It’s probably an understatement to say that transactions in which directors, officers or controlling stockholders have conflicts have received quite a bit of attention from courts and legislatures in recent years, so this recent Cooley memo (co-authored by Courtney Tygesson and our own Liz Dunshee) that provides a “playbook” for navigating conflict transactions under Delaware & Nevada law is a timely and helpful resource. Here’s an excerpt from the intro:
Completing your initial public offering (IPO) is an exciting time, with capital inflows taking you to the next level. But if you are getting ready to go public – or recently closed your IPO – it is important to recognize the litigation risks that come with selling stock to the public and operating as a public company.
Those risks are amplified in some ways if controlling stockholders, interested directors or officers are in the mix, which is not uncommon, especially for tech companies. Among other things, the US Securities and Exchange Commission’s rules require disclosing related-party transactions and other relationships. Minority stockholders tend to scrutinize decisions that appear to benefit some holders more than others and may challenge them as unfair.
Your best defense is not a heroic legal argument after the fact. It is boring excellence in process and disclosure, especially in the run-up to and during significant transactions and fundraising rounds. That begins with understanding how corporate law safe harbors and guardrails would apply to the company’s circumstances in various scenarios.
Tracking ownership thresholds and approvals, along with the following baseline good practices – such as keeping careful minutes and disclosing accurate information to the board and stockholders – can save you from trouble down the road.
The playbook lays out, in summary fashion, how to assess transactions that may be “conflicted” for Delaware corporations and Nevada corporations. It also contains a brief “cheat sheet” that provides a high-level summary of the applicable legal standards.
In our latest Deal Lawyers Download podcast, Mike O’Bryan of Morrison & Foerster joined me for a discussion of some of the M&A developments and trends identified in his firm’s recent report. We covered the following topics in this 32-minute podcast:
1. Evolving due diligence practices relating to AI
2. Implications of changing antitrust and national security review regimes
3. Evolving contractual arrangements for “acquihires” and other hybrid transactions
4. Most consequential recent tax law changes for M&A
5. Expectations about how the SB 21 safe harbor will influence market practice in controller transactions
6. Drafting to reduce the litigation risk of earnouts
7. Influence of activism on board’s strategic review processes
8. How regulatory uncertainties are being addressed in acquisition agreements
We’re always looking for new podcast content, so if you have something you’d like to talk about, please reach out to me at john@thecorporatecounsel.net or Meredith at mervine@ccrcorp.com. We’re wide open when it comes to topics – an interesting new judicial decision, other legal or market developments, best practices, war stories, tips on handling deal issues, interesting side gigs, or anything else you think might be of interest to the members of our community are all fair game.
In the wake of the Delaware Supreme Court decision in Thompson Street Capital Partners, IV v. Sonova (Del. Sup.; 4/25) that applied the equitable doctrine “common law abhors a forfeiture” to noncompliance with a merger agreement’s notice of claims requirement, a number of drafting changes have been proposed. One such suggestion — by Glenn West in Business Law Today — is that the survival clause state that compliance with the notice provisions is a material part of the bargained-for exchange, combined with “time is of the essence” language. This led Glenn and Mitu Gulati to do a deep dive on time-is-of-the-essence clauses in M&A agreements, which they wrote about in the winter edition of The Business Lawyer.
They were surprised by the application of this equitable doctrine in the context of a seller’s indemnification obligation in Thompson Street Capital. They review the history of the doctrine, which resulted from the court’s reluctance to condition the continued grant of possessory land interests on time-based requirements. Time-is-of-the-essence clauses arose in the context of those land-based relationships. They wondered, with the abhorrence of forfeiture being applied to sophisticated M&A agreements, might a time-is-of-the-essence provision work here too? They started with a survey of the inclusion of this language in M&A agreements, and the results surprised them — and everyone else.
We expected to see few or no time-is-of-the-essence clauses in M&A agreements. Instead, between 2010 and 2025, they appeared in roughly 20 percent of the approximately 4,200 publicly available private company M&A agreements our research assistants examined. Except for a handful, the inclusion of these provisions predates Thompson Street Capital. And when these provisions are used, we found that they typically are more all-encompassing regarding the various deadlines found in a private company acquisition agreement than may have been truly intended or necessary.
