The New Revenue Recognition Standards Are Coming – Will You Be Ready?

Most companies measure their financial performance by the revenues and other compensation they earn through their business operations, which in many cases means the sale of goods or provision of services. Knowing when to recognize the proceeds from a sale of good or provision of services as revenue is therefore critical to financial reporting. For many years, two different rules by two different standards organizations governed revenue recognition:

  1. The Financial Accounting Standards Board (“FASB“)’s Accounting Standards Codification (“ASC“) provide US generally accepted accounting principles (“GAAP“), including those governing revenue recognition. Under the current GAAP revenue recognition rule in ASC 605, revenue recognition varies by industry and in some cases by transaction, which makes revenue recognition a complex and difficult exercise in many situations.
  2. The International Accounting Standards Board (“IASB“)’s International Accounting Standards (“IAS“) provide an international standard for financial statements and accounting. Under the current international revenue recognition rule known as IAS 18, revenue recognition also varies by industry and transaction type, but IAS 18 provides less guidance than ASC 605 making it harder for companies to recognize revenue in a consistent fashion. The IASB is the successor to the International Accounting Standards Council (“IASC“) which originally promulgated the IAS.

Beginning in 2001, the IASB began replacing the IAS with new International Financial Reporting Standards (“IFRS“). In 2002, the FASB and IASB began collaborating on developing an improved. stronger, more robust, more useful, more consistent revenue recognition standard to make revenue recognition simpler and easier to consistently apply. This collaboration bore fruit 12 years later in May 2014, when the FASB and IASB released a converged revenue recognition standard titled Revenue from Contracts with Customers, codified as ASC 606 by FASB and IFRS 15 by IASB. Since 2014, there have been a few amendments (and implementation delays) by the FASB and IASB, and there have been a few small areas where the standards have diverged (e.g., the definition of what “probable” means). Despite this, for the most part the goal of a unified revenue recognition standard remains intact. These new standards will go into effect in December 2017 (for ASC 606) and January 2018 (for IFRS 15). All this background can be summarized in the following table:

A tabular representation of the history behind the ASC 606 / IFRS 15 revenue recognition standard.Here’s what you need to know about the new twin revenue recognition standards (for simplicity, this analysis is based on ASC 606):

How Revenue Recognition Works Under ASC 606/IFRS 15

To recognize revenue under the new standard, companies must do 5 things: (1) identify a customer contract, (2) identify the distinct performance obligations under that contract, (3) determine the transaction price (expected revenue), (4) allocate the expected revenue to the performance obligations, and (5) recognize allocated revenue when (or as) each performance obligation is satisfied. As stated in ASC 606, “an entity should recognize revenue to depict the transfer of promised goods or services to customers in an amount that reflects the consideration to which the entity expects to be entitled in exchange for those goods or services.” As we go through each step, keep this visual representation in mind:

ASC 606 Revenue Recognition DiagramStep 1 – Identify the contract(s) with a customer. The first step of the revenue recognition process is to identify a contract, i.e., an agreement creating enforceable rights and obligations among two (or more) parties. A contract must be signed or otherwise approved by the parties, must have identifiable rights and payment terms, have commercial substance, and it must be probable that one party will receive the revenue or other consideration expected from the performance of its obligations (e.g., provision of goods or services). Remember that a contract does not have to be in writing to be considered a contract for revenue recognition purposes – oral or implied contracts may satisfy these requirements.

Step 2 – Identify the contract’s distinct performance obligations. For goods and services contracts, a “performance obligation” is promise to transfer a good or provide a service to another party. A “distinct” performance obligation is one that benefits the recipient alone or with other readily available resources (e.g., delivery of a computer that is usable with power and Internet access obtained separately) and can be identified separately from other obligations under the contract (e.g., a company is delivering 5 computers, delivery of all 5 computers should be combined into a single performance obligation). A series of distinct performance obligations that are substantially similar can still be treated as individual performance obligations (e.g., delivery of a new computer at the start of each quarter during a calendar year, 4 new computers total). In a services agreement such as a SaaS contract, implementation obligations and the provision of services may be separate obligations. A SaaS company may look at its distinct performance obligation as providing a service each day during the term of the Agreement, so each day would be a distinct performance obligation.

Step 3 – Determine the transaction price. The “transaction price” is the expected payment and other consideration to be paid/provided in return for satisfaction of the performance obligations. Financial consideration can usually be grouped into fixed (stated in the contract) vs. variable (contingent on the occurrence or non-occurrence of a future event). For variable consideration, companies should look at the expected value taking into account the potential for changes in the variable payment component. If compensation for a performance obligation will be deferred, and not paid contemporaneously with the satisfaction of the performance obligation, the present value of the deferred compensation should be considered. Non-cash compensation (e.g., bartered goods or services) should be measured at fair value, or if not available the standalone selling price. Other consideration such as coupons or vouchers may need to be deducted from the transaction price. For SaaS companies that use a tiered pricing structure and monthly or annual minimums, calculating the expected revenue can be tricky (e.g., by using a probability-weighted methodology).

Step 4 – Allocate the transaction price to the performance obligations. If your contract has one performance obligation, you’re already done with this step. If not, the next step is to allocate the transaction price among each distinct performance obligation, i.e., to separate the transaction price into each discrete “piece” of consideration a party expects to receive from satisfying the associated performance obligation. This can be done by allocating the standalone selling price (i.e., the price at which the good would be sold separately) to the performance obligation, or where that standalone price is not available, the selling entity should estimate it by utilizing as many observable data points as possible to come up with the best estimate possible. ASC 606 includes examples of estimation methods. If a company provides a discount, the discount should be allocated proportionally among the expected revenue for the performance obligations to which the discount applies.

Step 5 – Recognize allocated revenue when (or as) the performance obligations are satisfied. The final step is to recognize each allocation of the transaction price as each distinct performance obligation is satisfied (i.e., the promised good or service is transferred to the recipient). For physical assets, transfer occurs when the recipient obtains control of the asset. For services, a performance obligation is satisfied when the benefits from the provider’s performance are received and utilized, the provider’s performance creates and/or enhances an asset in the recipient’s control, or the provider’s performance creates a payment right without creating an asset with an alternative use to the recipient (e.g., a company is contractually restricted from using a provided service for other purposes). Performance obligations may be satisfied on a specific date (e.g., for delivery of goods) or over a specific time period (e.g., for delivery of services). If satisfied over a time period, revenue may be recognized based on the progress towards satisfying the performance obligation.

