As the new administration takes shape, businesses and legal professionals are facing shifting regulatory priorities, evolving enforcement trends, and emerging compliance challenges. This webcast brings together experts from enforcement, financial services, and the judiciary to explore the current compliance landscape. Our panel discuss the key developments in risk management, government oversight, and corporate accountability, offering critical insights into how regulatory agencies are approaching compliance and enforcement in 2025. Registrants will gain valuable perspectives on potential policy shifts that could significantly impact both businesses and legal practitioners.

Representation and warranties insurance (RWI) has become integral to modern M&A transactions, with buyers and sellers increasingly recognizing its value as a replacement for or supplement to traditional seller indemnities. The rapid growth of the RWI market has expanded both the types of transactions utilizing this insurance solution and the corresponding claims activity. While RWI addresses unknown transaction risks, tax insurance serves a complementary but distinct role—providing targeted coverage for identified tax liabilities both within and outside the M&A context. These tax risks may stem from ongoing or historical operating positions, past or current transaction activity, and sophisticated planning. As both RWI and tax insurance become more prevalent, legal practitioners need a comprehensive understanding of when and how to deploy these insurance solutions most effectively, their key terms and conditions, and common issues that arise in claims scenarios. Register now for a webcast that examines key insurance solutions and demonstrates how their strategic use can improve both negotiations and deal results.

Operating agreements for multi-member LLCs are complex documents that set the guidelines for how major decisions will be made and how disputes will be resolved among members. An optimal agreement will achieve the goals of the LLC’s members regarding, among other things, fiduciary, succession, tax, and management issues. Are you properly advising your clients on creating operating agreements that effectively anticipate and address these issues?

Drafting a legal opinion requires specialized due diligence and legal research, often while under a tight time constraint as the clock ticks and the pressure builds to get the deal finalized. Careful consideration must be given to ensure that the information detailed in the legal opinion letter is not only in accordance with the sometimes vague rules of customary practice, but also does not render an opinion that could mislead the recipient.

Congress is working to make the favorable Tax Cuts and Jobs Act (TCJA) provisions permanent. The TCJA substantially reduced the rate of federal corporate income tax on C corporations relative to pass through entity owners. In addition, §199A provided a limited deduction narrowing the differential between C corporations and pass through entities but restricted relief to non-service businesses and included a ceiling limit. Other favorable TCJA aspects some hope to see extended include exit strategies for owners of C corporations in start-ups and non-service sectors, such as capital gains exclusions under §1202 or reinvestment deferrals under §1045—benefits largely unavailable to unincorporated business owners. With a possible TCJA extension (one that could include last-minute add-ons) and a summer Budget Reconciliation Bill prospect, now is the opportune time to assess the tax implications of entity selection and conversions. This webcast will cover need-to-know tax considerations and strategies for conversions large and small - register today!

Recent amendments to the Delaware General Corporation Law represent the most extensive changes to Delaware corporate law in decades. Designed to reduce the instance of shareholder litigation and defer to the decisions of independent directors and disinterested stockholders, these amendments have far-reaching implications not just for Delaware corporate practice, but also for corporate practice across the country.

Session 1: AI Laws and Regulations: Is It Really the Wild Wild West? Generative artificial intelligence (“Artificial Intelligence”) provides significant opportunities for workplace productivity enhancements. The deployment, development, and use of Artificial Intelligence is critical to the future of all current and future businesses. Unfortunately, the successful deployment of Artificial Intelligence tools and workflows is not guaranteed, and time is of the essence. Artificial Intelligence governance structures are tools that can provide organizations with a framework to develop the processes and protocols necessary to manage the deployment, development, and use of Artificial Intelligence tools. The successful deployment of Artificial Intelligence tools at scale requires considerable legal, administrative, and technical resources. Robust legal, managerial, and technical protocols are necessary to develop short-term and long-term goals, benchmark systems, and manage risk. Artificial Intelligence governance structures are robust and meaningful policies that explicitly govern how an organization manages the adoption, use, and implementation of Artificial Intelligence technologies. Such governance policies can help an organization manage and assess the risks and benefits of its Artificial Intelligence ecosystem in light of emerging laws, new technologies, and software trials. In the legal industry, Artificial Intelligence governance structures are particularly helpful because Artificial Intelligence presents novel challenges for attorneys. All attorneys must be aware of the risks inherent to the use and operation of Artificial Intelligence. Jurisprudence, regulations, and legal perspectives governing Artificial Intelligence are rapidly evolving at the state, federal and international levels. The rapid integration of Artificial Intelligence into a broad range of technologies, products, and services suggests that the use, operation, and ownership of Artificial In

