Corporate Law

Company formation and corporate lawyers in Colombia.

Our English-speaking corporate attorneys assist founders and investors with SAS company formation, Chamber of Commerce and DIAN steps, bylaws, shareholder agreements, and ongoing corporate counsel. If brand protection is part of the launch, our trademark attorneys can coordinate a separate registration review.

SAS Company Formation Shareholders' agreements Chamber of Commerce & DIAN Internal conflicts Corporate litigation Legal representative Sale of shares Trademark Registration

A direct answer

What a corporate law attorney does at Cafore.

A corporate law attorney reviews a company's rules, documents, and decisions to reduce disputes among partners, avoid poorly supported acts, and prepare a defensible legal path. At Cafore, that review connects bylaws, agreements, minutes, officers, authorities, and operational risks.

Published legal commentary and media presence.

El Tiempo Week Portfolio Media | Cafore Abogados. Press articles, interviews and media coverage of our firm. Legal Sphere Infobae
Cafore Abogados S. A. S. Bogotá, Colombia Corporate legal advice for companies, partners, and legal representatives About Us Team
01 Pinpoint the problem Conflict, informality, authority, or transaction. 02 Review the foundation Connected documents, partners, shares, and risks. 03 Pinpoint the litigation Actions, measures, authorities, and evidence. 04 Resolve doubts Questions grouped by stage and risk.

When it makes sense

Consult before signing, escalating a dispute, or making a decision that could affect the company's value.

Corporate legal advice is especially important when the company needs to put its rules in order, protect evidence, negotiate among partners, or respond to third parties with consistent documents.

Partners

There is tension over control, profits, information, or exit.

We review voting rules, agreements, minutes, economic rights, and options before breaking up the corporate relationship.

Documents

The company grew with informality in its documents and decisions.

We put bylaws, books, minutes, certificates, authorizations, and records in order before selling, receiving investment, claiming rights, or responding to third parties.

Sensitive decision

They are going to amend, buy, sell, or change governance.

We define which corporate steps are necessary and which risks may affect price, validity, or liability.

Quick assessment

Choose your starting point. The answer depends on the type of risk.

When the conflict seems personal, but the risk is corporate.

Before filing suit or sending strongly worded communications, it is advisable to review whether the company has clear rules for making decisions, blocking them, selling, or demanding information.

Signs
  • Decision-making deadlock.
  • Disagreement over profits.
  • Use of information or resources.
Documents
  • Bylaws and agreements.
  • Recent minutes.
  • Shareholder ledger.
Route
  • Negotiate rules.
  • Correct supporting records.
  • Preparing legal action.

Documents, disputes, and actions

Review paths for pinpointing corporate risk with precision.

The analysis connects tension among shareholders, documentary informality, litigation, sensitive transactions, and risks that may affect the governance or value of the company.

01

Dispute among partners

For tensions over control, information, voting, profits, cash flow, or the departure of one of the shareholders.

01
Agreements and relationships among partnersRules on exit, voting, profits, information, and control.

The goal is to keep every disagreement from turning into a fight with no way forward. If an agreement exists, it is interpreted; if it does not, we assess how to fill the gap.

  • Shareholder exit, share buyouts, right of first refusal, drag-along, and tag-along.
  • Rules on information, confidentiality, non-competition, retention, and dedication.
  • Consequences for breach and real mechanisms to break decision deadlocks.
02
Right of inspection and informationWhen a shareholder requests documents or management does not respond.

We review what the shareholder may request, at what point, through which channel, and how to leave useful evidence in cases of silence, partial delivery, or unjustified refusal.

  • A precise request for ledgers, minutes, financial statements, and relevant supporting records.
  • Management's responses, reasonable reservations, and confidentiality limits.
  • Evidence to negotiate, trigger interim measures, or prepare a dispute.
03
Abuse by the majority, the minority, or in deadlockWhen voting is used to harm, block, or seize control of the company.

Conflict does not always come down to a decision being formally incorrect. Sometimes the problem is the use of voting to gain an undue advantage, block essential decisions, or harm another shareholder.

  • Voting patterns, private interests, and harm to the company or its shareholders.
  • 50/50 deadlocks, refusal of information, profits withheld without cause, and repeated decisions.
  • Paths to negotiation, purchase of an equity stake, bylaw amendment, or court action.
02

Chamber of Commerce & DIAN

For companies that operate but lack sufficient minutes, ledgers, supporting records, authorizations, or traceability.

