You've felt that glimmer of the Divine impulse - that insistent idea whispering in your ear saying: "start a business . . . start a business . . . ." You have experience in your field. You've done your homework on determining the right clients for you, where you'd want to locate the business, who you might need to help you with it. And then you run headlong into that first real stumper of a question - like going 90 miles an hour into a brick wall - "what form of business will you choose?"

You start to read the websites and literature. You start to feel a little queasy with terms like "entity-level taxation" and "limitations of liability." By the time you get to "transfer of ownership interest," your head is spinning and you feel like you need a good, stiff drink (or a vacation). I don't mean to downplay these considerations, some of which I outlined in my article, "How to Choose the Business Structure that's Right for You." That's why you'll want to have attorneys and accountants on your team to translate the mumbo-jumbo into English.

But sometimes it helps if you can see yourself in the picture.So let's look at the forms of business from a different perspective: the owners who use them.

* Amelia, Sole Proprietor. Amelia has been a business and life coach to individuals for the past 5 years. She handles all of her clients via telephone sessions, which means that she doesn't have people coming in and out of her home office. She enjoys the interaction with people, but also the freedom to work from home. She rents no office space, and does not need to invest large sums of money in equipment to make her business run. She had no major financial obligations that she needs to secure on behalf of the business. As Amelia is not a licensed professional dispensing advice, her exposure to liability is relatively limited (and she covers it with insurance). Therefore, the simplicity and cost (or lack thereof) of a sole proprietorship meets Amelia's needs.

* Brad and Belinda, General Partners. Brad and Belinda have just started a law practice, and so far, it's just the two of them. Like Amelia, their initial expenses are relatively low. But as there is more than one owner for the business, they couldn't be a sole proprietorship. They can do most of their work online, so don't need to invest in building a library of books for the firm. They operate out of shared office space which is already furnished, so they have no construction costs or responsibilities. Legally, they cannot use a business entity to shield themselves from personal liability for wrongful advice (they cover that through malpractice insurance), so they decided to wait to form one. Instead, they have filed a Business Certificate for Partners with the local county clerk's office.
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Author's Bio: 

About Nina L. Kaufman, Esq.

I believe that small businesses need –and are entitled to– a trusted legal advisor who takes a genuine interest in their success. I work with my entrepreneurial clients to develop the legal foundation necessary for their companies to prosper. In essence, I act as if I am my clients' in-house counsel, offering practical advice on the day-to-day legal issues that small businesses face.

My practice differs from most law firms in several significant ways.

To begin with, I have specialized in addressing the legal needs of small businesses, growing companies, and individual entrepreneurs in New York City for over a decade. Specifically, I target what we call "not-coms," which I describe as companies based in the five boroughs that are not going public and are not in the high tech, computer, or science sectors. Very few law firms have such a level of expertise in serving this growing but underserved business segment.

In my role as legal advisor, I ask my clients about their business, their aspirations, their short-term goals and long-range plans. In turn, my clients feel comfortable reaching out to me for answers or referrals within my network of specialist attorneys and business service providers. This level of care and commitment is in stark contrast to the often impersonal and perfunctory service that many small businesses receive from law firms.

As you can see from my bio (About Nina Kaufman), I too am a small business owner, with first-hand knowledge of the legal and non-legal challenges that small businesses face, such as intellectual property protection, strategic alliance agreements and dispute resolution procedures. In addition, I am highly knowledgeable about the issues—and opportunities—facing women business owners.

I provide legal advice on a wide range of practice areas that companies need to succeed including contracts, business formation, partnership agreements, and strategic alliances, among others. Unlike most traditional law firms, I offer inventive flat fee pricing where clients can hire me on a per-project basis—a definite advantage for small businesses that are just starting out or that need greater control over their budget for legal fees.

Finally, as part of my commitment to provide the legal edge to entrepreneurs, I founded The Legal Edge LLC, which offers information products and resources on legal issues to help small businesses succeed and grow.

http://www.askthebusinesslawyer.com