Session 2: Ethical Lawyering with Artificial Intelligence: Perspectives on the Ethical Use of AI by Attorneys Generative artificial intelligence (“Artificial Intelligence”) provides significant opportunities for workplace productivity enhancements. The deployment, development, and use of Artificial Intelligence is critical to the future of all current and future businesses. Unfortunately, the successful deployment of Artificial Intelligence tools and workflows is not guaranteed, and time is of the essence. Artificial Intelligence governance structures are tools that can provide organizations with a framework to develop the processes and protocols necessary to manage the deployment, development, and use of Artificial Intelligence tools. The successful deployment of Artificial Intelligence tools at scale requires considerable legal, administrative, and technical resources. Robust legal, managerial, and technical protocols are necessary to develop short-term and long-term goals, benchmark systems, and manage risk. Artificial Intelligence governance structures are robust and meaningful policies that explicitly govern how an organization manages the adoption, use, and implementation of Artificial Intelligence technologies. Such governance policies can help an organization manage and assess the risks and benefits of its Artificial Intelligence ecosystem in light of emerging laws, new technologies, and software trials. In the legal industry, Artificial Intelligence governance structures are particularly helpful because Artificial Intelligence presents novel challenges for attorneys. All attorneys must be aware of the risks inherent to the use and operation of Artificial Intelligence. Jurisprudence, regulations, and legal perspectives governing Artificial Intelligence are rapidly evolving at the state, federal and international levels. The rapid integration of Artificial Intelligence into a broad range of technologies, products, and services suggests that the use,

Session 3: Machine Learning, Human Leading: Adopting and Implementing AI Governance Structures Session 4: Coded Counsel: Guidance for Attorneys on Developing and Deploying Artificial Intelligence Tools Generative artificial intelligence (“Artificial Intelligence”) provides significant opportunities for workplace productivity enhancements. The deployment, development, and use of Artificial Intelligence is critical to the future of all current and future businesses. Unfortunately, the successful deployment of Artificial Intelligence tools and workflows is not guaranteed, and time is of the essence. Artificial Intelligence governance structures are tools that can provide organizations with a framework to develop the processes and protocols necessary to manage the deployment, development, and use of Artificial Intelligence tools. The successful deployment of Artificial Intelligence tools at scale requires considerable legal, administrative, and technical resources. Robust legal, managerial, and technical protocols are necessary to develop short-term and long-term goals, benchmark systems, and manage risk. Artificial Intelligence governance structures are robust and meaningful policies that explicitly govern how an organization manages the adoption, use, and implementation of Artificial Intelligence technologies. Such governance policies can help an organization manage and assess the risks and benefits of its Artificial Intelligence ecosystem in light of emerging laws, new technologies, and software trials. In the legal industry, Artificial Intelligence governance structures are particularly helpful because Artificial Intelligence presents novel challenges for attorneys. All attorneys must be aware of the risks inherent to the use and operation of Artificial Intelligence. Jurisprudence, regulations, and legal perspectives governing Artificial Intelligence are rapidly evolving at the state, federal and international levels. The rapid integration of Artificial In

As companies pursue mergers and acquisitions, they gain not only new assets and market opportunities but also inherit the cybersecurity vulnerabilities of the acquired entities. These may include outdated IT infrastructure, improperly managed data, or weak security protocols—any of which can create serious exposure to cyber threats. This includes how the target company collects, retains, and manages personal data, which can present, additional layers of risk. Overlooking cybersecurity and data privacy risks during M&A due diligence can leave both the buyer and its financiers vulnerable to significant consequences, including reduced revenues, profits, market value, competitive standing, and brand reputation. Thoroughly assessing cybersecurity and data privacy risks during due diligence is critical to preventing the fallout from a post-acquisition breach. Buyer’s counsel should identify and address these risks at every stage of the deal lifecycle—from the initial evaluation of the target company, through contract negotiation and drafting, to closing. Similarly, counsel overseeing the financing of deal on behalf of lenders should carefully review the buyer’s diligence materials, both to identify potential exposure and to inform decisions around risk mitigation strategies, including the possible procurement of insurance.