04
Bylaws, ledgers, and minutesThe basis for knowing whether a decision can stand.

We review majorities, quorum, notices of meeting, authorizations, amendments, pending minutes, the shareholders' register, and the consistency between what the company did and what it can prove.

  • Whether the decision was made by the correct corporate body.
  • Whether the minutes tell the full story: date, attendees, votes, authorizations, and annexes.
  • Whether there are discrepancies among the certificate, bylaws, ledgers, and the partners' actual situation.
05
Chamber of Commerce & DIANDecisions made without clear supporting records or with documents that do not align.

A company can operate for years with informality without noticing. The problem surfaces when a shareholder makes a claim, a buyer asks questions, a bank requests authorizations, or an authority demands documents.

  • Late minutes, outdated books, undocumented contributions, and cross-loans.
  • Payments, bonuses, related-party contracts, or cash decisions without visible approval.
  • Risks that can indeed be corrected and risks that call for a negotiation or defense strategy.
06
Officers and legal representativeLiability, authorizations, and conflicts of interest.

We identify who can sign, which decisions require approval, what risks management assumes, and what evidence must be kept on record.

  • Threshold amounts, sensitive contracts, indebtedness, and obligations toward banks or suppliers.
  • Directors' duties, conflicts of interest, related-party transactions, and use of company resources.
  • A path to prevent or prepare a liability action once the harm has already occurred.
03

Corporate litigation

To decide whether to claim, defend, challenge, pursue liability, or preserve evidence before escalating.

07
Challenging minutes and corporate resolutionsWhen a decision may have been made without rules, without the required majorities, or with defects.

We assess whether a meeting, minutes, or resolution can be challenged on grounds of notice, quorum, majority, the body's authority, conflict of interest, conflict with the bylaws, ineffectiveness, or lack of evidence.

  • The challengeable decision, the grounds for ineffectiveness, the deadlines, standing, and the documents that support the claim.
  • The practical effect of challenging or seeking a declaration of ineffectiveness: to halt, correct, negotiate, or rebuild the decision.
  • The risks of starting the proceeding without sufficient evidence.
08
Liability action against directorsWhen the dispute concerns harm caused by decisions of management, the board, or the legal representative.

We review whether there is conduct, harm, a causal link, and sufficient evidence to bring a claim or to defend the directors' actions.

  • Exceeding authority, conflicts of interest, related-party transactions, and cash handling.
  • Business decisions that turned out badly versus decisions made without due care or without authorization.
  • Evidentiary strategy before alleging bad faith or negligence.
09
Enforcement of agreements and arrangements among partnersWhen someone breaches the private rules that held the company together.

We review whether the agreement is enforceable, what obligations it contains, what evidence of breach exists, and whether it is advisable to demand performance, compensation, exit, or renegotiation.

  • Clauses on lock-up, information rights, non-compete, sale, drag-along, tag-along, or confidentiality.
  • Evidence of breach and the consequences set out in the agreement.
  • Consistency among the shareholders' agreement, the bylaws, and corporate decisions.
10
Interim relief and evidence preservationBefore the conflict erases documents, money, or control.

When the risk is urgent, we analyze what must be preserved, what should be requested, and what is best not announced without a strategy.

  • Minutes, emails, chats, ledgers, access logs, financial statements, and payment records.
  • Risks of asset disposal, changes of legal representative, account freezes, or document destruction.
  • A judicial, administrative, or negotiated path according to the urgency and the available evidence.
04

Transactions and authorities

For the sale of shares, the entry of investors, the exit of partners, formal demands, or risks that cut across the transaction.

11
Exclusion, withdrawal, or exit of partnersSeparating the relationship without destroying value or improvising the price.

When a partner must exit, it is advisable to review whether the path is agreed upon, whether grounds exist, how the stake is valued, and what happens with debts, assets, trademarks, information, and guarantees.

  • Sale of shares, right of first refusal, bylaw restrictions, and private agreements.
  • Valuation, payment terms, and tax, labor, and contractual contingencies.
  • Risk of excluding a partner without legal grounds or of negotiating without closing every front.
12
Authorities and related risksSuperintendence of Companies, DIAN, SIC, UGPP, and actual operations.

Corporate prevention must look at the entities involved, the documents that can be required, the response channels, and the supporting records that cannot be improvised after an inspection or formal demand.

  • Superintendence of Companies, the Chamber of Commerce, RUES, corporate books, minutes, and directors.
  • DIAN, RUB, invoicing, withholdings, payments to partners, and contingencies that affect value.
  • SIC, personal data, consumer protection, UGPP, the Ministry of Labor, and permits specific to the activity.

