Franchise Your Business

FDD Renewal Season Explained

• Big Sky Franchise Team | Tom DuFore

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This week on the Franchise Your Business webinar series, we are joined by Meredith and Ken from EntrePartner Law Firm.

Meredith founded EntrePartner to provide entrepreneurs with practical, actionable legal advice at predictable costs. She has guided franchise clients through critical growth stages, including serving as General Counsel for Anytime Fitness during its rapid domestic and international expansion.

Ken Hall brings experience from big firm law and his own entrepreneurial ventures, including running a franchise. He helps franchisors establish, grow, and operate their systems, offering real-world solutions that go beyond legal advice.

In this webinar, they share practical tips for FDD renewal, including how to maximize your FDD season and manage the process efficiently, helping you stay ahead in your franchise growth.

This was a live recording on February 19, 2026 at approximately 1 PM Eastern USA.

This episode is powered by Big Sky Franchise Team.
Big Sky Franchise Team is consistently recognized as one of the best franchise consulting firms in the United States, helping business owners franchise their businesses through a proven 3-Step franchise process rooted in ethical principles, hands-on guidance, and customized deliverables. If you are ready to talk about franchising your business you can schedule your free, no-obligation, franchise consultation online at: https://bigskyfranchiseteam.com/.

The information provided in this podcast is for informational and educational purposes only and should not be considered financial, legal, or professional advice. Always consult with a qualified professional before making any business decisions. The views and opinions expressed by guests are their own and do not necessarily reflect those of the host, Big Sky Franchise Team, or our affiliates. Additionally, this podcast may feature sponsors or advertisers, but any mention of products or services does not constitute an endorsement. Please do your own research before making any purchasing or business decisions. References to external data sources, studies, statistics, or other third-party content are not claimed as our own unless explicitly stated. We do our best to provide proper credit and citation where due. If we unintentionally fail to cite or credit a source, please let us know, and we’ll gladly...

Tom DuFore:

All right, everyone. Uh thank you for joining us for another edition of our franchise your business webinar and podcast series. And today's session is all about FDD renewals that we're going to be talking about. And by the way, for those of you that are new to us or just joining us for the first time, my name is Tom Dufour. I'm the host for our program. I'm the founder and CEO of Big Sky Franchise Team. And while you're here and we're getting things going, we'd love for you to subscribe to our great content. So you can subscribe to this podcast over at the Franchise Your Business podcast on your favorite uh podcast service, or subscribe to our YouTube channel, which is just Big Sky Franchise Team, where you can get access to this as well as our other uh podcast series called Multiply Your Success. That's fast approaching 300 episodes now. And as I was leading into this, today's session is all about FDDs and specifically FDD renewal. And we are in the thick of the renewal season, and I am so grateful to have with us uh the partners over at Entre Partner Law Firm. And so I'll introduce Meredith Bauer. And Meredith started Entre Partner Law Firm in 2011 after her realization that entrepreneurial clients needed practical, actionable legal advice at reasonable, foreseeable costs. So she built Entre Partner to meet that need and provides counsel to startup, growing, and experienced entities in the franchise space. Along with us today is Ken Hall, who joined Entre Partner Law in 2018 after a background in big law firm, in big firm law, and his desire to provide pragmatic advice to his varied business clients. Ken's entrepreneurial background also includes uh business Ken founded in the retail and food production business, including uh as a franchiser himself. So, with that as a just a quick intro, Meredith and Ken, I just want to say thank you so much for being here and start digging into some of this FDD renewal stuff.

Meredith Bauer:

Thank you. We are excited to be here. It is time, it is the topic of the season, I think, in FDD renewal world. So we're ready to jump in.

Tom DuFore:

Well, well, excellent. Well, thank you all so very much uh for being here to talk a little bit about this, especially as I know the IFA conference is fast approaching and travel schedules and so on. So I'm I'm glad we're able to have you all in here. So let's start with just an initial overview and just talk about for someone uh we work with a lot of emerging franchise oars or new franchise oars, and the renewal period might be new, or maybe this is just a reminder for someone that's maybe been brought into a seasoned franchise uh company and maybe they're new to this whole renewal thing. Uh and so I'd love for you guys, let's just give an overview. Why do we need to renew and why now?

