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Priscilla Du Preez 🇨🇦, Unsplash

While this is not my typical area of law, it is important to note that, as of today—July 1, 2025—Iowa’s new hands-free cell phone law is officially in effect.

There will be a warning period through December 31, 2025. After that, citations and fines may be issued.

More significantly, if a driver causes an accident while using a handheld device, it could lead to a reckless driving charge. If the accident results in serious injury or death, the driver could even face felony charges.

Businesses should take this seriously. Now is the time to implement or update policies requiring hands-free use of cell phones in all company vehicles. This is not just about compliance—it is about protecting employees, the public, and your company.

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Brett Jordan, Unsplash

Sometimes, the law doesn’t come down to pages of statutes or hours of courtroom drama.
Sometimes, it comes down to one word.

We had a case like that. And honestly—it was a blast to argue.

Our client worked for a marketing company. He applied for a job that had been publicly posted. Nothing secret. Nothing shady. Just a job listing like millions of others online.

Here’s the problem: the company posting the job happened to be a client of his employer.

The marketing company claimed our client violated his non-compete agreement. Why? Because the agreement said he could not “solicit” their clients.

But here’s the question the whole case hinged on:
Is applying to a job soliciting?

We said no.

They said yes.

And the court? The court reached for the dictionary.

We walked the judge through the plain meaning of “solicit.” It means to ask for something, to try to obtain something from someone. We argued our client didn’t do that. He did not reach out. He did not pitch. He did not persuade. He responded to a public ad—just like anyone else would.

The court agreed. No solicitation. No violation.

It’s amazing how one word can change the course of a person’s career. And win or lose a case.

The takeaway?
Words matter.
In contracts. In conversations. In court.

If you’re signing a non-compete, or any agreement really—make sure you understand the words inside it. Because sometimes, that one word can be the line between freedom and a fight.

And in our case?
That one word made all the difference.

A wooden gavel.
Tingey Injury Law Firm, Unsplash

At first, everything was great.

You built something from scratch with a friend, family member, or business partner. You split the responsibilities. You shared the risks. You dreamed big.

But now, things are not so great.

There is tension over money. (Ironically often when success occurs). Disagreements over direction. One person thinks they are doing all the work. Another feels pushed out. Or maybe you discovered behavior that crossed a line—ethically, financially, or legally.

This is the point where a partnership or shareholder dispute often begins.

What Makes These Disputes Different

Business litigation is complex. But partnership and shareholder disputes add a unique twist:

They are personal.

You are not just arguing about numbers or contracts. You are often arguing with someone you once trusted—someone who knows where the skeletons are buried.

These disputes are emotionally charged. The damage is not just financial—it is relational. That is why our first step at Brick Gentry is not writing a motion.

Our first step is listening.

Step One: Understanding the Relationship

Before we can advise you on rights, remedies, or courtroom strategy, we need to understand:

  • What does your operating agreement or shareholder agreement say (if one exists)?
  • What roles and expectations were understood—even if not written down?
  • What financial contributions and sweat equity were made?
  • What events triggered the dispute?

We often find that the written agreements only tell half the story. The rest is in the history—and that is where our litigation strategy starts to take shape.

Step Two: Knowing the Leverage Points

We approach every dispute by identifying key leverage points:

  • Fiduciary duties: Did a member or officer breach their duty of loyalty or care?
  • Minority shareholder oppression: Is someone being frozen out of management or profits?
  • Deadlock: Are there decisions that cannot move forward because of a 50/50 split?
  • Unauthorized actions: Has someone taken company money, entered contracts, or hired people without authority?

We need to understand these issues to position your case for settlement leverage or trial strategy—whichever serves your best interest.

Step Three: Balancing Business and Litigation Strategy

Some clients come to us ready for war.

Others just want out.

We guide you through both tracks:

  1. Business exit strategy
    Sometimes the smartest move is to negotiate a buyout. We draft terms that protect you long after the paperwork is signed—non-competes, release of liabilities, tax considerations, and more.
  2. Litigation strategy
    Other times, negotiation fails. That is when you need our litigation team. We use targeted discovery, expert financial analysis, and persuasive courtroom advocacy to push your case forward.

Either way, you are never left wondering about your options. You will know what we are doing, why we are doing it, and what comes next.

Real-World Example

A recent client, a co-founder of a successful company, came to us after being locked out of the company’s bank accounts.