Corporate litigation

Corporate proceedings, actions, and disputes we can review.

Corporate litigation is not limited to filing a lawsuit. It can begin with a request for information, a challenged shareholders' meeting, an urgent measure, a negotiation among partners, or a proceeding before the Superintendence of Companies.

Review a corporate dispute

Corporate actions

  • Challenging corporate resolutions.
  • Derivative liability action.
  • Individual liability action.
  • Recognition of grounds of ineffectiveness.
  • Abuse of the voting right.
  • Right of inspection.
  • Enforcement of shareholders' agreements.
  • Nullity, ineffectiveness, or unenforceability of decisions.

Interim measures and evidence

  • Precautionary measures.
  • Production of books and documents.
  • Protection of minutes and supporting records.
  • Preservation of emails, chats, and access credentials.
  • Financial statements and accounting records.
  • Shareholder ledger.
  • Evidence of conflict of interest.

Exit, control, and winding-up

  • Exclusion, withdrawal, or exit of partners.
  • Forced purchase or sale of shares.
  • Judicial dissolution.
  • Winding-up of the company.
  • 50/50 deadlocks.
  • Disputes in family-owned companies.
  • Corporate arbitration.

Related authorities and litigation

  • Superintendency of Companies.
  • Chamber of Commerce and RUES.
  • DIAN, UGPP and the Ministry of Labor.
  • SIC and personal data.
  • Directors' liability.
  • Corporate criminal risk.
  • The company's contracts, trademark registration and assets.

First step

If you already know which path fits your case, we can review documents and define the next move.

Request a review

Compact checklist

Five documents for a first review.

This list helps organize the first conversation and locate documents that may change the strategy from the outset.

0 of 5 ready

The Cafore Method

A clear process to move from the problem to a course of action.

The review is not limited to stating which rule applies. It seeks to identify what can be proven, what must be corrected, and which decision is best to carry out.

1

Context

We understand the decision, conflict, or document that prompted the consultation.

2

Documents

We request only what is needed to assess the case and prioritize the documents that can change the strategy.

3

Map

We separate urgency, risk, possible correction, and the negotiation or litigation scenario.

4

Execution

We prepare minutes, agreements, amendments, responses, or actions according to the chosen path.

Possible deliverables

What can be ready after the review.

The outcome depends on the case, but the consultation should result in concrete deliverables, not a loose opinion.

Route

An opinion on the course of action and priorities.

A clear map of urgency, documents, risks and alternatives to decide with less noise.

Documents

Minutes, agreement, amendment or corrected record.

The review may result in corporate documents ready for signature, registration, or negotiation.

Estrategia

Negotiation, response, or legal action.

If the matter has already escalated, we define the path to talk, respond, claim, or defend.

Scope of the service

Matters we review in corporate law.

These are the points that usually shape the strategy before responding, signing, negotiating, suing, or defending. The review starts from concrete facts and documents in order to choose a prudent path.

01

Situations we can review.

Common matters that are best read alongside documents, timelines, and real consequences.

Disputes among partners

Deadlocks, abuse by majorities or minorities, refusal to provide information, exclusion, withdrawal of partners, and disputes over management.

Chamber of Commerce & DIAN

Incomplete minutes, unsupported decisions, outdated ledgers, powers of attorney, amendments, appointments, and legal representation.

Directors and liability

Directors' duties, conflicts of interest, sensitive decisions, distribution of profits, and management-related risks.

Corporate litigation

Challenges to minutes, injunctive measures, liability actions, and disputes before the Chamber of Commerce or the Superintendence of Companies.

02

Documents worth preparing.

Not all are needed from day one, but they help organize the consultation.

  • Bylaws, amendments and certificate of incorporation.
  • Minutes, notices, powers of attorney and corporate books.
  • Shareholders' agreements, covenants, emails and communications.
  • Financial statements, records of contributions, payments and relevant decisions.
03

Possible paths after the review.

The strategy depends on the evidence, deadline, opposing party, authority and objective.

  • Organize documents and facts before sending communications.
  • Define whether negotiation, corrective minutes, an amendment, or judicial action is the better course.
  • Separate the corporate dispute from tax, criminal, labor or family risks.
04

Frequently asked questions about this service.

Initial responses to understand scope, documents and possible paths.

01Which corporate type is best for me: S.A.S., Ltda., or S.A.?