Ken Hall:

Yeah, that's a great question, Tom. And thanks again for having us. Um, so you know, so many, especially new franchise ours, they get caught up in the initial FTD that they're preparing and launching a franchise um system and everything that goes with that is, and as you know, that's um that's a that's a big undertaking. Um and so when you're focused on that, sometimes what gets forgotten is that the FDD is a living document. It needs to be updated every single year. Um, that's a federal rule. And then in states that require um franchises to be registered, um, they the new FDD needs to be registered every year. So um, you know, the FTD renewal process, it's a little bit different for every system. Some systems kind of keep track of things as they go along. Some systems, you know, kind of wait till the last minute. So I'm glad you um, you know, noted we're in the the thick of FTD renewal season. I know a lot of uh a lot of people working on them are are really far into it. And then I also know there are some that are looking at their calendar and saying, oh my gosh, I um I haven't done much yet. So I need to get started on that.

Tom DuFore:

Well, one thing I'd like to ask about. So for someone that's going through the renewal or thinking about renewal, uh uh it someone might say, Well, what's the big deal? You know, so what happens if I miss this renewal period? So when is this renewal kind of cut off? And why does why is it important for them to try to get renewed within within this time period?

Meredith Bauer:

Yeah, I think that's a good question. We talk with our clients a lot about timing um as we kind of end the year and start the new fiscal year for most people. So the renewal is tied to a fiscal year end. Most of our clients have a December 31st fiscal year end. Um, and there's some nuance there depending on what states they're registering in and some of the details, but generally within 90 to 120 days from the end of that fiscal year end, um, their existing FDD will no longer be valid to make sales from. So that's kind of the driver. We really try to focus on the sales aspect when we're working with our clients. It's not just an administrative hurdle to go through, but instead, we really want to facilitate our clients being able to sell and be able to do that without much, as much disruption as possible. So one of the big timing aspects that we work through with our clients pretty early is identifying a date that we're targeting that's within those windows and agreeing to that across the organization. So not just, you know, us and the, you know, the people on the legal team or or who's ever guiding the legal process, but actually the sales team as well. Um, and kind of aligning on what that reasonable date will be so that the sales team knows prior to that date, we're gonna work to get our deals to come in. We can work off of what you know we have existing with their documents and disclosures. And there's that deadline so that after that date, they know they're either gonna have to redisclose or in some of the registration states go dark until we get registered. So there's kind of alignment across the board, I think, from a timing perspective in the organization that helps to get everyone on the same page.

Tom DuFore:

Okay. So Meredith, you said the word, the phrase go dark. Um, so uh explain what what does go dark mean for someone that's maybe not on the franchise development or franchise sales uh world here? What what what do you mean by that?

Meredith Bauer:

So I would distinguish between um a registration state and a non-registration state in the franchise world. So there's about 14-ish registration states um that when the new FDD is issued, we're gonna be sending that into those states and having it go through some type of regulatory approval. So during that pending period in those states, the sales process needs to halt in terms, you know, we can't be continuing sales under the old document. We now have issued a new document. Um, and we're waiting, right, to get that green light to go in those states as quickly as possible. Um, in the non-registration states, go dark. It's a little bit different in that it's not this sort of dark period, but we do have a new document. So we have to start that disclosure over again with any prospects that are out there. So at a minimum, there's that 14-day window um that they'll be redisclosed with a new document before they can sign um additional agreements after that.

Tom DuFore:

Okay, very, very good. And um so one thing in preparing for this, uh, Ken, you had talked a little bit about this uh about uh determine some franchise ours are going to get on this uh early and they are keeping track of track of things throughout the year that uh you all would need to help update their documents, and others wait until kind of the last minute. It's kind of here's the moment, uh, probably not all that different from tax time. Some folks prepare throughout the year, and others just do it all at once uh when it's when it's time to do that. So, would you mind talking through what are some of the things that uh are necessary or needed or that that franchise ours need to be gathering or compiling or putting together for these FDD renewal renewals?

Ken Hall:

Sure. Yeah, we've we focus um on there's kind of six things that tend to slow down the process. I mean, of course, it's always dependent upon the franchise system and what new things you know have happened um in the previous year. But um, you know, number one is getting um the auditors on board, because with every renewal, you need to submit um with with a very few limited exceptions, you need to submit um an audit for the previous fiscal year. And that can sometimes take time. And as you can imagine, the auditors, especially those who work with a lot of franchise systems, they get very busy this time of year. So getting on their schedule early, making sure your uh your books are all cleaned up so that they can do the audit quickly. But we always like to make sure very early on in the process, you know, we're talking about this with our clients, you know, in the fourth quarter uh of the of the previous year, about, you know, have you talked to your auditor? Are you on the schedule? Um, because that often is an anchor around which we have to build the um the date that we're planning to issue the new FDD. So um that that's kind of one of the potential bottlenecks. Um but yeah, and as far as kind of tracking things throughout the year, um, you know, we have a tool that we like to use that's tracking um what's happening with locations, if they're being transferred or um new locations opening, locations closing, you know, what states are those in. Um, because uh item 20 of the FTD, and that's the item that has the tables showing all of the um the locations, you know, what states they're in, whether they're franchise corporate, uh, those can get kind of complicated sometimes, especially when there's a lot of activity happening. And, you know, making sure that we're defining, you know, what does it mean to be reacquired versus, you know, something closed for another reason? You know, we just have to make sure that those all line up because that is one of the things that um regulators, the state regulators, examiners will look at. You know, they want to see you know, did any locations open in our state and you weren't registered there, you know, we kind of want to dig into that. So um, that's an important one, and it often um can get you know hard to recreate what happened in the previous year. So we have, you know, we like to have a tool that as those things are happening, we're tracking it. So then come renewal time, we have, you know, we can look at it and pretty quickly put those together.

Tom DuFore:

Yeah, and I think Yeah, go ahead, Meredith. Yeah.

Meredith Bauer:

I think Ken, you know, Ken mentioned there were six things that we really focus on, um, or that tend to be the bigger drivers, I think, in the renewal. Um I mean, the the hot topic that everyone brings up is item 19, typically. So that's the financial performance representation. So um some of our clients, if they're new, they might not have one or they may not have had an item 19 previously. So we like to start working with them pretty early on reviewing what would be out, what results are eligible for item 19, what that looks like, um, and if you know, different ways to format or present that information. Um, with our clients that have had one previously, you know, I think the default is easy, easily for them to come to us and say, you know, just update it with the numbers, like this is what we had last year, let's update to this year. Um, but we like to work through an exercise of really examining whether we're presenting it in the right way, or maybe there's new information that has come out that gives us a new way to present item 19 information. Um, and also working with the sales team to determine, you know, what questions are they getting throughout the process that maybe we can make an FDD disclosure or an item 19 disclosure that they can answer. So a lot of times, you know, maybe they're getting break-even analysis questions that they can't answer because they don't have that in their document. But it's a time to really look at that freshly and determine, you know, if they're if the information is presented accurately and if there are any, you know, better ways that we can represent their financial results.

Tom DuFore:

Well, well, that's interesting uh to bring that up, Meredith, about uh speaking specifically sometimes with directly to the frontline franchise sales team and just asking, what are people saying? I I think that's a unique approach to what you're describing to say, what are the candidates asking about? And what information might we need to change to help provide uh uh that that information to help them in their in their decision-making process.

Meredith Bauer:

Yeah, and that de-risks, obviously, from the franchise or perspective, you know, the more information that we can put into the document and give those talking points to their sales team, the less risk there is that, you know, there's questions that are coming up along the way that um they're struggling to answer.

Tom DuFore:

Very, very interesting. And Ken, one thing I wanted to ask about item 20 that you brought up as well with with uh describing some of these different uh uh categories of uh a business either sold or closed or reacquired by the franchise, or and some of these terms and technicalities that fall into place. Would you mind talking, uh sharing maybe an example or two of something that comes up that someone might not necessarily know where maybe clients have a struggle with or are are confused by or uncertain of?

Ken Hall:

Sure. Yeah, I mean, one of the ones that often comes up, there's a category for franchises that have been terminated. Um, there's a another one for you know, franchises that closed for other reasons. And sometimes the questions will come up about, you know, was this actually terminated? They closed and then we terminated it. So there are and can be some nuances there. So, you know, we kind of like um to take the approach of just getting the information, you know, from our clients and not putting it on them to try to categorize all these things, um, or at least, you know, where there are questions, you know, often if we've did the work, you know, related to that particular closure or whatever it may be, you know, we can we're familiar with it and we have the documents and we can look. But um, yeah, we we try to sort of take that load off of them to try, you know, to have to keep track of the different definitions for those types of things.

Meredith Bauer:

We also do, I'll add to that, um, it sounds silly, but there are some questions around openings. So, you know, defining exactly what an opening is is something that we do get questions around, you know, if it's not necessarily a retail location, but it's a service-based business, you know, when did it open? Or, you know, does a pre-opening or grand opening, you know, count for the year prior or the year after, which can have some implications on, you know, not only just item 20, but what's included in um item 19 and and all of it. So that is something that we kind of work with to define a consistent opening definition and what that means and carrying it over into item 20.