They had questions about why these provisions were included in these deals and not the other 80%, and there wasn’t already available data to answer those questions. So they conducted interviews with practitioners, including some who drafted the agreements that contained the clauses.
The response we received during our interviews was that there was either no or only limited familiarity with or understanding of the time-is-of-the-essence provision in the M&A bar—at least prior to the Thompson Street Capital decision. And that 20 percent number surprised almost every lawyer we asked about it, including those who had included a time-is-of-the-essence clause in their own documents.
What did the practitioners they chatted with say about Glenn’s proposed drafting fix? Many were in the early stages of considering how to respond to Thompson Street Capital and were open to the suggestion, but worried about “the law of unintended consequences.” To that end, Glenn suggests a “targeted approach” and provides a possible “boilerplate” clause for consideration. It’s worth your time to read the article in full and consider the suggested “Materiality of Conditions” provision.
Late last month, I blogged about a number of new and updated M&A CDIs, a few of which relate to cross-border tender offers. This White & Case alert says the additional flexibility for offerors to make purchases of target shares outside of a tender offer that qualifies for Tier I or Tier II relief addresses an often significant concern. Here’s more:
Several exemptions from US tender offer regulatory requirements are available for cross border tender offers that meet certain conditions based on, among other things, the level of US ownership in the target. For cross border tender offers that qualify for “Tier I” relief, existing rules allow the offeror to purchase target shares outside of the tender if, among other things, the offering documents given to the US holders prominently disclose the possibility of, or intent to make, such purchases.
In new CDI 166.02, the SEC has expanded this exemption to purchases of target shares by an offeror after the public announcement of the tender offer, but before the tender offer is launched and offering documents are distributed. The new CDI indicates that, when distributed, the offering documents should disclose that purchases outside of the tender offer have already occurred and may continue during the offer. Similar relief applies to certain existing exceptions for purchases outside of a “Tier II” cross border tender offer.
In addition, in cross border tender offers that are eligible for Tier II relief, an offeror, its affiliates and affiliates of the offeror’s financial advisor may purchase target shares outside of the tender offer under certain conditions. One of these conditions is that purchases by an affiliate of an offeror’s financial advisor cannot be made to facilitate the tender offer.
New CDI 166.03 provides that this condition only applies when the affiliate of the offeror’s financial advisor is acting on its own behalf, rather than acting as an agent of the offeror. The CDI states that any purchases as an agent of the offeror are subject to the other existing conditions, including the requirement that the tender offer price be increased to match any greater price paid outside of the tender offer.
This Freshfields blog discusses what the partial federal government shutdown, which began in mid-February, means for dealmakers. It says that the Treasury and all CFIUS agencies (except DHS) remain funded, but the shutdown still has an impact on deals, and that impact varies more, deal-by-deal, than other shutdowns.
Similar to previous government shutdowns, CFIUS statutory deadlines are currently tolled, but the impact of this shutdown is more limited and varies between transactions, depending, for example, on the stage at the time of the shutdown. The Committee is providing feedback on draft filings, requesting information from transaction parties, negotiating mitigation agreements, and approving transactions.
However, transactions where DHS has leading equities will likely experience longer delays, and CFIUS generally is not formally initiating the review of transactions that were not already on the clock, potentially resulting in a significant backlog as the shutdown drags on. Therefore, while Treasury is trying to move cases forward and minimize the negative impacts to transactions caused by the shutdown, parties need to be prepared for extended timelines.