The choice depends on the number of partners, the capital, the level of operational formality, and the type of activity. The Simplified Stock Company (S.A.S.), governed by Law 1258 of 2008, is today the most widely used corporate form in Colombia because it allows a single shareholder, permits drafting the bylaws freely, does not require a statutory auditor below certain thresholds, and is incorporated through a private document. The Limited Liability Company (Ltda.) and the Corporation (S.A.), both governed by the Commercial Code, remain useful in specific scenarios: the Ltda. when one wishes to limit the number of partners and maintain a certain rigidity regarding the entry of third parties, and the S.A. when a stock-exchange listing or more complex governance structures are anticipated. Before incorporating your company it is advisable to review the business model, the revenue projections, and the applicable tax regime.

02How much does it cost to incorporate an S.A.S. in Colombia?

Costs vary according to the city, the subscribed capital, and professional fees, but they can be grouped into three items: (i) registration fees before the Chamber of Commerce, calculated on the subscribed capital in accordance with the annual rates set by the Government; (ii) the departmental registration tax, generally equivalent to 0.7% of the subscribed capital; and (iii) the commercial registration based on the declared assets. To this are added, where applicable, notarial costs (if the company is incorporated by public deed instead of a private document) and the fees of the attorney who drafts the bylaws. We recommend requesting a prior estimate from the Chamber of Commerce in your jurisdiction before budgeting the operation.

03What are the tax obligations of an S.A.S.?

Once incorporated, the company must register in the Single Tax Registry (RUT) with the DIAN and comply with the obligations corresponding to its activity and size: filing and payment of income tax, VAT when it provides services or sells taxable goods, withholding at source when it acts as a withholding agent, and the industry and commerce tax (ICA) in each municipality where it carries out economic activity. In addition, it must submit annual third-party information (información exógena) to the DIAN if it exceeds the thresholds established by resolution, and report to the Single Registry of Beneficial Owners (RUB). Failure to comply with these obligations gives rise to penalties that may affect the company's assets and, in certain cases, the personal liability of the directors.

04Can I incorporate a company with a single shareholder?

Yes. The S.A.S., by virtue of Article 1 of Law 1258 of 2008, expressly allows incorporation by a single person, whether natural or legal. It is the only corporate form in Colombian law that broadly permits sole ownership. This possibility is useful for independent professionals, early-stage entrepreneurs, or investors who wish to separate their personal assets from the risk of the economic activity. Bear in mind that, even with a single shareholder, the company remains a separate legal person and must comply with all formal obligations: accounting, registrations, meetings (even if held by a single person), and tax reporting.

05What happens if I want to remove a partner from the company?

It depends on the corporate type and on what is agreed in the bylaws. In the S.A.S., shareholders may freely transfer their shares unless the bylaws establish restrictions (rights of first refusal, prior authorizations, lock-up periods). If the partner wishes to withdraw voluntarily, the usual route is the sale of their shares to the other shareholders or to a third party, formalized through an assignment agreement and recorded in the shareholder ledger. If it is a forced withdrawal due to breach of obligations or harmful conduct, the bylaws may provide grounds for exclusion, but their application normally requires a shareholders' meeting decision and, in the event of a dispute, judicial or arbitral intervention. When the disagreement is deep, the usual route is partial liquidation by agreement or, as a last resort, the dissolution of the company.

06How is a company dissolved?

Dissolution is the decision to put an end to the company as a legal person. The grounds are set out in Article 218 of the Commercial Code and, for the S.A.S., in Law 1258 of 2008. The most common are: expiration of the term of duration (when it is not extended), impossibility of carrying out the corporate purpose, decision of the partners, reduction of the number of shareholders below the minimum (in companies other than the S.A.S.), and losses that reduce net equity below 50% of the subscribed capital. Once dissolution is decided, the company enters the liquidation stage: a liquidator is appointed, the assets are realized, the liabilities are paid, and, if a surplus remains, it is distributed among the partners. The liquidation concludes with the registration of the final account at the Chamber of Commerce. It is advisable to seek advice from the outset of the process in order to avoid tax and labor contingencies.

07What is a shareholders' agreement and why do I need one?

A shareholders' agreement (or shareholders' pact) is a private contract among partners that governs matters not contained in the bylaws: dividend policy, reinforced majorities, exit rights (tag along, drag along), non-competition, mechanisms for resolving internal disputes, and succession plans. It is expressly recognized by Article 24 of Law 1258 of 2008 for S.A.S. companies. It is especially useful when investors come in, when there are partners with different operational responsibilities, in family businesses with several generations involved, or when one wishes to protect a minority partner. Without a clear agreement, conflicts often escalate into lengthy court proceedings. We recommend agreeing on it at the time of incorporation or upon the entry of new investors.

