Some opportunities are too large, too local or too specialised to pursue alone — which is why businesses combine. A joint venture lets two or more parties share a project, a market or a capability; but it also binds them together, and a JV built on a handshake and enthusiasm tends to end in deadlock. We structure and document joint ventures that balance risk, reward and control so the partnership actually works.
Form: an incorporated JV company (with the Companies Law framework around it) or a purely contractual alliance — each suits different projects. Contributions: who brings capital, assets, licences, know-how or market access, and how each is valued. Control: board and management rights, reserved matters, and what happens when the partners disagree. Economics: profit sharing, funding obligations and what happens if one party cannot pay. Exit: duration, termination triggers, buy-out mechanics and what happens to the business and its assets at the end. We put answers to all of these into the documents before the venture begins.
We advise on structure and jurisdiction; draft the JV agreement and, for incorporated ventures, the aligned constitutional documents; negotiate between the partners; paper the ancillary arrangements (IP licences, services, secondment, supply) the venture depends on; and act when an existing JV runs into deadlock or dispute.
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