The other partner had taken control of operations and shut off communication.

There was no buy-sell agreement.

Our team:

  • Filed an emergency motion for injunctive relief.
  • Moved quickly to protect the company accounts from further dissipation of funds.
  • Conducted a thorough review of financials and unauthorized transactions.
  • Used that pressure to negotiate a favorable buyout that allowed our client to walk away with a clean break and real compensation.

The lesson?

When things get messy, strategy matters more than emotion.

Why Brick Gentry

We have been representing business owners across Iowa for decades. What sets us apart is not just our legal knowledge—it is our ability to handle sensitive, high-stakes disputes with precision and perspective.

Our approach combines:

  • Deep experience in business formation and litigation.
  • Strategic use of corporate records and financial data.
  • Negotiation techniques that reflect our understanding of people—not just paper.

And above all, we treat your business like it is ours—because we know how much it means to you.

Final Thought

If your business relationship is breaking down, do not wait until things spiral. Every delay can cost you leverage.

Instead, sit down with someone who knows not just how to handle the legal fight—but also how to solve the business problem.

Destroying The Fake Information. 3D Render.
Hartono Creative Studio, Unsplash

I want to issue an important warning about an ongoing scam.

Fraudsters are using my name—and the name of a company called Business Consulting Services—to deceive people into sending money under the false promise of helping them sell or rent their Mexican timeshare or other real estate. I have written about this scam before here, but it continues to surface.

These individuals have falsely listed me as the CEO or, in some cases, as the attorney involved in transaction. Let me be clear: I am not affiliated with Business Consulting Services as the CEO, and this business does NOT engage in the sale or rental of Mexican real estate.

Do not send these scammers any money. It is fraud.

We have reported this matter to the FBI.

If you have been contacted or targeted, I encourage you to report it to the FBI’s Internet Crime Complaint Center (IC3) at www.ic3.gov.

Please protect yourself.

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Ian Schneider, Unsplash

Embarking on the journey of becoming a franchise owner is an exciting yet daunting prospect. For first-time entrepreneurs, diving into the world of franchising requires a comprehensive understanding of what goes into a successful franchise investment. The cornerstone of making an informed decision is conducting due diligence. Here’s a step-by-step guide to help you navigate this critical phase:

1. Understand the Franchise Disclosure Document

The Franchise Disclosure Document (FDD) is a vital tool that provides a wealth of information about the franchise. It includes details like the franchise history, fees, financial performance, and legal obligations. As a prospective franchisee, take the time to thoroughly read and understand each section of the FDD, and consider consulting with a franchise attorney to clarify any legal jargon and issues that are specific to franchises.

2. Evaluate the Franchisor’s Track Record

Investigate the franchisor’s history and reputation in the industry. How long have they been in business? What is their success rate? Does the franchise have a lot of terminations or transfers? Seek out testimonials from current and former franchisees to get an insider’s perspective on their experience. This research will help you gauge the stability and credibility of the franchise.

3. Conduct Market Analysis

Analyze the market where you plan to operate. Consider factors like competition, potential customer base, and local economic conditions. A thorough market analysis will help you understand the viability and growth potential of the franchise in your chosen location. Keep in mind that success in one region of the country does not necessarily mean it will be successful in your region.

4. Assess Financial Requirements

Understanding the financial commitments involved in a franchise investment is crucial. This includes the initial franchise fee, ongoing royalties, marketing contributions, and other operational costs. Create a detailed financial plan to ensure you have sufficient capital and a clear strategy for managing expenses. When you have significant expenses coming off the top each month it may be harder to achieve profitability.

5. Investigate Support and Training

A key component of a successful franchise is the support and training provided by the franchisor. Evaluate the training programs available and the level of support you will receive in terms of marketing, operations, and ongoing management. Effective support can greatly affect your success as a franchisee.

6. Legal Considerations

Engage a franchise attorney to help you understand the legal nuances of the franchise agreement. This covers areas such as territory rights, renewal terms, and termination conditions. Legal counsel will help safeguard your interests and ensure that you fully understand your obligations.

7. Conduct a Self-Assessment

Lastly, evaluate your own readiness and suitability for franchise ownership. Reflect on your skills, risk tolerance, and alignment with the franchise’s values and business model. This self-assessment will better equip you for the challenges and opportunities that lie ahead.