Tom DuFore:

Well, that well, that's interesting, uh, Meredith. So what what do you think? Uh I'm and now I'm just curious. Uh uh a grand opening happens at you know, December uh, you know, 30th or December 15th, and they're in grand opening for a few weeks, and then they officially launch January 5th or something like that. Uh how how do you uh uh in that kind of a scenario, what what would that be declared by or is it brand specific? Are there guidelines or rules orienting around that?

Meredith Bauer:

So, what we advise our clients is just be consistent. So pick what that is for your brand and apply it consistently then thereafter. So for some clients, they'll really count like the first sale. So that can occur really in that pre-opening process before the party or the grand opening event. Um, some people will really kind of characterize that as pre-opening and they count, they have, you know, a big party grand opening day, and that is their opening date that they count. So really it's just not changing it based on circumstances, but defining what that is and sticking with it.

Tom DuFore:

Very interesting. Okay, I've interrupted uh your six uh items here that you wanted your your bullets or talking points. Uh, I've interjected, I lost count where we are. I think we're on finish maybe three, number three. I think we're through. So uh uh let's uh pick back up here with the next sure.

Ken Hall:

Um we can talk about um item eight, and that's the disclosure about suppliers. This is an important one. And our experience is often that when we start this process, you know, we have some initial uh like a kickoff call to begin the process, and we'll just ask, you know, when we start out kind of high overview, did anything change this year? And we very often hear, oh no, same as last year, not much has changed, you know, just move along. We know we know we need to update some things, but we don't think there's really been any changes. And then we start asking more pointed questions, such as, are you still using this vendor, or are you still requiring this um spec for this equipment? Um, you know, really kind of have to drill down because a lot of times the person you're talking to um may not be as involved in the day-to-day operations, um, or that happened, you know, 11, 12 months ago, and and they just forget. And item eight is another one that um, you know, examiners look at, um, prospects look at because it's kind of where the money's moving. So um this is this is one too that you know usually takes a little bit of digging to get at the right, you know, to figure out what the right um updates are that need to be made.

Tom DuFore:

Well, and and item eight certainly seems one that uh for most franchisors, they're pretty familiar with items five, six, and seven. Uh, you know, any the money, right? What the the money that's either getting paid in or that the franchisees are spending uh along the way, essentially. And uh and uh you know, certainly any changes there. And item 19 and item 20 make sense, but item eight might not be one that's top of the list for them. So that that's a really good suggestion.

Meredith Bauer:

Yeah, and that goes right into our next point. So right on is items five, six, and seven. Those are obviously, you know, the the showstoppers, everyone's looking at those to determine, you know, to line up on the franchise opportunity. Um that's one, you know, what we really obviously, you know, the franchise or can determine their fee structure and you kind of know if fees are changing. Um, but where we focus in on really pressing is on item seven itself, which is the outline of the initial cost to, you know, from from signing to to three months after opening. Um it can be tempting, I think, for franchisors to, you know, if they haven't made big changes in fees or big changes in their program to just say same as last year. Um, but I think, you know, there's an analysis of really honing in on that to make sure, like, have costs gone up? Has inflation changed? You know, has anything in there actually changed to be updated so that you're not just kind of presenting this um this these ranges without really verifying it. Um, and with that, what we recommend is kind of it, you know, with all of this of having this documented, but item seven in particular, of documenting that you did look at it and having that in one place so that if down the road that's challenged, it's easy to go back and say, this is where we got the information and this is you know how we came up with these numbers.

Tom DuFore:

That that's a really interesting process, Meredith. I I like that you're you would be that that makes certainly makes sense how you describe that to document that you at the very least reviewed it and went through some process to reconsider and and tracking that. And for for someone that may not be as familiar with with franchising, you know, why would that even matter, by the way? Uh you know, if the numbers generally stayed the same for from one year to the next, or uh what what's the significance of it?

Meredith Bauer:

Yeah, and it certainly can happen that the numbers do stay the same. It's not uh, you know, unheard of. Um, it's just, I think the risk that the franchiser is trying to mitigate against there is down the road. If somebody isn't happy with with what they bought into, um, it can be a really hot button for you know potential litigation or for a dispute with franchisees because at the end of the day, they know what they spent to build it out. And so then they're gonna come back and compare it against what you told them it was gonna cost. Um, and if it's different, there's a potential issue there. The way to, you know, mitigate that risk is to really show, you know, this is why we disclosed what we did in item seven. We had a reasonable basis to do it. This is the Information we used. And that's really what that defense would be down the road if costs are different for a franchisee. And they often can be different. You know, there's the size of their space can be different than the assumptions that we're in item seven. Um, they could be in a state with, you know, higher material costs. So it's not, it doesn't, it's not just, you know, straight analysis there. So from the franchise or side, just making sure that they can show that why they disclosed what they did is the most important piece.