The blog suggests:
– Determine the longstop date for your transaction. Because CFIUS’s deadlines are tolled, CFIUS approval could be significantly delayed. Transaction parties should assess whether the longstop date should be extended or consider the risks of closing the transaction prior to receiving CFIUS approval. – Assess the potential impact of the partial shutdown on your transaction. If there are any connections between the transaction and DHS such as, for example, contracts with DHS, the current partial shutdown may have a substantial effect on CFIUS’s ability to clear the transaction. – Promptly submit filings. CFIUS is still actively reviewing cases, and all regulatory requirements imposed on parties remain in effect during a lapse in appropriations. Not waiting to file your transaction can help ensure that it is not at the back of the line once the shutdown ends should there be a significant backlog and CFIUS may begin evaluating the transaction even if it has not initiated the review period. – Communicate with CFIUS on changes or updates to the transaction. Parties should generally keep the Committee informed of their transaction and key transaction deadlines. Additionally, promptly responding to CFIUS’s questions helps mitigate the risk of longer delays.
In January, VC Zurn denied a Comerica stockholder’s motion for a temporary restraining order enjoining the closing of the stock-for-stock merger with Fifth Third Bancorp. Later that month, she issued a letter opinion explaining the reasoning in advance of the merger closing. In HoldCo Opportunities Fund V v. Arthur G. Angulo et al. (Del. Ch.; 1/26), the stockholder alleged, among other things, that Comerica’s fiduciaries agreed to unenforceable deal protection provisions that were invalid under DGCL Section 141(a).
HoldCo contends the force-the-vote provision, the no-shop and fiduciary out, the mandatory renegotiation provision, the one-year outside date, and the 4.7% termination fee locked Comerica into the Fifth Third deal for a year without the right to terminate it for a better deal. HoldCo sought to enjoin closing the Merger—but not the stockholder vote—until Defendants redrafted the Merger Agreement to relax its deal protection provisions [. . .] HoldCo asserts the deal protections are illegal under [DGCL Section] 141(a) and Omnicare, as per se invalid constraints on the Comerica board’s authority, and unreasonable under Unocal, in that they forced upon stockholders a deal that entrenched Comerica fiduciaries in Fifth Third roles.
You already know VC Zurn didn’t find these arguments persuasive.
Boards are required to bargain for effective fiduciary out clauses permitting them to discharge their managerial authority in fidelity to stockholders, [but . . .] a fiduciary out need not be coupled with a termination right, or be free of a break fee, to give the board the necessary freedom to exercise its fiduciary duties [. . .] The one-year outside date does not strip the board of its managerial authority to decide if the Merger is best for stockholders: it defines how long the board must work to close the highly regulated Merger once stockholders approve it.
In her blog post on this letter opinion, Law Prof Ann Lipton asks whether the DGCL 141(a) challenge to these deal protections survives after the adoption of Section 122(18). Put another way, she asks “Does 122(18) apply to deal protections?” She points out the many references to Moelis in the briefings and notes, “Certainly, an acquirer is a ‘prospective stockholder,’ so doesn’t that mean the board has at least the authority to tie its own hands in a merger agreement?”
In its alert about the “market practice” DGCL amendments, Fried Frank referred to merger agreements when discussing the effectiveness of Section 122(18). VC Laster has written about the potential implications of Section 122(18) in the context of a merger (but focusing on the extent to which a contract can require a board to recommend a merger under Section 251).
We’ve recently posted another episode of our “Understanding Activism with John & J.T.” podcast. This time, J.T. Ho and John were joined by Francis Stapleton, a managing director in Evercore’s strategic advisory practice. They discussed recent trends in activism. Topics covered during this 40-minute podcast include:
– Drivers of global surge in activism – 2025’s surge in M&A-driven activism – Evolution of experienced activists’ playbook – Reducing vulnerability to CEO-targeted activism – Dealing effectively with first-time activists – The small-cap activism landscape – Avoiding becoming a repeat activism target – Preparing for M&A-driven activism in 2026 – Top priority for boards preparing for activism
This podcast series is intended to share perspectives on key issues and developments in shareholder activism from representatives of both public companies and activists. They continue to record new podcasts, and they’re full of practical and engaging insights from true experts – so stay tuned!
This Cooley memo highlights some key takeaways from the first year of antitrust enforcement under Trump 2.0. This excerpt discusses some of the important ways that the DOJ & FTC have been more friendly to M&A than they were during the Biden administration:
‘Getting out of the way’ of nonproblematic deals. [FTC Chair Andrew] Ferguson summarized his view on merger enforcement: “If we think [a] merger is going to hurt Americans economically, I’m taking you to court. But if we don’t, we’ll get the hell out of the way.” Echoing this sentiment, the DOJ has also prioritized expediting reviews and redirected agency resources to identify those deals quickly and clear them without unnecessary delay.