By methodically approaching franchise due diligence, new entrepreneurs can minimize risks and set the stage for a prosperous franchise journey. Taking these essential steps will empower you to make informed decisions that align with your business goals, ultimately leading you towards long-term success in the franchising world.

Low-angle view of the Montpellier courthouse, Montpellier (2k23)
Nathan Cima, Unsplash

Let’s talk about frustration.

Not the kind you feel when your coffee spills on the way to a meeting. I am talking about the deeper kind—the kind that builds over months, sometimes years, during business litigation.

If you are in the middle of a business dispute—or headed into one—there are three truths you need to hear. They are not pretty, but they are honest. And if you understand them, you can navigate the storm without losing your head—or your business.

1. It Takes More Time Than You Think

When people file a lawsuit, they often picture a swift and decisive resolution. A few months. Maybe six, tops.

Reality is different.

Business litigation is not a sprint. It is a marathon run uphill, in the rain, with a backpack full of motions, hearings, and deadlines. Discovery alone—the process where both sides exchange information—can feel like a full-time job. And then there are the continuances, the court’s schedule, and opposing counsel’s tactics that stretch time like taffy.

Time drags, and with it, so does the weight of the case. That weight wears people down. You must prepare for the emotional toll as much as the legal one.

2. Even a Great Case Can Lose

Let me be blunt.

You might have the facts. The documents. You may have done everything right.

And still lose.

Judges and juries are human. Just like an umpire calling a strike two inches off the plate, they can get it wrong. The courtroom is not a math equation. It is a narrative, full of nuance and imperfection.

I have seen cases where the law favored our side and yet the result was disappointing. Not because the law failed. But because people interpret the law, and people come with bias, fatigue, and their own set of beliefs.

3. Litigation Is Expensive—In More Ways Than One

There is the obvious cost—attorney fees, expert witnesses, depositions, court reporters. But the hidden cost is often worse.

It is the missed business opportunities while you are tied up in a lawsuit. The sleepless nights. The time you are not spending on your customers, your team, or your family.

Litigation eats time, money, and attention. It is a slow drain, not a sudden blow. And many business owners underestimate just how much it takes.

What Do You Do?

You get real.

You walk into litigation with eyes wide open—not as a crusader out to win every point, but as a strategist focused on the bigger picture. Sometimes that means fighting. Sometimes it means finding a resolution.

But in every case, it means understanding the field you are playing on. You are not just arguing law. You are navigating human decisions, system flaws, and unpredictable timelines.

The more you prepare for that, the less frustration you will carry—and the more power you will hold.

If you are facing a business dispute and want someone in your corner who has seen it all—and who will tell it to you straight—let’s talk.

Writing with a fountain pen
Aaron Burden, Unsplash

A business owner walks in with a pitch. He wants to “sell” you a piece of his company. The idea sounds solid. The opportunity feels right. You shake hands, cut the check, and walk away thinking you just became a business owner.

Then reality hits.

Nothing is in writing. No contract. No terms. No guarantees.

Was it an investment? A loan? A generous gift? You will not know until the other party decides to tell you—and by then, it might be too late.

I cannot tell you how many times I have seen this play out. People—smart, experienced, successful people—parting with six figures on a promise and a handshake. Friends, family, even complete strangers. And every time, I ask the same question:

Why?

It boils down to one word: trust.

We want to believe people will do the right thing. We want to avoid the awkwardness of asking for signatures and terms. We want to be the kind of person who does business on a handshake.

But here is the truth: A handshake is not a contract. A smile is not an obligation. A promise is not proof.

So respect your business partner. Trust them, even. But before you invest a dime, do one simple thing—get it in writing. Because trust is great, but a signed agreement is better.

I have written about this before, but I recently learned that fraudsters are using a client’s business name and impersonating me in documents to deceive unsuspecting property owners of Mexican real estate, especially golf course properties.

The FBI has issued warnings about these types of scams.

Stay vigilant. Always verify the identities of the parties you do business with. Conduct thorough due diligence, investigate any red flags, and seek guidance from legal counsel, accountants, or financial advisors before proceeding.

Businessman opening a paper
Adeolu Eletu, Unsplash

Starting a business isn’t for everyone.

Here are five of the top qualities I have noticed in my most successful business clients.

1. Resilience

Your ability to endure punches—and keep swinging—is your most valuable asset. The market will test your patience, your stamina, and your confidence. If you crumble at the first sign of difficulty, business ownership will feel like torture. Resilience is not optional. It is the price of admission.