08Must I register my company in RUES and what registration obligations do I have?

Yes. Every commercial company must register in the Single Business and Social Registry (RUES), administered by the chambers of commerce. This registry consolidates the information from the commercial registry, the bidders' registry, the registry of nonprofit entities, and others, in accordance with Law 1727 of 2014. The company must also renew its commercial registration annually between January and March 31, update the data when there are changes (legal representative, domicile, capital, purpose, bylaws), and register the acts subject to registration (bylaw amendments, appointments, commercial books where applicable). Failure to register gives rise to fines and, in some cases, the suspension of the capacity to contract with the State or to access benefits.

09What does corporate counsel for incorporating a company in Colombia include?

Our corporate counsel covers the full cycle of incorporation and company life. At Cafore Abogados we support the selection of the most suitable legal structure —SAS,

10What do corporate lawyers do to prevent conflicts between partners?

Conflicts between partners often arise from incomplete bylaw clauses or the absence of a shareholder agreement. At Cafore Abogados we draft and negotiate agreements.

11What services does a corporate lawyer in Bogotá offer to companies in operation?

For companies in operation, at Cafore Abogados we offer ongoing support to partners, boards of directors, and legal representatives: bylaw reforms, capital increases and decreases,

12How do you advise family businesses and startups?

Both family businesses and startups require corporate tools different from traditional business. For family businesses we design family protocols,

13What distinguishes Cafore Abogados from other corporate firms in Colombia?

Cafore Abogados is a boutique firm with a preventive, strategic approach that avoids the reactive-litigation model. We work with four lawyers —Dr. Fabio Castro Forero (managing director), Valeria Canosa, Pablo Saavedra, and Catalina Estrada—, all holding a Professional Card issued by the Consejo Superior de la Judicatura — DEAJ. Our offering combines boutique closeness with large-firm methodology: each client has a lawyer in charge backed by a team. We are based at the Edificio Excélsior in Bogotá and maintain a 5-star Google rating from our clients' reviews. Our commitment is to deliver innovative legal solutions tailored to each client's needs.

Related reading

Site guides to go deeper into business, partners, and corporate decisions.

If your case involves the creation and formation, management, defense, or conflict of a company, these guides help you go deeper before a legal review.

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When the company, its directors, or its shareholders face risks that may escalate into criminal liability.

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Frequently asked questions

Real questions before reviewing a company, a dispute among shareholders, or a possible legal action.

The answers are general. The specific decision depends on the bylaws, minutes, agreements, evidence, timing, and the company's situation.

Before your consultation

Is it useful if the company is a small simplified stock corporation (SAS)?+
Yes. A small SAS can also face costly conflicts if there are no clear rules on voting, exit, profits, management, or the sale of shares.
Do I have to bring all the documents from the start?+
No. First we pinpoint the problem and then we request what is needed. We usually start with the certificate of existence, the bylaws, relevant minutes, shareholders' agreements if any, and documents associated with the conflict or decision.
What happens if I don't have the minutes or they are incomplete?+
The review is not ruled out; the strategy changes. First we identify what is missing, what can be corrected, and which decisions should not be reconstructed without supporting documentation.
Does the advice always end in a lawsuit?+
No. It is often better to correct, negotiate, or amend beforehand. A lawsuit is one possible path, but not always the smartest one for protecting value.
When is it advisable to seek advice urgently?+
When there will be a shareholders' meeting, a sale of shares, a change of legal representative, a request from an authority, a refusal to provide information, or a risk that documents may disappear.

Partners, agreements and governance

Does the shareholders' agreement replace the bylaws?+
No. They must work together, but they serve different functions. The bylaws organize the corporate rules vis-à-vis the company and third parties as applicable; the agreement governs commitments among shareholders.
What do I do if a shareholder blocks decisions?+
The deadlock must be translated into facts and documents: which decision could not be made, who prevented it, what rule applied, and what impact it had on the company.
Can a shareholder demand information whenever they want?+
It depends on the type of document, the timing, and the purpose. The right to information and inspection must be exercised precisely so that it can serve as evidence.
What happens if a shareholder uses the company's cash or assets?+
It must be reviewed as fact, supporting documentation, authorization, and possible harm. One must examine payments, authorizations, contracts, beneficiaries, accounting traceability, and the actual effect.
How are deadlocked 50/50 companies handled?+
The key document is usually the deadlock-breaking or exit mechanism. If none exists, options such as negotiation, the buyout of a stake, an amendment, mediation, urgent measures, or legal action are assessed.