Tom DuFore:

That that that's really, really helpful to share that. Uh, thank you. And um, well, what's number, is this number five we're going to into or number six? I've I'm again lost count here. Sorry about that.

Ken Hall:

I'm no worries. I think we're at number six if I'm going to do that. Okay, perfect. Um, and that is uh item 11, which um, you know, anyone who's read an SDD knows that a lot of information is crammed into 11 and it covers, you know, quite a few topics, um, one of them being training. And what we find is um that when a you know the system first starts out and they kind of plan how they're gonna do their training, they um, you know, start with that, and then over time it evolves because the system always evolves. Um, and then pretty soon what's actually being done on the ground in training isn't what's disclosed in the document. So um there's a description in every FTD of what types of classroom training and on-the-job training and how many hours are allotted to different um topical areas um that go along with training. So um that's one that often gets overlooked. Um, and again, you know, people read it and they're expecting something when they go to training. And if it doesn't align with what they were expecting, you know, that that can cause issues. Um, and then the other thing that really um stands out in item 11 as far as often needing updates is the description of computer hardware and software. Um, you know, and as technology has evolved, you know, so often that um software or apps or platforms that franchisees are being required to use. Um and again, that's when that changes. Sometimes um, you know, some technology is wrapped up into a package, you know, that the franchiser will charge a technology fee for. Sometimes they'll just require franchisees to um, you know, buy directly from a vendor. Um, but again, these are ones um, and I think, you know, as as time goes on, more and more businesses rely on technology and and you know, specialized apps and platforms and um, you know, kind of nailing down, you know, what's this gonna cost, you know, is it required or or is it just um suggested and making sure that that that narrative um and the and that content is all up to date is is one other thing that we like to to make sure uh we have a handle on.

Tom DuFore:

Well, what one thing I one question I had that is one that that's been coming up a lot more frequently, and it's this I since we're talking about technology, it's this idea of the technology fee and what that looks like and what kind of gets included with that or how you see that uh work out. And I it seems like there's a it's a very broad term sometimes, and what's included, what's not included. So I'd love for you to maybe talk a little bit about the technology fee, how you see certain some clients using that or franchisors using it, what it's used for, and um how uh folk how franchise ours might be uh adding that into their uh fee structure as part of it to replace some of these uh changing technologies and systems.

Meredith Bauer:

Yeah, it's a good question. It is it does get a little bit confusing for people. There's a and the technology has obviously outpaced the FDD rules. And so, you know, to kind of sort through these things and making sure that we're fitting it into the rules can get a little um a little confusing. So the technology fee is really meant to cover the franchisor's cost for technology that it pays for and provides to the system. So these are things that not things that the franchisee are paying for directly, but if the franchisor is providing them, it's breaking down the cost per unit and passing that through to their franchisee. So a lot of times this will be things, even as it gets down to like website, email. Um, if they have an overall like contract, like some will have, let's say, um, a contract with their franchise management system and they pay that vendor directly. They will include that per unit into the technology fee then for the franchisees to pay. Um, what it doesn't include is anything the franchisees pay for themselves. So a lot of franchisees will pay for their own POS system directly to the POS provider. Um, they may be able to break some of these technology contracts out so that franchisees are subscribing directly and paying directly. Those things are disclosed in item 11, but they aren't part of the technology fee. And so what we work with our clients to do is instead of trying to like come at this and sort it out like from where does this all go and how, we just have them list out what's all the technology and what's all the costs. And then we kind of create from a spreadsheet there, then let's break out what are things the franchise pays for, what is the franchisee paying for, and then make sure it's captured. So um the thing about the technology fee is in almost every FDD, it is subject to change um because technology does obviously change from year to year, and these are such long-term agreements. So um we have franchisors, you know, if we look at is it something that we can give an assurance that it's subject to change, but it won't go over a certain amount so that they can give some comfort to the franchisees that it's not gonna become this whole new profit center for the franchise or so there is a there is a little bit of a you know uh process to go through. And it does, it is something that again, it's easy to say when you come to renewal, oh, it's the same as last year. But since technology is changing so quickly, it's rare that there aren't updates to that piece of it.