Get Prepared Now

While it may seem like there is plenty of time to prepare for the implementation of the new revenue recognition standard, there’s a lot of work that needs to be done to be ready, including the following:

  • Learn the details. It’s important to note that this article represents a very high-level summary of the new revenue recognition standard. Having a more in-depth understanding of the new standard and how it applies to your company and its costing models/contracts is critical. There is an abundance of articles, seminars, and other publicly-available materials available on ASC 606 and IFRS 15. Also, talk with your accounting firm on what they have done as a firm to prepare, and their recommended action plan for your business – they may have some great materials they can provide to get you and your company up to speed.
  • A lot of work be done proactively. Conduct a proactive review of existing contracts, contractual obligations, and other revenue sources that may be classified as a “contract” subject to the new revenue recognition standard. Analyze each to determine the distinct performance obligations, and determine the transaction price. Work with your accountants to allocate the transaction price among the performance obligations.
  • Review (and update if necessary) contract templates. Accounting should partner with Legal and Sales to review sales proposal templates and contract templates describing or creating performance obligations. Review all standard variations of pricing offered to clients to identify any issues under the new revenue recognition standards. Consider whether warranties, returns language, or other contractual terms create distinct performance obligations and how they can be satisfied. Make any updates as necessary to ensure your templates align with the new standards going forward.
  • Create a plan. Assign a resource to manage the process of preparing for the new standard. Consider creating a cross-departmental group to meet regularly to discuss progress and assign tasks. Consider what internal education will need to be done to prepare employees and groups for the new standard, what changes to internal or third party systems may be required, what additional disclosure requirements may be required, whether internal policies will need to be updated or created, and what changes may be needed to internal processes. Secure the support of executive sponsors, such as the CFO and CEO. If you have personnel who were involved in rolling out SOX compliance in the early 2000s, talk to them about lessons learned to avoid repeating the mistakes of the past.

Eric Lambert is Assistant General Counsel and Privacy Officer at CommerceHub, a leading cloud services provider helping retailers and brands increase sales and delight shoppers through supply solutions to expand product assortment, demand solutions to promote and sell products on the channels that perform, and delivery solutions to enable rapid, on-time customer delivery. Any opinions in this post are his own. This post does not constitute, nor should it be construed as, legal advice. Eric works primarily from his home office outside of Minneapolis, Minnesota. He is a technophile and Internet evangelist/enthusiast. In his spare time, Eric dabbles in voice-over work and implementing and integrating connected home technologies.

Know and Use All the Risk Reduction Tools in Your Risk Management Toolkit

A central tenet of risk management is that managing the legal and business risk of a particular business opportunity or course of action involves (1) reducing risks by shifting and mitigating them as much as possible, and then (2) having an authorized decision-maker “call the ball” on whether the benefits from the opportunity or course of action outweigh the remaining risks (risk acceptance), or vice versa (risk rejection). Each company has its own tolerance for risk, and its risk tolerance evolves over time — for example, a start-up is generally more willing to take risk to land business than a mature company. A company may also have different risk tolerances for different divisions or product lines. Reducing risk to within the applicable risk tolerance can make the difference on whether the business decision-maker will accept or reject the risks from your proposed opportunity or course of action. Therefore, attorneys and business owners should use every tool in their toolkit to mitigate and shift as much risk as possible before asking the business decision-maker for approval on a certain opportunity or course of action. But all too often, risk decisions are presented to the decision-maker before risk reduction strategies are fully implemented or leveraged. Why is this?

One reason for this is the mistaken belief that reducing risk is too time-consuming, and if a quick risk management decision is needed there is no time for anything more than cursory risk reduction. However, many risk reduction strategies can be implemented quickly and in parallel, or even proactively, to minimize the time impact of risk reduction. You can also pick and choose those risk reduction strategies which “move the risk needle” the most to ensure the time you are devoting to risk reduction will generate the strongest return before a risk decision is needed. Another reason for this is a failure to know and understand all of the risk reduction tools that may be available. The less residual risk a business risk decision-maker is asked to accept, the more likely the answer will be that the potential benefits to the business outweighs the risks. Given this, it’s essential to know all of the available risk reduction tools in your toolkit.

When working with a client, supplier, vendor or business partner, one of the best risk reduction strategies is to build a strong and effective working relationship. If an issue or potential risk exposure arises, the ability to leverage your relationship to work quickly and effectively to resolve the issue, and lessen or eliminate its impact to you and your company, will pay huge dividends.

Here are 10 additional risk reduction strategies to equip your risk management toolkit:

1. Separate factual risks from perceived risks with good research and information.

Risks can be generally grouped into two categories — perceived risks and factual risks. Once the facts related to a particular risk are known, a perceived risk from an opportunity or course of action may turn out not to be a risk at all. For example, a perceived risk of doing business with a particular vendor may be the potential impact to your Payment Card Industry Data Security Standard (PCI DSS) compliance. If the facts show that the vendor will not handle any PCI data, or is already PCI compliant, the risk may not play into the risk acceptance decision. Investigate each business opportunity or course of action thoroughly to ensure you are shifting and mitigating factual risks, not perceived risks. Investigate your prospective client or partner thoroughly and as early as possible. Look at publicly available information regarding the prospective partner to better understand the risks of doing business with the business partner, including its current website and former versions, its BBB rating, its capitalization and liquidity, its litigation history through PACER and other online search tools, and (if public) its security filings. Investigate whether there is a potential for disputes or litigation around a particular business opportunity (e.g., if the technology you are seeking to acquire has been the subject of intellectual property litigation). Check business references and ask what they view as the biggest risks of doing business with that vendor.