A significant procedural update, which had been set in motion by the Biden administration, was the return to the practice of granting “early terminations” of statutory waiting periods under the HSR Act. Historically, early termination had been granted in about 80% of transactions where it was requested. There is not yet sufficient data available to assess if the cadence is similar.
Revival of structural remedies. A welcome development for dealmakers in 2025 was the return of merger remedies, often involving divestiture. Unlike the previous administration, which viewed remedies with skepticism and increasingly preferred litigation (though it did enter into some consents despite the rhetoric), current regulators are more open to addressing concerns with structural remedies in settlements.
In 2025, the DOJ and FTC brought 12 enforcement actions challenging mergers, nine of which resulted in consent orders. The agencies have tended to prefer divestitures, as reflected in the consents in Boeing/Spirit, ACT/Giant Eagle and Synopsys/Ansys, while a few other settlements involved behavioral remedies, as in Omnicom/IPG.
The memo cautions that while the environment is more deal-friendly than in recent years, the agencies are still willing to litigate if they aren’t happy with the deal and any proposed remedies.
Meredith blogged about the new and updated M&A-related CDIs that Corp Fin issued in January. This Hunton Andrews Kurth memo highlights how one of those CDIs, which provides companies with greater flexibility on the timing of broker searches, will facilitate shareholder approval of M&A transactions:
Companies will have more leeway in scheduling and preparing for shareholder meetings. This flexibility is particularly beneficial when seeking shareholder approval of M&A transactions, where timing and coordination are critical. Effectively, the new guidance will enable some transactions to close more quickly by allowing the record date to be set sooner, thus reducing the parties’ exposure to market risk. It may also be helpful for companies seeking to set a record date quickly to reduce the risk that activists or other interlopers try to purchase shares after the transaction is announced for the purpose of voting against it.
The CDI is also a welcome step by the Staff in terms of modernizing the proxy process. Proxy solicitors and practitioners have long viewed the 20-business day requirement as antiquated and unnecessary. Parties should consult with their proxy solicitors and Broadridge when conducting a broker search, however, to determine what will be adequate.
M&A-centered activism surged during the second half of 2025 and is expected to continue to rise during the current year. This Paul Weiss memo discusses M&A activism and offers some insights into how companies should prepare for it. This excerpt discusses how activists are likely to pursue M&A-centered campaigns in the coming months:
– Pushing for a strategic review at companies that are potential buyout targets. Small- and mid-cap public companies with strong cash flow could become targets for activists as private equity sponsors look to deploy dry powder. Companies operating in sectors that have been overlooked by the AI boom but otherwise have strong fundamentals may be particularly attractive given their relative valuation.
– Teaming up with sponsors to push for a sale. The line between private equity and activists often blurs during periods of robust dealmaking, and the coming months could signal a gradual return of private equity cooperation and teaming up with activists to put companies in play. Activists may also seek to broker deals by identifying potential targets for sponsors.
– Inserting themselves in strategically transformative transactions. Activists may seek to gain influence within companies rumored to be exploring a potential transaction in order to increase the odds of such a transaction being consummated. Such actions may include seeking access to information or nominating directors to the board.
– Opposing announced M&A and/or engaging in bumpitrage. Where announced transactions fail to meet market expectations (or in many cases, the activist’s expectations), activists may agitate against the transaction, or alternatively, urge the parties to revise the transaction terms in order to make a quick and outsized return.
– Pushing for break-ups and divestitures. Portfolio simplification will likely continue to be a priority for activists, as investors reward focused portfolios and easily understandable strategies. We expect companies with disparate or underperforming segments to continue to face activist pressure to simplify their operations through M&A.
The memo also highlights some of the unique challenges companies face in responding to M&A activism, most notably the greater legal constraints and heightened market scrutiny that accompanies M&A-related conversations, and it offers some advice on navigating these challenges.