Commercial Contracts
A contract must accurately describe the transaction and remain in place when the relationship ceases to function. We assist companies in drafting, reviewing, and negotiating agreements with customers, suppliers, and partners, aligning the clauses with financial and operational needs.
First the relationship, then the clauses
A useful contract describes the transaction, allocates risks, and offers tools if something goes wrong. Let's start with what the company must buy, sell, or produce: services, timeframes, fees, operational dependencies, and negotiation margins. The same clause can have very different effects for a supplier and its customer.
Let's examine the entire set of documents: proposal, order, general conditions, specifications, technical annexes, and correspondence. A good draft won't solve the problem if other conditions are referenced in the order or if daily practice contradicts what was signed.
Supply, services and procurement
We define the scope, expected standards, testing or acceptance, requested modifications during execution, payments, and the consequences of delays. We evaluate warranties, limitations of liability, penalties, insurance, and the division of tasks between the company, collaborators, and subcontractors.
In ongoing relationships, duration, renewal, price review, suspension of services, and exit phase are key. The goal is to clarify when one party can terminate the relationship and what obligations remain: deliveries, returns, support, confidentiality, and data management.
Distribution, agency and collaboration
We assist companies in selecting and negotiating agreements with commercial partners. Territory, exclusivity, objectives, remuneration, clientele, trademark use, and termination must be coordinated with the actual model. The name given to the contract does not replace the verification of how the relationship is conducted.
If the transaction involves a foreign country, we identify the issues that require an examination of the applicable law and the input of professionals from the country concerned. Jurisdiction, language, payment methods, and the possibility of obtaining legal protection are all important factors during the negotiation process.
Negotiating and managing default
We distinguish the essential points from the possible concessions. For each significant change, we clarify the residual risk and alternatives, so that the decision maker can compare them with the value of the transaction. We prepare texts, observations, and compromise proposals consistent with the instructions received.
When defects, delays, or suspended payments arise, we reconstruct obligations and evidence before filing complaints, interrupting services, or terminating the relationship. We evaluate formal warnings, negotiations, repayment agreements, and legal action. Even informal communication can impact the company's position.
An example: late delivery and strategic customer
A delay blocks the customer's production, which suspends all payments. It's necessary to distinguish disputed supplies from accepted ones, check the clauses, and reconstruct the causes, communications, and alleged damages. A solution may require a delivery schedule, partial payment, and rules for closing the dispute.
The example does not anticipate the solution to a real case: it serves to demonstrate why contract, evidence, and commercial objective must be examined together.
Documents and Frequently Asked Questions
To begin, all relevant contractual texts, orders, attachments, invoices, and communications are useful. It also indicates the decision to be made and its deadline. The work can conclude with a commented revision, a new draft, a negotiation outline, or a strategy for the troubled relationship, depending on the assignment.
Frequently asked questions
Can a signed contract be reviewed?
Its effects and scope for modification can be assessed, which generally requires the other party's involvement.
Is a standard template sufficient?
It can be a basis, but it must be adapted to the transaction.
Can I immediately suspend payments?
This is a decision that should be examined on a case-by-case basis before implementing it.
Related services
First the relationship, then the clauses
A useful contract describes the transaction, allocates risks, and offers tools if something goes wrong. Let's start with what the company must buy, sell, or produce: services, timeframes, fees, operational dependencies, and negotiation margins. The same clause can have very different effects for a supplier and its customer.
Let's examine the entire set of documents: proposal, order, general conditions, specifications, technical annexes, and correspondence. A good draft won't solve the problem if other conditions are referenced in the order or if daily practice contradicts what was signed.
Supply, services and procurement
We define the scope, expected standards, testing or acceptance, requested modifications during execution, payments, and the consequences of delays. We evaluate warranties, limitations of liability, penalties, insurance, and the division of tasks between the company, collaborators, and subcontractors.
In ongoing relationships, duration, renewal, price review, suspension of services, and exit phase are key. The goal is to clarify when one party can terminate the relationship and what obligations remain: deliveries, returns, support, confidentiality, and data management.
Distribution, agency and collaboration
We assist companies in selecting and negotiating agreements with commercial partners. Territory, exclusivity, objectives, remuneration, clientele, trademark use, and termination must be coordinated with the actual model. The name given to the contract does not replace the verification of how the relationship is conducted.
If the transaction involves a foreign country, we identify the issues that require an examination of the applicable law and the input of professionals from the country concerned. Jurisdiction, language, payment methods, and the possibility of obtaining legal protection are all important factors during the negotiation process.