2. Shift risk through indemnification.

One of the most common ways to shift risk is through indemnification. An indemnity is a contractual provision through which one party (the “indemnifying party”) agrees to be responsible for certain monetary costs and expenses incurred by the other party (the “indemnified party”) which arise from, result from or relate to certain acts or omissions of the indemnifying party or other indemnified acts. A party will generally indemnify, defend and hold the indemnified party harmless in connection with indemnified losses and claims. Consider whether to include an indemnity obligation for breaches of representations, warranties and covenants, breach of material obligations, breach of confidentiality/security, misappropriation or infringement of IP, and other risks your company may suffer, which will shift risk and cost to the other party if paired with the right limitation of liability and other risk allocation terms. Consider whether to use a third-party indemnity (insulation from damages and losses resulting from lawsuits and other causes of action by a third party against the indemnified party), or a first-party indemnity (insulation from damages and losses suffered directly by the indemnified party, which is essentially insurance and is often hard to get). Remember that an indemnity is only as good as the company standing behind it (this ties into parental guarantees and insurance requirements, below).

3. Shift risk through insurance requirements.

Another way to shift risk to a client, vendor or business partner is to require them to maintain certain levels of insurance during the term of the relationship (and for a period of time thereafter). This can help ensure that the other party will have the resources necessary to pay you in the event their performance (or lack thereof) under your agreement with them creates a liability on the part of your company. Ensure you are requiring the appropriate types of coverage to protect against the risks you may face under the agreement (e.g., not just a commercial general liability policy, but an errors & omissions policy, cyber liability policy, etc. Consider insisting on being added as an additional insured, and ensuring that the insurance is primary and non-contributory. Consider whether to ensure it covers ongoing and completed operations, and waives the right of subrogation against you (so the insurer cannot “step into the shoes” of the insured party by paying the claim, giving them a claim against you) and the “insured vs. insured” exclusion (so a claim by you, an additional insured, against the named insured under the policy is not excluded from coverage). Strongly consider requiring a certificate of insurance for your records evidencing the coverage.

4. Shift risk by limiting contractual liability.

Another tool for shifting risk is to set a contractual risk allocation (disclaimer of certain damages and limitation of liability for direct damages) beyond which the other party is liable. For example, consider warranty disclaimers and disclaimers of liability from certain types of behaviors, e.g., a party may disclaim any liability resulting from force majeure events and/or disclaim all warranties, express or implied, not expressly set forth in the agreement. Include an appropriate disclaimer of consequential damages and the like, and limit your direct damages (but also consider whether exceptions to the general disclaimers and limits are appropriate – consider a “second tier” of liability for direct damages of a certain type, or exclusions from the limitation of liability). Consider a liquidated damages provision for certain issues that may arise. Ensure you understand what cannot be limited under applicable law (e.g., in certain states, it’s against public policy for a party to disclaim liability for its own gross negligence or willful misconduct).

5. Shift risk by using subcontractors.

Another risk shifting approach is to utilize subcontractors for certain responsibilities where the risk associated with performing the responsibilities in-house are greater than the risk your company is willing to take. For example, suppose you are refurbishing an office which will need a considerable amount of work to bring the electrical system up to code. Instead of using your own electrician, you may choose to outsource the electrical work to a more experienced subcontractor to whom you can contractually shift the risk from performance. The risk allocation and indemnity provisions in your subcontractor agreement will be critical here. While in some cases the primary contractor may remain liable in the event of a problem causing damage or liability to a third party, the risk-shifting terms in your independent contractor agreement may help protect your company.

6. Shift risk through a parental guaranty.

If the potential counterparty or business partner is not fully capitalized, or is the subsidiary of a larger “deep pocketed” organization, consider requesting a parental guaranty. Guaranty agreements typically include a payment guaranty requiring the guarantor to stand behind the guaranteed party’s payment and indemnification obligations, and/or a performance guaranty requiring the guarantor to perform obligations under the agreement if the guaranteed party fails to perform its obligations. A guaranty ensures you can compel the guarantor to perform the guaranteed payment or performance obligations if the party with which you are contracting fails to comply with its payment and performance obligations. There are many tricky provisions in a guaranty, so ensure you use good counsel to help you construct the guaranty. The guaranty should survive the termination or expiration of the underlying agreement for as long as guaranteed obligations survive. Also, if you are considering a parental guaranty, think about whether it would make more sense to contract directly with the parent and not the subsidiary (which would eliminate the need for the guaranty).

7. Mitigate risk through internal processes.

When evaluating the impact of a business risk, consider whether the risk can be mitigated through existing or new business processes. Are there administrative, technical and physical safeguards or processes in place at your company, or that could easily be put in place, that would reduce the chance of a risk exposure? For example, suppose a contract requires that your software is free of viruses, spyware, malware, and the like. If you have existing technology in place to scan your software for viruses, or can easily put it in place, you may feel comfortable taking this risk as the risk of an exposure is mitigated. However, be careful implementing a manual process to mitigate risk — they can be prone to error as they are often dependent on employees manually adding a few tasks to their already crowded plate. Even if a manual risk mitigation process is well documented, it may just be replacing one type of risk with another.

8. Mitigate risk through third party certifications.

Another risk mitigation approach is to require your business partner or vendor to maintain and certify compliance with third party certifications or industry standards which demonstrate that the partner or vendor has implemented steps reasonably designed to protect your company against certain risk exposures. For example, if a partner or vendor will be handling personal information or sensitive confidential information, consider asking for a SOC 2 Type 2 report which is a statement of the effectiveness of a company’s non-financial controls. It’s important to require an unqualified report — a qualified report means that one or more of the controls covered by the report are not effective and the report should not be relied upon in that area. Other common certifications include ISO 27001 for information security management systems, SOC 1/SSAE16 for financial controls, and HITRUST certification for HIPAA business associates.

9. Mitigate risk through your own insurance.

Consider whether your existing or other available insurance coverage would protect you against certain risks arising from your partner/provider relationships. Review the biggest risks faced by your company (including risks impacting your partner/provider agreements) on a regular basis to determine if changes to your insurance coverage profile are warranted; your coverage should evolve as your business evolves. Understand what exclusions apply to your insurance. Consider asking your broker to walk you through your coverage on an annual basis.

10. Mitigate risk through contract provisions.

Finally, consider mitigating risk with your business partners through contractual provisions other than limitation of liability. For example, consider requiring your business partner agree to agree not to engage in risky behaviors, or to not provide you with data types you don’t want to receive (e.g., trade secrets, PCI data, HIPAA data). Include appropriate representations, warranties and covenants applicable to your business partner, and ensure yours are not overbroad. Consider your rights in the event of non-payment under the agreement. Consider whether an escrow provision would help mitigate risk. Consider rights to injunctive relief (including whether to waive posting a bond or other security, or proof of actual damages). Financial and security audit rights may be important. Ensure your business partner has implemented its own strong risk reduction strategies, such as implementing a business continuity plan/disaster recovery plan and anti-phishing training.

