Most founders treat legal prep like buying insurance, something they know they need but hope they will never use. Then they sit across from investors who start asking pointed questions about corporate structure, and suddenly that “we will figure it out later” approach does not feel so smart.
The truth is, different fundraising stages need different legal groundwork. Worrying about Series A documents while you’re in the middle of a pre-seed raise is like buying a tux for a beach cookout. Here’s what really counts at each stage.
- Pre-Seed: Keep It Simple But Not Stupid
When you are getting cash from friends/family/first angels, the tendency is to keep everything nice and informal. That’s a mistake. Cash has a way of converting your college roommate into a pushy investor in no-time. Start with the basics like incorporation, stock ownership agreement among founders, basic IP assignment.
Your cap table should be deceptively straightforward but accurate as it should simply show who owns what (%) when they got it, and vesting schedules, if any. The most important part is the term sheet. Draft the shareholders rights that investors get, how decisions will get made and what happens if they want to sell. Those chats are awkward now, but they save you down the line when relationships explode. Don’t worry about preference and other fancy structures yet. Go with simple stock with normal rights.
When you prepare your documents, don’t get caught up in complicated preference structures. Just issue simple equity shares with the standard rights. You’re not at the stage of your startup where your documents will include liquidation preferences, or anti-dilution provisions.
- Seed/Series A: Time to Get Serious
Once VCs enter the picture, everything changes. These investors have seen hundreds of deals go sideways, and their legal teams know exactly which provisions protect them. You need to level up fast.
Founder employment agreements become critical here. VCs want to know they can remove founders if things go bad. The “termination for cause” definitions in these agreements can become a sword hanging over your head if drafted poorly. Try to understand precisely what behaviours can result in termination and what will happen to your equity if you quit.
The board will get real at this point in time. Investors are going to want board seats and you will want to understand how voting works, what decisions require board approval and how follow-on rounds may dilute your control.
Due diligence becomes thorough. Investors will crawl through your corporate records, employment agreements, customer contracts, and IP portfolio. Run your own “vendor due diligence” first to find problems before investors do. Clean IP assignments, proper employment classifications, and organised corporate records save you from painful valuation adjustments later.
If you are in a regulated industry or taking foreign investment, factor in regulatory approval timelines. Nothing kills momentum like discovering you need government approval that takes six months to get.
- Series B and Beyond: Professional League Rules
Later stage rounds involve multiple investors, larger check sizes and complicated ideal structures. The legal documents you receive in later rounds will be templates for your and your investors future fund raising efforts, so it matters to get it right more than ever.
You will probably issue preference shares with multiple classes of rights and liquidation preferences will be layered, anti-dilution provisions will be complicated and conversion mechanics will be complex. The good news is you will be in a position to negotiate, so maximise your negotiating power.
You probably had no way around limiting your personal assets that could be subject to the indemnification obligations in an indemnity agreement in some of the previous rounds, now you can try to limit your potential liability.
In terms of your investor’s rights, you can tier the investor rights according to the level of shareholding, rather than providing everyone investor with the same right.
Conclusion
Legal preparation is largely about mitigating the pitfalls that can either kill deals or eliminate founder control. Each stage of fundraising has risks and documentation elements that are unique to that stage.
Engagement legal counsel who actually knows venture deals with startups, versus engaging corporate counsel who work on venture deals. Ask them how many rounds have they done recently with a startup and do they know your industry or the requirements for it.
The legal work usually feels like a cost you are incurring, so it feels like you are paying tax on your time and money. I would consider it more of an investment or a form of insurance for the future of your startup. Better to handle it properly upfront than spend years untangling problems that could have been prevented.