Startup & Venture Capital.

Four things matter most: a clean incorporation with a founder shareholder agreement that reflects what was actually agreed, a vesting schedule on founder equity, signed IP assignment from every founder, employee and contractor who has touched the product, and a cap table that is kept up to date as SAFEs, notes or early investments come in. None of this looks urgent when the company is three people in a room, and all of it becomes urgent the moment a venture capital fund's due diligence team starts asking questions. Fixing these gaps under time pressure during a live round is slower, more expensive and sometimes impossible to do cleanly — getting them right in week one is not.

The terms that most often deserve a closer look are liquidation preference multiples above 1x, participating preferred structures that let investors double-dip in an exit, broad anti-dilution ratchets that shift disproportionate risk onto founders in a future down round, board composition that hands investors control disproportionate to their ownership stake, and vesting reset clauses that re-start founder vesting from zero at closing. None of these are automatically unreasonable — some are standard depending on stage and market conditions — but founders need to know which is which before they sign, not after. We read every term sheet against what is actually market-standard for the round size and stage in question.

Yes, and investors will ask for one even if you don't. A vesting schedule protects the company and the remaining founders if a co-founder leaves early — without it, someone who departs after three months keeps their full equity stake, which is a problem every investor's due diligence checklist is built to catch and every remaining founder eventually resents. Standard practice is a four-year schedule with a one-year cliff, though the specifics can be adjusted for how long founders have already been working together. Setting this up correctly at incorporation avoids an awkward and sometimes contentious renegotiation right before a round closes.

An employee share option plan reserves a pool of equity — typically 10-15% of the company on a fully diluted basis — that can be granted to employees as options that vest over time, giving key hires a real stake in the company's growth rather than just a salary. It is worth setting up before your first substantial hires, not after, both because investors expect to see an ESOP pool factored into the cap table at the term sheet stage and because a plan designed properly, with sensible vesting and strike prices, functions as a genuine retention tool rather than paperwork nobody understands. We design ESOPs sized and vested to actually do the retention job they're meant to do.

Yes. A significant share of VC term sheets and investment agreements for Greek startups are governed by or modelled on English law — SAFE and YC-style documents, English-law shareholder agreements built for cross-border rounds with international investors. Dual qualification in Greece and England/Wales means these documents are handled directly under a single instruction, without a referral to a second firm for the English-law side of the deal, and without losing time translating between two separate legal teams working from two separate playbooks.