Eric Lambert is Assistant General Counsel and Privacy Officer at CommerceHub, a leading cloud services provider helping retailers and brands increase sales and delight shoppers through supply solutions to expand product assortment, demand solutions to promote and sell products on the channels that perform, and delivery solutions to enable rapid, on-time customer delivery. Any opinions in this post are his own. This post does not constitute, nor should it be construed as, legal advice. Eric works primarily from his home office outside of Minneapolis, Minnesota. He is a technophile and Internet evangelist/enthusiast. In his spare time, Eric dabbles in voice-over work and implementing and integrating connected home technologies.

The Wayback Machine: Portal to the Internet’s Past, and Essential Business and Legal Tool

 

The World Wide Web has revolutionized the world as an information communication medium, but it has one significant drawback – no long-term memory. Once a web page is updated or removed, it disappears as if it was never there. The Wayback Machine, named after Mr. Peabody’s WABAC machine from Rocky & Bullwinkle and located at http://www.archive.org/web, was conceived to give the Web a long-term memory. It is a tool for looking at previous versions of a web page by viewing different iterations captured over time. Internet enthusiasts can easily spend hours peering back in time to what web pages looked like “back in the day.” For example, Google’s November 1998 search page boasted about having 25 million indexed pages, “soon to be much bigger” – it’s likely even Google could not imagine how true that would be!

The Wayback Machine is operated by the Internet Archive, a non-profit organization created in 2001 for the purpose of building and maintaining a historical record of the Web. It has been “crawling” web pages and other Internet-accessible content for archiving purposes since 1996, serving as an “archaeological history” of websites. As of March 5, 2017, the archive contains 279 billion web pages, but not everything on the Web is preserved in the Wayback Machine. It visits web pages for archiving purposes on a periodic basis, ranging from weeks to hours depending on the website; it respects requests not to archive web pages if specified by the website owner (e.g., by using a “robots.txt” file); it also does not fully archive dynamically generated web pages, such as those with web forms or JavaScript; and it does not archive websites which require a login.

Aside from letting people look back at their favorite website’s beginnings or remember what a favorite long-dead site was all about (I still love pets.com‘s slogan, “because pets can’t drive”), there are a number of practical business and legal uses for the Wayback Machine. These include:

Business Intelligence

  • Individuals and companies can use the Wayback Machine to search for information on persons, companies and products/services, especially where the companies, products or services no longer exist or the information sought about them is no longer available online. For example, if you are looking for information about a technology, product or program offered or licensed by your company years ago, and you can’t find information about in company records (the project manager has left the company, records have been purged under the records retention policy, the company that offers it is out of business, etc.) or want to supplement what you have located so far, the Wayback Machine may have an archived version of a page from your website with the information you’re looking for.
  • Similarly, if you are researching a prospective client, partner or acquisition target, looking at the client, partner or target’s historical websites through the Wayback Machine can yield valuable information, such as details on the history and development of the company and its products/services. This information can identify topics to ask about during due diligence, and can help you identify representations, warranties and covenants for inclusion in a sales, partnership or purchase agreement.
  • If you are researching a new potential executive or potential board member, use the Wayback Machine to look at historical bios on archived websites of his or her former companies as part of a thorough due diligence process or to verify information before including it on a company website or in a securities filing.

Contracts

  • The Wayback Machine can help in locating missing copies of license agreements, e.g., for previously licensed software such as a software program or font acquired years ago. If you can’t find the agreement and the company from which it was acquired no longer has it on their website or has gone out of business, the Wayback Machine may help you locate a copy of the agreement from the archived version of the website around or following the date on which you acquired the licensed material, enabling you to ensure you understand your or your company’s rights to the licensed materials.
  • The Wayback Machine can also help locate prior versions of online agreements, such as vendor agreements. For example, if you are renewing your agreement with a large vendor who sends you a new contract available on their corporate website, and you can’t find the old version of their contract you signed years ago, use the Wayback Machine to find the old version on an archived version of their website to generate a redline against the new agreement to facilitate your review of the new agreement.

Records Retention

  • If a company is reconstructing their historical records, the Wayback Machine is a great place to start. Companies often find that their historical records are spotty, especially in the time before a formal records retention process was put in place. Companies may not have a policy to archive and save information of historical or business value, which may be lost over time. Use the Wayback Machine to find and save historical versions of website policies such as Terms of Use, Privacy Policy, Terms of Sale, and other website disclosures, as well as historical information such as bios on former executives and directors and product information.