Tom DuFore:

Very good. Well, as uh someone that listens into this uh might be saying, okay, well, this is great. Um, how can I get uh in touch with you all uh to learn a little bit about this, or maybe how you can help us? How can someone get in contact with you, reach out to you if they're they're in need of some help?

Meredith Bauer:

Yeah, they can go to our website. So it's www.ontrapartnerlaw.com. So the entre like entrepreneur, but partnerlaw.com. Um, and on there they can click, they can just send through a form and we will reach out and we can schedule uh no no commitment, no cost consultation with them to see where they're at and see if we'd be a good fit to work together.

Tom DuFore:

Perfect. And um just curious. Now I know most in franchising don't do this. Most are working through uh a franchise attorney or their franchise attorney like you all that they'd be working with on throughout this process. Um, but what might you say to someone that that's thinking as as they listen to this or watch this, you know, Ken Emered, this sounds interesting, but I think this might be something I can do myself, you know, and and kind of accelerate that process. I'm sure you've worked or spoken with folks along over the years that have said things like that. You know, what what might you say or suggest to someone that's thinking that?

Ken Hall:

I guess I would just point to the experiences we've had with people who have done that in the past. Um, and then what often happens is they'll get a comment letter or a deficiency notice back from a state that something's not right. Um and it's always more, it always costs more and it takes more time and it uh takes you away from selling um your your franchise offering and and running your system um if you're having to deal with those types of things. So um, you know, there's so many nuances. It some you can read an FTD and everything can seem kind of straightforward, but you know, as we've talked about with you know how to handle different definitions and what needs to be updated every year and and um you know what the what the state examiners are looking for. Um there are some nuances there. I I think it's um I think people are well served, you know, to have um someone who kind of gets to know their system. And you know, it doesn't have to be a very uh super in-depth process, you know, we can do these fairly efficiently. Um but uh yeah, it it's it's a harder thing to clean up than to just have done from from done right from the get-go.

Meredith Bauer:

And I'll add to that, I'll say, you know, as Ken mentioned, we have a pretty efficient process in doing these at this point and working through these pretty quickly. So we'll even get clients that will come to us and they'll say, like, well, I'm just gonna do my own red lines and then so we'll save on the fees, you just review them and and check to make sure they're right. And even for that, with us, like we're so if kind of efficient in doing what we know to be doing and following our process that it usually doesn't end up um saving time for the client and it can actually kind of compound and make things um more expensive in the end. So I'd say, you know, to echo on Ken's point, to get somebody experience involved early will just end up saving time and cost later on.

Tom DuFore:

Very, very good. Well, and uh as as we kind of wrap this up and bring this to a close, uh is there uh, you know, any kind of parting suggestion, recommendation, parting thoughts you might have for someone who tunes in and and uh for for our for our audience here?

Meredith Bauer:

I think the only thing to add on that, you know, we talked a lot about renewal and you know, the franchise. There is a piece, you know, like Ken said, the document is living and breathing. And so if along the way there are certain material changes that happen to the franchise system, um, they do require a potential amendment throughout the year. So sometimes people just get into this groove and they just say, All right, we'll talk to you next, you know, January or February. But without we just try to plant that seed that, you know, if there's certain material things that happen in October, we still need to get in and update the document at that time. So it isn't just an auto reset and every renewal year comes. Um, there are certain things that could require some of these disclosures to happen sooner.

Tom DuFore:

Very good. Well, um, again, Meredith and Ken, uh, what's what's the best way to connect? Uh, for someone, again, that that's interested in learning more. What's a first step that they can take?

Ken Hall:

Yeah, I would say, you know, like Meredith said, go to entrepreneurlaw.com. You can click on either of our um profiles and send us an email. We also have a form that um people can fill out and or you know, give us a call and schedule a time. We'd be happy to talk with anyone about uh about any of the things we've talked about today.

Tom DuFore:

Great. Well, Ken and Meredith, I am so grateful for your time and thank you for sharing uh this information here for for our audience to learn from. And uh for those that are listening or tuning in, if you said, wow, this was great uh for this live session here, we will have this uploaded to our podcast as well as to our YouTube channel so that you can review this and watch this again. And uh really, really grateful for your time here. Thank you everyone for tuning in. Have a great rest of the day.

Meredith Bauer:

Thank you so much.

Ken Hall:

Yeah, thank you, Tom.

Head Shot

Tom DuFore

Host