Negotiating and managing default
We distinguish the essential points from the possible concessions. For each significant change, we clarify the residual risk and alternatives, so that the decision maker can compare them with the value of the transaction. We prepare texts, observations, and compromise proposals consistent with the instructions received.
When defects, delays, or suspended payments arise, we reconstruct obligations and evidence before filing complaints, interrupting services, or terminating the relationship. We evaluate formal warnings, negotiations, repayment agreements, and legal action. Even informal communication can impact the company's position.
An example: late delivery and strategic customer
A delay blocks the customer's production, which suspends all payments. It's necessary to distinguish disputed supplies from accepted ones, check the clauses, and reconstruct the causes, communications, and alleged damages. A solution may require a delivery schedule, partial payment, and rules for closing the dispute.
The example does not anticipate the solution to a real case: it serves to demonstrate why contract, evidence, and commercial objective must be examined together.
Documents and Frequently Asked Questions
To begin, all relevant contractual texts, orders, attachments, invoices, and communications are useful. It also indicates the decision to be made and its deadline. The work can conclude with a commented revision, a new draft, a negotiation outline, or a strategy for the troubled relationship, depending on the assignment.
Frequently asked questions
Can a signed contract be reviewed?
Its effects and scope for modification can be assessed, which generally requires the other party's involvement.
Is a standard template sufficient?
It can be a basis, but it must be adapted to the transaction.
Can I immediately suspend payments?
This is a decision that should be examined on a case-by-case basis before implementing it.
Related services
First the relationship, then the clauses
A useful contract describes the transaction, allocates risks, and offers tools if something goes wrong. Let's start with what the company must buy, sell, or produce: services, timeframes, fees, operational dependencies, and negotiation margins. The same clause can have very different effects for a supplier and its customer.
Let's examine the entire set of documents: proposal, order, general conditions, specifications, technical annexes, and correspondence. A good draft won't solve the problem if other conditions are referenced in the order or if daily practice contradicts what was signed.
Supply, services and procurement
We define the scope, expected standards, testing or acceptance, requested modifications during execution, payments, and the consequences of delays. We evaluate warranties, limitations of liability, penalties, insurance, and the division of tasks between the company, collaborators, and subcontractors.
In ongoing relationships, duration, renewal, price review, suspension of services, and exit phase are key. The goal is to clarify when one party can terminate the relationship and what obligations remain: deliveries, returns, support, confidentiality, and data management.
Distribution, agency and collaboration
We assist companies in selecting and negotiating agreements with commercial partners. Territory, exclusivity, objectives, remuneration, clientele, trademark use, and termination must be coordinated with the actual model. The name given to the contract does not replace the verification of how the relationship is conducted.
If the transaction involves a foreign country, we identify the issues that require an examination of the applicable law and the input of professionals from the country concerned. Jurisdiction, language, payment methods, and the possibility of obtaining legal protection are all important factors during the negotiation process.
Negotiating and managing default
We distinguish the essential points from the possible concessions. For each significant change, we clarify the residual risk and alternatives, so that the decision maker can compare them with the value of the transaction. We prepare texts, observations, and compromise proposals consistent with the instructions received.
When defects, delays, or suspended payments arise, we reconstruct obligations and evidence before filing complaints, interrupting services, or terminating the relationship. We evaluate formal warnings, negotiations, repayment agreements, and legal action. Even informal communication can impact the company's position.
An example: late delivery and strategic customer
A delay blocks the customer's production, which suspends all payments. It's necessary to distinguish disputed supplies from accepted ones, check the clauses, and reconstruct the causes, communications, and alleged damages. A solution may require a delivery schedule, partial payment, and rules for closing the dispute.
The example does not anticipate the solution to a real case: it serves to demonstrate why contract, evidence, and commercial objective must be examined together.
Documents and Frequently Asked Questions
To begin, all relevant contractual texts, orders, attachments, invoices, and communications are useful. It also indicates the decision to be made and its deadline. The work can conclude with a commented revision, a new draft, a negotiation outline, or a strategy for the troubled relationship, depending on the assignment.
Frequently asked questions
Can a signed contract be reviewed?
Its effects and scope for modification can be assessed, which generally requires the other party's involvement.
Is a standard template sufficient?
It can be a basis, but it must be adapted to the transaction.
Can I immediately suspend payments?
This is a decision that should be examined on a case-by-case basis before implementing it.
Related services