Intellectual Property and Litigation

  • The Wayback Machine can be an excellent source of information which may be valuable or essential to a party’s position in intellectual property disputes and litigation. For example, Wayback Machine pages can be used to establish or substantiate infringing activity by a person or entity. They have also been admitted in business litigation as far back as 2003 as evidence of a parties’ course of performance.
  • Pages from the Wayback Machine have been used in patent litigation as prior art, i.e., a printed publication describing an invention which publication is shared with a third party (e.g., made available to the public) prior to the date on which the “inventor” filed for patent protection for that invention, and have been used to establish a first date of use in commerce for trademark purposes. (It’s important to note that the Wayback Machine only shows the date on which a page was archived, not the date it was first made accessible online.)
  • The Wayback Machine is also an excellent source for strategic direction in discovery or when preparing a subpoena. Reviewing a discovery or subpoena recipient’s historical websites can help refine a company’s requests for production of documents, interrogatories or other discovery requests where the subject of the request is historical or aged information. It can also help identify potential witnesses who have knowledge as to facts central to the litigation, e.g., a former employee mentioned in a historical blog post.
  • Many federal courts have admitted Wayback Machine web pages in court, in some cases requiring an affidavit authenticating the archived web page, or in other cases where an employee of the company hosting the original web page attests to its authenticity as a true and accurate reproduction of the original page – the ideal person is the person who created the original page, or has first-hand knowledge of the original page. The Internet Archive can provide an affidavit authenticating Wayback Machine printouts for a fee as described on its website, but strongly recommends that a party first request judicial notice or ask the other party to stipulate to the authenticity of printouts from the Wayback Machine (this can be a good approach in arbitration). Note that seeking to admit Wayback Machine web pages can lead to evidentiary objections such as hearsay. Attorneys may want to consider asking their expert witnesses about their familiarity with the Wayback Machine and whether they have previous experience in testifying as to Wayback Machine pages.
  • A prominent example of the Wayback Machine’s value in litigation is the Kleargear.com case. Kleargear.com instituted a provision in its Terms of Use preventing a consumer from taking any action, including posting a review, that negatively impacts the company or its reputation, and imposing a $3,500 “fine” for Kleargear’s legal fees to sue the consumer for breach of the Terms of Use. John and Jen Palmer had a negative experience purchasing a product from Kleargear.com in 2008 and left a negative review. Years later in 2012, Kleargear.com demanded payment from the Palmers of the $3,500 fine if the negative review was not removed and turned the amount over to collections when it was not paid, resulting in an impacted credit rating for the Palmers. Aside the Palmers winning the inevitable litigation they filed against Kleargear.com, the lawsuit led to legislation in California in September 2014, and federal legislation in December 2016, prohibiting anti-disparagement clauses in consumer contracts. One of the key facts in the case and in press coverage was the fact that according to the Wayback Machine’s archived Kleargear.com site from 2008, the non-disparagement clause wasn’t even part of the Terms of Use at that time (it was added to the site later on).

Business Tools

  • The Internet Archive offers useful business tools. For example, consider the Wayback Machine’s 404 error page handler. The 404 error page handler enables a website to offer an archived version of a page from the Wayback Machine if a current page is not found and an archived version exists in the Wayback Machine. This can help reduce the impact of 404 errors for websites where content of web pages does not change too quickly, and where displaying an older page is better than no page.
  • The Internet Archive also offered an archiving service called “Archive-It” which companies can use to collect, catalog, manage, store, and provide 24/7 online search of and access to archived content collections. If your company or organization wants to preserve a collection of online content, consider using this service. Users include museums and art libraries, NGOs, colleges and universities, other private companies and non-profits.

Access the Wayback Machine at http://archive.org/web. Frequently-asked questions are located at https://archive.org/legal/faq.php. If you don’t find the Wayback Machine to be a useful business and legal tool, you can at least take a stroll down Internet memory lane.

Eric Lambert is Assistant General Counsel and Privacy Officer at CommerceHub, a leading cloud services provider helping retailers and brands increase sales and delight shoppers through supply solutions to expand product assortment, demand solutions to promote and sell products on the channels that perform, and delivery solutions to enable rapid, on-time customer delivery. Any opinions in this post are his own. This post does not constitute, nor should it be construed as, legal advice. Eric works primarily from his home office outside of Minneapolis, Minnesota. He is a technophile and Internet evangelist/enthusiast. In his spare time, Eric dabbles in voice-over work and implementing and integrating connected home technologies.

6 Contract Templates Every Company Should Have at the Ready

One of my favorite sayings is “opportunity is equal parts luck and preparation.” In other words, being proactively prepared for an opportunity puts you in a better position to take advantage of one when it comes along. When a business opportunity arises that requires a contract or other legal document, being prepared includes having a well-written template ready to go. It can help avoid missing critical terms and points when rushing to draft a document for the opportunity, minimize the time and effort required to respond, and turn a “fire drill” into a routine but urgent request. Conducting business on a handshake agreement, or on a hastily drawn-up set of terms, to save time can backfire if the opportunity turns into a dispute. Having a well-drafted, legally binding agreement in place ensures the parties both understand their rights and obligations in connection with a business opportunity, and gives your company the protection it needs if and when the need arises.

Here are six contract templates every company should have drafted and ready for use when the opportunity arises. If your company does not have in-house counsel, consider whether having outside counsel prepare some or all of these templates for you is a worthwhile investment. If you have (or are) in-house counsel, check to ensure that you have up-to-date versions of these agreements in place. Consider whether to take this opportunity to freshen them up.

1) Mutual and unilateral NDA templates

Companies use non-disclosure agreements (aka “confidentiality agreements” or “NDAs”) for protective, contractual, and strategic purposes. NDAs ensure there are adequate (and binding) protections for your confidential information before you share it with another party. If your company has trade secrets, failing to put confidentiality obligations in place with third parties who have access to your trade secrets can cost you your trade secret protection. NDAs may also satisfy a contractual obligation to a third party (e.g., not to disclose a company’s confidential information unless the recipient is also subject to written confidentiality obligations). They can help ensure that a third party is truly interested and serious about discussions with your company. (I discussed the why, when and how of NDAs in depth in a previous LinkedIn article.) If your company and a prospective business partner want to “pull back the curtain” to share confidential information as part of discussions about a proposed relationship, you’ll want to have an NDA template ready for use.

Companies should have a minimum of two NDA template “flavors” at the ready – mutual (where both parties are providing confidential information to the other) and unilateral (where only your company is sharing confidential information). Use the template that best matches the actual disclosures occurring, and avoid putting a mutual NDA in place where you don’t expect (and don’t want) confidential information from the other party. For example, if you want to share financials and future business plans with a candidate for employment, a unilateral NDA is likely your best bet. Some companies use other flavors of NDAs as well (e.g., a specific version for M&A opportunities, one for interview candidates, etc.)

NDAs should also be drafted as fairly as possible – the last place you want to get bogged down in negotiation is over the NDA (tripping up your business discussions before they even start). Consider avoiding contentious language such as residuals clauses and first-party indemnities in your NDA templates. Also consider having your NDA template as a PDF with fillable form fields to minimize negotiation and simplify the process of completing the NDA.

2) Professional Services/Independent Contractor Agreement template

Every company, big and small, uses subcontractors, vendors and service providers (collectively, “contractors”). Contractors are often brought in where a company needs additional support or services its employees cannot provide (or want to outsource), where it needs subject matter expertise it does not have, or where it needs to temporarily augment its existing personnel or other resources. There are many benefits to using contractors, from avoiding the need to pay payroll-related costs to having the ability to “target” spend on subject matter expertise when needed. Having a written agreement in place with your contractors, and a template Independent Contractor Agreement (also called an “ICA” or “Professional Services Agreement”) ready for use, is critical to protect your company’s rights.