Informality and documents

What is corporate informality?+
It is the gap between what the company did and what it can prove: late minutes, books that are not up to date, decisions made over chat, contributions without supporting documentation, or contracts with related parties without clear authorization.
Can old minutes be corrected?+
Sometimes yes, but not everything should be reconstructed in just any manner. It depends on the type of error, the decision adopted, the available signatures, the attachments, and the timing of the conflict.
Are decisions made over WhatsApp valid?+
They may serve as an indication, but they rarely replace proper corporate documentation. Important decisions must be recorded in minutes, an authorization, a contract, an amendment, or a formal communication.
What happens if the books are not up to date?+
It affects evidence, transactions, and the trust of third parties. The share register and the minute books help prove shareholders, decisions, and the support for a sale or claim.
What documents does an investor or buyer review?+
Bylaws, cap table, books, minutes, agreements, powers of attorney, contracts, trademarks, data, debts, taxes, litigation, permits, employees, and risks associated with the legal representative.

Corporate litigation

When can a corporate decision be challenged?+
When there are material defects of form, competence, or substance. We review the notice of meeting, quorum, majorities, the body's competence, the bylaws, the minutes, the attachments, the timing, and standing.
What is abuse of majority, minority, or parity?+
It is the use of the vote to obtain an undue advantage, cause harm, or block decisions. Each case requires proving the pattern, the effect on the company, and the harm.
When is it appropriate to bring a claim against directors?+
When there is conduct, harm, a causal link, and sufficient evidence. A failed business decision is distinguished from negligent, disloyal, or unauthorized conduct.
Can I request precautionary measures?+
It depends on urgency, risk, and initial evidence. The measure must have a specific purpose: to protect evidence, prevent the disposal of assets, preserve control, or stop the harm from advancing.
Does the Superintendency of Companies hear all conflicts?+
Not always. Some matters may go before the Superintendency of Companies, others before an ordinary court, arbitration, conciliation, or the agreed-upon route.
What evidence should be preserved from the start?+
Minutes, emails, chats, books, contracts, payments, and a timeline. The evidence must be organized by facts, dates, rules breached, harm, and corporate documents.
Is it advisable to file suit before negotiating?+
There is no universal answer. If the position is well supported, a negotiation can save time and preserve value; if there is urgency or bad faith, escalating may be necessary.

Officers and legal representative

Can the legal representative sign any contract?+
It depends on the bylaws, limits, and authorizations. You must review amounts, corporate purpose, statutory restrictions, instructions from the board or shareholders' meeting, and the third party's reliance.
What happens if there was a conflict of interest?+
The disclosure, authorization, and actual effect must be reviewed. Suspicion alone is not enough: the relationship, the benefit, the authorization, and the economic impact are identified.
Are directors and officers liable with their personal assets?+
It can happen, but not for just any mistake. Liability requires a legal and evidentiary basis connected to conduct, harm, and a causal link.
How is the legal representative's risk limited?+
With clear rules, authorizations, and traceability: signing limits, accurate minutes, periodic reports, approval of sensitive transactions, and recordkeeping of supporting documents.

Sale, investment, and authorities

What should you review before selling shares?+
Restrictions, price, authorizations, taxes, and contingencies. The review includes bylaws, shareholder agreements, rights of first refusal, the cap table, debts, contracts, employees, taxes, intellectual property, and litigation.
What changes when an investor comes in?+
The company must explain its governance, not just its numbers. An investor usually looks at economic rights, veto rights, information, dilution, contingencies, exits, and closing terms.
Why review DIAN, UGPP, or SIC in a corporate matter?+
Because those risks affect value, governance, and liability. A company may be duly incorporated and still have tax, labor, data, consumer, or licensing contingencies.
What do I do if an authority's request for information has arrived?+
Organize documents before responding: authority, deadline, risk, required documents, internal point of contact and available evidence. An improvised response can make the problem worse.
Does the corporate review include labor or tax risks?+
Yes, when they affect the company, its value, or its directors and officers. If it involves payroll, social security, taxes, invoicing, consumers, or data, it is connected with the corresponding practice area.

Next step

Tell us what corporate decision you need to make or correct.

You don't have to arrive with everything organized. The first review serves to identify which documents matter and which legal path makes sense.

Schedule a consultation