres the question Is it ethical or within his rights not to confer with us of any changes to this trial date? I mean even if it was done at the last minute I am sure that the Judge would have given him a recess knowing the situation for a quick phone call!!!
On November 2013 we were suppose to have an Assembly where
On November 2013 we were suppose to have an Assembly where another President, General Secretary, Tresurer were to be selected. When we send a letter to a member to step down from her position as an Executive Board member, she hire a lawyer and we are dealing with this matter, meantime we don't know if the existing board members of 2013 should continue working on their positions or not. As a President my two years were up 2013, in order to continue we would have ask for an amentment, but we postponed the Assebly.In these cases what can we do as an organization, put everything in recess or continue business with the same board members of 2013?
My economic meltdown began in 2009, starting with the recession,View more business law questions
My economic meltdown began in 2009, starting with the recession, I became disabled with Parkinson's disease also, and cannot "Work my way out." My house is valued at $550,000 and mort around $1. I owe about $200,000 in credit cards. My business closed in early 2012 with no value. The house is going into foreclosure. I am living on social security, but just had an offset by the SBA of 33% of my previous payment, amounting to $300+ per month. I live on social security and have savings of less than $100,000. I am insolvent. Is there any way to reverse the SBA offset?