Most ICAs are a master set of terms governing each work engagement, and use “statements of work,” “work orders,” or “project assignments” for each discrete project (collectively, “SOWs”). Among other things, ICAs typically cover the scope of work performed; the independent contractor relationship between the parties (misclassification of independent contractors by companies is a current “hot button” issue for the IRS); testing, acceptance and ownership of deliverables; payment terms, expenses and taxes; representations, warranties and remedies around the work and/or deliverables; and insurance. SOWs generally include sections on the scope of services, in-scope and out-of-scope items, deliverables, timeline and milestones, fees (e.g., time and materials, not to exceed amount) and payment schedule, and change order procedure.

Companies may also want to consider using the core provisions of their ICA to create a set of “Vendor Terms & Conditions” that exist on a URL on the company’s domain. Companies can incorporate Vendor Terms & Conditions by reference into a vendor’s purchase order or invoice, with language ensuring a term in the Vendor Terms & Conditions governs over any conflicting terms in the vendor’s own terms, to avoid the need to negotiate every services order or contract. This can be a simple and cost-effective way to ensure a base set of standard risk allocation and other terms apply to each vendor even where the vendor spend or vendor size does not warrant the use of significant Legal or Procurement resources.

3) Employee Confidentiality and Inventions (and Non-Solicit and Non-Compete) Agreement and Employee Offer Letters

As a condition of employment, most companies require their employees (1) to maintain the confidentiality of the company’s confidential and proprietary information, and any similar information of the company’s clients, vendors and service providers, that the employee may receive or have access to during the term of his/her employment, and (2) to agree that the company owns any inventions or other “work product” created by the employee in connection with his/her employment. Some companies also require employees to agree, during the term of employment and for a period of time afterwards, not to solicit the company’s clients or employees, and/or to not compete with the company on behalf of another company (these are known collectively as “restrictive covenants”). To ensure these obligations are in place and legally enforceable, every company must have a well-drafted Employee Confidentiality and Inventions Agreement (or “ECIA”).

The ECIA is the type of agreement that is worth a little of outside employment counsel’s time to ensure it is both well-written and legally enforceable. If your company has offices or employees in multiple states, the laws around the enforceability of these types of agreements, especially restrictive covenants, differs widely. For example, in California, restrictive covenants are generally void, but in other states such as Minnesota, restrictive covenants can be enforceable if they are reasonable in time and scope and satisfy other legal requirements such as supported by consideration and supporting a legitimate employer interest. Consideration itself is an important consideration that varies from state to state — you may not be able to enforce a new (or updated) ECIA against existing employees unless it is supported by additional non-token consideration provided to the employee. Also, NDAs and partner agreements often require that a company only disclose the other party’s information to employees who have a need to know the information and are bound by written obligations of confidentiality to protect it, and a properly worded ECIA can satisfy this requirement.

Companies should also have well-drafted employee offer letters. The offer letter is signed by the company and agreed and acknowledged by the new employee, and contains both a summary of the employment terms and important protections for the company. A well-drafted and properly worded offer letter can help avoid later issues if there is dispute over terms such as the details of the employment offer or the employee’s conduct. Companies should have separate offer letter templates for exempt and non-exempt employees. Consider including, among other provisions, the start date; the title of the position and name/title of the supervising employee; the base salary and payment cycle; probation period language; information on vacation & holidays, benefits, and equity grants (if applicable); pre-employment screening requirements; and continuing obligations (e.g., there are no existing restrictive covenants that would prevent the candidate from working for the company; the candidate will not bring any confidential or proprietary data from a former employer onto company systems; etc.). Ensure the offer of employment is labeled “contingent” so that in the event of an issue, the applicant was not truthful on the employment application, you have the right to revoke it where allowed by law. Offer letters should also be reviewed by outside employment counsel to ensure they comply with the state laws applicable to your business.

4) Business Referral Agreement

Companies looking to grow their business may happen upon a person or company willing to refer potential clients to them (e.g., a company in a complimentary business whose clients may also be interested in your company’s products or services, or a person with deep connections in the industry who can facilitate introductions with executives at some of your company’s top sales targets), typically in return for a bounty per referral or a percentage of the fees earned by the company from the referred client. When a referral opportunity arises, have a business referral agreement template ready for use.

A business referral agreement typically covers the process of submitting a lead and any rights of the company receiving the lead (the “recipient”) to reject it; the time frame for the recipient to close a business transaction with the referred lead; the fees payable for referring the lead, and the payment frequency and terms; what assistance the referring company will provide to the recipient in closing the business (if any); and audit rights to ensure the referral fees paid are accurate.

As with NDAs, consider having both a mutual referral template (where both parties are referring leads to the other) and a unilateral template (where a party is referring leads to your company only).

5) Letter of Intent/Term Sheet/Memorandum of Understanding

When negotiating a new business opportunity, there is often pressure to get something on paper as quickly as possible, even before the deal is fully negotiated. One way to do this is through a letter of intent (also called an “LOI” or “term sheet”) or memorandum of understanding (“MOU”). A LOI or MOU can act as a “snapshot in time” of the anticipated terms of the definitive agreement as of that date, highlighting both where the parties have already come to agreement and where further negotiation is needed. If done incorrectly, a LOI thought to be non-binding by one party could be held to be a legally enforceable agreement. Having a properly worded LOI or MOU template at the ready can help evidence the parties’ intent to move forward with negotiations and ensure they keep the focus on finalizing the terms for, and negotiations on, a definitive agreement, while protecting your company’s rights to walk away if a definitive agreement cannot be reached.

