Corporate governance is the system that decides who can make which decisions in a company, how those decisions are recorded, and how owners, directors, and managers hold one another accountable. The Law Office of Tracy A. Wong, P.A. advises boards, executives, and owners in Coral Gables, Miami, and abroad on governance that fits the company’s size, ownership, and plans.
Why Governance Matters Before It Seems Necessary
In a young company, governance is informal: the founders agree, and the decision is made. That works until the company adds investors, senior managers, a second location, or a second generation of family owners. At that point, unclear authority produces disputes, missing records slow down financings and sales, and decisions that should have been approved properly are open to challenge.
Good governance is not paperwork for its own sake. It lets a company make decisions quickly and with confidence, because everyone knows who has authority and the record shows the decision was made properly.
What the Firm Provides
- Corporate governance frameworks
- Board-level compliance oversight
- Board and executive advisory services
- Internal policies and handbooks
The Governance Framework
A governance review starts with the company’s founding documents and ownership structure, then looks at how decisions are actually made in practice. The gaps between the two are where risk sits. From there, the firm helps put in place the pieces the company needs, which may include updated bylaws or operating agreements, shareholder or member agreements, a clear delegation of authority for spending, hiring, and contracting, and a reliable process for board and shareholder resolutions.
For companies with outside investors, governance also covers information rights, approval rights, and the matters that require investor consent. Those terms change who controls the business, and they deserve careful negotiation before a term sheet is signed.
Boards and Oversight
Directors have duties to the company, and they need accurate information to meet them. The firm advises boards on compliance oversight at the board level, on the reports and controls directors should expect from management, and on handling conflicts of interest. For family businesses, governance often includes a family council or a written agreement on how family members participate in ownership and management, which helps keep business decisions separate from family ones. Clear minutes and written records of how each significant decision was reached are often the directors’ best protection if a decision is later questioned.
Governance for Investment and Sale
Investors, lenders, and buyers all examine governance during diligence. They look for complete corporate records, properly authorized share issuances, approved material contracts, and clear ownership. Gaps found at that stage tend to slow the transaction, reduce the price, or lead to additional warranties and indemnities from the owners. A governance review well ahead of any transaction allows records to be corrected calmly and at lower cost. It also gives management a clear account of the company’s decision-making history, which makes the diligence process faster and keeps the owners in control of the timetable.
Policies and Handbooks
Internal policies turn governance into daily practice. The firm drafts and reviews employee handbooks, codes of conduct, approval policies, and related documents, written to match how the company actually works and the laws that apply to it.
Experience
Tracy A. Wong has 15 years of legal practice, including 13 years as in-house counsel, where governance questions are part of everyday work. Ms. Wong holds the Certified Compliance & Ethics Professional – International (CCEP-I) credential from the Society of Corporate Compliance and Ethics and is admitted to practice law in Florida. Governance advice can be provided as a standalone project or as part of a fractional general counsel engagement.
When does a company need formal corporate governance?
Usually when it adds outside investors, senior managers, additional locations or entities, or new family owners. Those changes make informal decision-making risky and make clear records essential for financings and sales.
What documents make up a governance framework?
Typically the bylaws or operating agreement, a shareholder or member agreement, a delegation of authority, board and shareholder resolutions, and internal policies. The right set depends on the company’s size and ownership.
Does the firm advise family businesses?
Yes. Family business governance often includes agreements on ownership, succession, and how family members take part in management, so that family and business decisions are made in the right forum.