Hubbard Business Counsel

The mission of Hubbard Business Counsel is to help businesses both to survive and to thrive in today’s—and tomorrow’s—business, legal, and financial environment. These roles are crucial to that mission: to serve as outside general counsel to middle-market companies and their owners; to help clients make sound business decisions; to help implement appropriate actions, in what are often difficult times; and to aid clients in planning for their futures.

Your Business:

There is no magic bullet; there is rarely one “right” course of action. There can be a series of problems, a series of answers. Yet the businessman must devise a course of action. To whom does he or she turn? Spouse or other family member? Auditor or financial adviser or banker? Employees and board members? Customers or suppliers or even the competition? Each of these sources may well have insights that are helpful—but, even as you, as a businessperson, make your tentative judgments, who is it that helps you to sort through the alternatives?

Who helps you weigh the potential effects of actions (or inaction) on your business? Who helps guide your business through the minefields of business practice, law, finance—and your own emotional response to these problems? How confident are you that the advisers to whom you turn have the depth of knowledge, experience, judgment, and commitment to your business to provide you with the kind of insights that you want. And what about those times when, having come to a decision on your own, you’d welcome a second opinion? Once the potential complexities of any business situation have been determined, there may well be a simple solution—if you have a trusted adviser in whom you can confide.

Your Business Legal Counsel:

Being your Business Legal Counsel is about winning, yet at the same time it is not just about winning. It is also about listening—understanding the client and that client’s needs, wishes and interests. It is about listening to the answers to the right questions, questions arising from the facts, from the business situation. And it is about making mistakes—and learning from them.

It is about sifting through business facts and legal considerations, about understanding the client’s business and the financial implications of various decisions. It is about the crucial intersection of law, business, risk, and opportunity. It is about combining thorough analysis with instinct, about thinking through various courses of action and their likely effect upon shareholders and owners, the business itself, its lenders, customers and suppliers, its employees. It is about the needs of the business—today’s needs and, given the rapid changes in the busi

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