A LOI and MOU differ primarily in form: a LOI is typically in the form of a letter, where a MOU is typically in the form of a legal agreement. LOIs and MOUs typically include terms that can be grouped into two sections:

  • Non-binding terms. These are a summary of the terms that the parties intend, as of the date of the LOI or MOU, to include in the definitive agreement. When putting non-binding terms into a LOI or MOU, consider using non-binding terms such as “would,” “should,” and “may” instead of “will” and “shall.” Also consider a catch-all provision stating that all obligations in the non-binding section are prospective only and will not apply to the parties unless and until embodied in a definitive agreement to be negotiated and signed by both parties.
  • Binding terms. Many people believe that a LOI or MOU is completely non-binding, but that’s almost always not the case. The most common binding term is a commitment by both parties to continue negotiating in good faith toward a definitive agreement, and a statement that either party may cease negotiations at any time. Other binding terms to consider for your LOI or MOU include exclusivity or standstill obligations (e.g., the parties will negotiate exclusively with the other for a period of X months); confidentiality obligations or a reference to the existing NDA in place between the parties; non-solicitation obligations; and general legal boilerplate such as choice of law and an integration clause. Also include a statement that except for any binding terms, the LOI or MOU does not create (and is not intended to create) any binding or enforceable agreement or offer. Ensure the binding and non-binding terms are in separated sections.

I prefer to use a letter of intent when it’s non-binding (e.g., as a term sheet), with our without a commitment by the parties to continue negotiating in good faith. I use a memorandum of understanding when summarizing non-binding deal terms coupled with binding obligations. Whether you use a LOI or MOU, ensure it is signed by both negotiating parties.

6) Settlement and Release Agreement

Sooner or later, your company will have a dispute with a client, customer or vendor over fees, performance of obligations, use of deliverables, etc. Most often, business disputes are resolved by the parties without the need for formal dispute resolution such as mediation, arbitration, or litigation. When a dispute is resolved, it can be important to have a settlement template ready to memorialize the parties’ full and final resolution of the dispute, and to state any obligations the parties have to each other in connection with the resolution of the dispute. Without a well-written and legally enforceable settlement and release agreement, the parties may find that the settlement of a dispute is not as full or final as originally thought if one of them seeks to enforce the settlement terms.

Settlement templates generally include a description of the dispute being settled; the consideration to resolve the dispute (e.g., waiving certain accounts receivables, payment of an amount by one party to another) and any contingencies (e.g., payment must be received within 10 days); a release by both parties of any claims related to the dispute (ensuring this is properly worded is one of the most critical parts of the settlement agreement); confidentiality language; a non-disparagement clause if appropriate; and other appropriate legal boilerplate. There are state-specific requirements for settlement and release agreements, so consider having local counsel review your template to ensure it will be enforceable.

The easiest settlement agreement template to have at the ready can be used for the resolution of run-of-the-mill business disputes such a billing dispute. For significant or complex disputes or settlements to resolve pending or threatened litigation/arbitration and releases in cases of employee terminations, consult an attorney to ensure your template fully and completely covers the complexities or nuances of the specific case.

Eric Lambert is Assistant General Counsel and Privacy Officer at CommerceHub, a leading cloud services provider helping retailers and brands increase sales and delight shoppers through supply solutions to expand product assortment, demand solutions to promote and sell products on the channels that perform, and delivery solutions to enable rapid, on-time customer delivery. Any opinions in this post are his own. This post does not constitute, nor should it be construed as, legal advice. Eric works primarily from his home office outside of Minneapolis, Minnesota. He is a technophile and Internet evangelist/enthusiast. In his spare time Eric dabbles in voice-over work and implementing and integrating connected home technologies.

7 Tips for Implementing a Records Retention Policy Employees Will Follow

How long to hang on to corporate information and records (records retention) is a common source of conflict within companies. Those in the “keep it” camp believe companies should keep any business records that are needed to conduct business operations effectively, records that serve as a company’s “corporate memory,” records that must be kept for legal, accounting or other regulatory compliance purposes, or have other value to the company (such as protecting the company’s interests). Those in the “destroy it” camp believe companies must promptly destroy records when there is no longer a legitimate business need to retain them, in order (a) to ensure they are minimizing the amount of information that could potentially be exposed in the event of a security breach, inadvertent disclosure, legal disclosure requirement such as a subpoena, or during the discovery phase of litigation, (b) to comply with legal, accounting and other regulatory requirements to destroy information after a certain time, and (c) to reduce the costs of discovery and of storing corporate information. Which side is right?

The answer, of course, is that they’re both right. All of the reasons to keep corporate records, and all the reasons to destroy them, are legitimate. This is the “double-edged sword” of records retention.  For every argument that “we might need that piece of information somewhere down the line,” there’s a counterargument that “we could get in trouble someday if we still have that piece of information around.” The way to ensure your company is striking the right balance between these two extremes is to have a written records retention policy that balances the reasons to retain information against the reasons to destroy it, by setting appropriate “retention periods” for various categories of corporate records and requiring employees to destroy data once the retention period is ended in most cases. It is an essential component of a company’s incident response planning process to reducing the amount of information potentially exposable in the event of a security incident or breach. The policy must cover corporate records wherever located, including physical and electronic data wherever stored (in employee workstations, on intranets and network drives, in third party data centers, in cloud-based service providers’ systems, etc.)  It should list the categories of business records governed by the policy (I prefer a table format), and the records retention period for each category. It should clearly explain to employees what they need to do to comply with the policy, including how to ensure records are properly destroyed when the retention period ends.

It’s easy to argue why companies need a records retention policy. It’s much harder to actually draft and successfully implement one. Here are 7 drafting and implementation tips to help drive the success of your records retention policy.

1. Success is directly proportional to simplicity and communication.

The simpler you can make a records retention policy, the easier it will be for employees to follow it and the greater the likelihood that employees will take time to follow it. Policies that add significant process requirements into the life of rank-and-file employees who already feel like they are “doing more with less” and may be resistant to new ways of doing things are often met with skepticism at best, and outright rebellion at worst. It can be very difficult to successfully implement and administer a records retention policy if employees feel it is onerous and unnecessarily impeding their ability to do their job. If that happens, employees may simply ignore the policy in favor of their day-to-day business duties, or worse, use the records retention policy as a scapegoat if they fail to deliver on their projects and goals.

To solve this problem, ensure your policy is written as simply as possible, take into account the employee’s perspective, and have a communication plan to roll it out. Ensure your policy overview answers questions such as “Why is having a records retention policy important to me?”, “How hard will it be to follow the policy?”, and “What do I have to do under the policy?” Consider using a “frequently asked questions” format for the policy overview. Have a few employees whose opinion you value give you feedback on the policy. Develop a communication plan to roll out the policy to all employees, and leverage HR and Marketing for their input to make it as effective as possible. Ensure your senior leadership team endorses the policy so employees understand it has top-level visibility.

