For the right to vote, you should ask yourself if all members are the same. One option – if you have a business with a 50% partner, a 35% partner and a 15% partner – is to form a six-member management committee in which the 50% partner appoints three members, the 35% partner two members and the 15% partner appoints one member. Determine who will sit on the board and management committee and how these participants will get along and end up lining up in voting coalitions. In the case of a joint venture whose sole purpose is to pool the equity of similar investors and to acquire a stabilised and profitable commercial asset that will continue to be managed by third parties, the clauses setting out the contribution should be quite simple. In general, the parties must raise a certain amount on a certain date and deposit it in an escrow account. Assigning managers is essential to ensure that the joint venture can act quickly to resolve issues before they become crises, or to seize opportunities when they are available. Managers should be assigned functions such as day-to-day management of assets or leasing, and these individuals may be independent contractors or employees of one of the members of the joint venture. This should be established in advance and any conflict of interest should be resolved in the case of employees of a member serving the joint venture. This requires a set of fact- and project-specific requests. A company distributes money at many events, such as the sale of real estate and leasehold rents, and expenses such as paying interest to lenders, paying contractors, and compensating company employees arise. Possible problems that could arise in relation to the sharing of benefits among members include money invested, time and effort devoted to heritage enhancement, intangible contributions and time spent on management. Owner-managers can claim significant salaries and benefits, but without mandatory distributions, passive owners may not receive a return on investment.

Therefore, be sure to pay attention to costs, especially salaries or contracts with affiliates, such as . B a parent company or subsidiary. The concern is that too much pre-distribution revenue could come from the company. One solution could be to structure management. A real estate joint venture, like any other joint venture, is a vehicle for co-investment by two or more parties, and what makes it a real estate joint venture is that the parties intend to invest in a property or equity. They are usually structured as a limited liability company (or sometimes as a limited partnership or partnership), and usually the real estate joint venture raises the equity necessary to complete a purchase or investment. However, the same structure may be used in the case of a development or rehabilitation project, where the joint venture is likely to include one or more capital-contributing parties and other parties who prefer to obtain a stake, including for tax reasons, rather than pay their non-monetary contribution to the company. mainly services. The management of a real estate joint venture must be structured in such a way as to achieve the following objectives: An example is a joint venture in which a subsidiary of a large company holds a 60% stake and you represent one of the two junior partners, each holding a 20% stake. In this example, the joint venture is for planning a construction project, and there is another joint venture for the construction phase. The second company is much larger and another subsidiary of the same large company holds an 80% stake in the second company along with other third parties.

This leads to a conflict of interest because big business “wants to steal Peter to pay Paul.” In other words, the large company would be willing to value the design at zero profit and profit from the second project. A workaround would be to give the junior partners in the joint venture the opportunity to veto purchase price decisions and/or conduct the dispute through an informal and hopefully cost-effective dispute resolution process. However, if the parties are hopelessly bogged down or there is a takeover or dissolution, the joint venture agreement should likely establish a more conventional tripartite arbitral tribunal under standard procedural rules such as AAA. Of course, as with all agreements, the usual considerations apply, protection against a party being a recurring player with a particular arbitrator, the scope of the arbitration clause, the allocation of costs and attorneys` fees, all of which apply to dispute resolution clauses in general. Once the structure is established, the parties must resolve control issues, particularly with regard to voting and veto rights. An administrative committee usually meets at least once a month or may be convened by a party to make an important decision based on the votes of the members. In a company, it`s the board of directors. An LLC is similar, except that the votes of the members, not the votes of the directors, are counted. LLCs may also have managers who are assigned different operational responsibilities. The centralisation of the managing authority can help to avoid confusion as to who is responsible for achieving the key objectives of the joint venture, an area that should be specified as precisely as possible in the joint venture agreement.