2. Vision

A business without a clear vision is like a ship without a rudder. You must know where you are going and why it matters. Your vision gives you purpose when challenges arise and guides your decision-making when opportunities knock. Without it, you are just reacting to the world instead of building something meaningful. Most of the top business owners I represent are locked in on a vision.

3. Self-Discipline

Let’s be honest: there are no bosses in entrepreneurship to tell you what to do. If you cannot hold yourself accountable to your goals and commitments, the freedom of owning a business becomes a trap. Self-discipline allows you to trade short-term comfort for long-term success.

4. Adaptability

Markets shift, customer needs evolve, and new competitors emerge. If you cling to a rigid playbook, you are writing your own demise. Adaptability is your secret weapon. The faster you adjust, the quicker you turn challenges into opportunities.

5. Humility

You will not have all the answers, and that is okay. Surround yourself with people smarter than you, have complementary qualities and always keep learning. Pride might win an argument, but humility builds a business over the long term.

Starting a business is not about having the perfect idea; it is about becoming the person who can execute it.

When you build the right foundation, the rest is just execution.

Cute piggy bank
Fabian Blank, Unsplash

Buying a franchise will cost you more than the high end of the investment range disclosed in the Franchise Disclosure Document (FDD).

Let me explain.

Buying a franchise is a major financial decision. It is not just about covering the initial franchise fee and build-out costs. To set yourself up for success, you need to think beyond the numbers you see on the glossy brochure or the FDD.

Here is the truth: you need to have the high end of the investment range for your chosen franchise plus at least one year of living expenses.

Why? Because profitability takes time.

The FDD Investment Range Is Just the Beginning

Every franchise system lists an investment range. It usually includes the franchise fee, equipment, leasehold improvements, initial inventory, and other startup costs. But here is the thing: most of these ranges are just that—estimates.

For example, the FDD might tell you that starting a location will cost between $150,000 and $300,000. That is a big gap. Do not make the mistake of planning for the low end. Instead, always assume your costs will land at the high end.

Why? Because unexpected expenses pop up. Maybe your local market has higher construction costs. Maybe you need extra inventory because demand surges after your grand opening. Or maybe you need to hire additional staff to meet customer needs.

If you only plan for the low end of the range, you risk running out of cash before your franchise even gains traction.

Covering Your Living Expenses

Now let us talk about living expenses. This is where many franchisees falter.

When you open a franchise, your business will likely not generate a profit immediately. In fact, it might take 6, 12, or even 24 months to reach profitability, depending on your industry. During that time, you still have personal bills to pay, rent or mortgage, utilities, groceries, insurance, and maybe even childcare or student loans.

If you do not have at least one year of living expenses saved up, you may feel immense financial pressure. And that pressure can lead to bad decisions, like cutting corners, overextending yourself, or even giving up on your business altogether.

Think of it this way: having a financial cushion allows you to focus on building your franchise without worrying about how to pay your own bills. It buys you time and peace of mind.

The Ramp-Up Period

Every franchise has a ramp-up period. This is the time it takes to build your customer base, streamline operations, and start seeing consistent revenue. During this period, you are likely reinvesting most, if not all, of your earnings back into the business.

Marketing costs, employee training, equipment maintenance, and operational adjustments can eat into your early revenue. That is normal. What is not normal is expecting to take home a paycheck in those early months.

The smartest franchisees understand that success takes time. They plan for a year—or more—of lean personal finances while their business gets off the ground.

Why the “High-End Plus One Year” Rule Works

The high-end investment range ensures you are not caught off guard by unexpected costs. The one-year living expense rule ensures you can focus on your business without added stress. Together, these two financial principles create a solid foundation for your franchise journey.

This approach also positions you to take advantage of growth opportunities. Maybe a competitor closes shop, and you have a chance to expand. Maybe your franchisor rolls out a new initiative, and you want to be first in line to implement it. Having financial flexibility allows you to seize these opportunities.

Wrapping It Up

So, how much money do you need to buy a franchise?

Enough to cover the high end of the investment range and one year of living expenses.

It might sound like a lot. But it is nothing compared to the stress of being underfunded.

Remember, the goal is not just to buy a franchise. The goal is to build a successful one. And that starts with being financially prepared. Plan for the high end of the investment range and add a year of living expenses.

And set yourself up for success.