2. Set a “once per year” date for retention periods to expire.

One way to write a records retention policy is to have a fixed retention period for each business record run from the date the record was created. Under that approach, retention periods will be expiring throughout the year.  If the records retention policy requires employees to destroy records immediately upon expiration of the retention period, the policy may require employees to be managing document destruction on a daily or near-daily basis. This may make compliance seem like a daunting task to employees, even if your policy allows employees to destroy expired business records one per month or once per quarter.

As an alternative, consider having the expiration date for all retention periods expire on the same day during each calendar year by having your retention period be measured in full “retention years,” defined as a full calendar year or other 12-month measurement period. For example, if you set December 31 as your annual date for expiration of records retention periods, a presentation created on May 15, 2016 which must be kept for 3 “retention years” would be kept from May 15, 2016 through December 31, 2019 (3 full calendar years from the date of creation). While this approach does extend the retention period for some documents by a bit, that may be an acceptable trade-off to a simple, once-per-year obligation to destroy records under the records retention policy. Consider tying your annual records retention period expiration date into an “office clean-up days” event in partnership with HR where everyone pitches in to tidy up the office, clean up their workspaces, and destroy any documents for which retention periods have expired under the records retention period.

3. Right-size the departments and categories of corporate records listed in the policy.

In an effort to be as comprehensive as possible, some records retention policies include a significant number of categories of information subject to retention requirements. This can result from using an “all purpose” template such as a template obtained from a law firm, from a colleague, or from online searches. In others, a company may want to ensure they are not missing anything by including everything employees have today or could have in the future. One size does not fit all with respect to records retention categories. Consider having a “general” or “common business records” category as the first section of business records in your policy, covering items like business presentations, contracts and agreements (both current and expired); general and customer/vendor correspondence; material of historic value; software source code; etc. Then determine which departments have additional, specialized categories of business records (e.g., HR, IT, Finance, Marketing, Legal, etc.) that should be listed specifically in the policy. For each such department, learn which business records they have and use to create a first draft of your categories list and retention periods. Using a general/departments grouping of categories allows employees to find the information on records retention applicable to them a targeted and streamlined fashion. There will likely still be a significant number of categories of corporate records, but taking the time to think through the right categories for your company’s records retention policy will help ensure it is as easy as possible for employees to read, follow and use.

4. Use a limited number of retention periods, with “permanent” used as sparingly as possible.

Another common issue with records retention policies is the use of a large number of retention periods. Different departments may have different periods under which they currently retain documents, and they may put pressure to keep their own retention periods in an enterprise-wide policy. A policy with a large number of retention periods will make it harder for employees to follow, and harder for IT and others to operationalize. Remember, simplicity where possible is key to success. Consider using a limited number of retention periods (e.g., 1 year, 3 years, 5 years, 7 years, Permanent) which will simplify administration of, and compliance with, the policy. For departments with different existing retention periods, determine which of the next closest periods (longer or shorter) will work, and be prepared to explain to the head of that department why a limited number of periods is essential to the successful implementation of an enterprise-wide policy.

It can be tempting to put many things into a “permanent” bucket (those in the “keep it” camp are likely candidates to ask for this category). However, overuse of the “perpetual” category cuts against the reason for implementing the policy in the first place. While some documents may need to be kept perpetually, for example, information subject to a document preservation notice due to litigation, document categories should be assigned a “permanent” retention period very sparingly. Use it where it is legally necessary to preserve a category of documents (e.g., it’s required for regulatory purposes), or where there is a compelling business interest in keeping it forever (e.g., prior art that may have value in defending against a future patent infringement claim). One way to find a “happy medium” with those in the “keep it” camp is to include in your policy a mechanism by which Legal and the CISO/CIO can approve an exception to the retention period on a case-by-case basis, but make clear that exceptions will be rarely very sparingly and only where legally necessary or where there is a compelling business interest.

5. Partner with department heads to solicit and incorporate their feedback, and to turn them into champions of an enterprise-wide policy.

One of the keys to the successful roll-out of a records retention policy is to have the support of senior management and department heads. Compliance with a records retention policy should be driven from the top down, not bottom up. It’s also important to consider that just because a company has not implemented an enterprise-wide records retention policy does not mean that some departments have not “gone it alone” and implemented their own limited retention and destruction schedule. Partnering with department heads to gain their support for an enterprise policy, and ensure their own efforts are leveraged as part of the broader policy, is essential.

Once a draft policy is prepared, set up one-on-one meetings with the leader of each department to let them know that you want the enterprise policy to be a collaborative (and not an imposed) effort on his/her department. If they have department-specific document categories or retention periods, leverage them to the greatest extent possible to minimize the impact the enterprise policy will have on that department. If they do not, walk them through the reasons why having a well-followed enterprise records retention policy will benefit the company as a whole. Walk the department head through the draft policy, and ensure they agree with the categories and retention periods applicable to their business unit. Try to incorporate their feedback wherever possible, and talk them through where you cannot (e.g., they ask for a non-standard retention period). Finally, ask for their help in rolling the policy out to their department, e.g., by sending a note to the department as a follow-up to the enterprise-wide policy announcement. By meeting with department heads, you will not only ensure the policy hews as closely as possible to the operational and compliance needs and practices of each department, but also establish a contact for future revisions/enhancements to the policy, and hopefully foster an internal champion to help drive the success of the policy.

6. Ensure the policy accounts for document preservation notices. 

One critical element of any records retention policy is a very important exception — information subject to a litigation hold or other document preservation notice (such as in the event of litigation or anticipation of future litigation, where the company receives a subpoena, etc.) If employees follow the records retention policy and destroy business records that are relevant to a legal proceeding or subpoena, the company could face very significant fines and penalties. Ensure that the records retention policy makes it very clear that a document preservation notice supersedes the records retention periods, and that any documents and business records subject to a litigation hold or other document preservation notice must be kept for as long as the preservation notice is in effect regardless of the expiration of the retention period. It’s also important to communicate that once an employee is notified that a document preservation notice has been canceled, any documents subject to the notice should be destroyed at the next anniversary date. Ensure that any systems and processes used by the company to operationalize the records retention policy (e.g., automatic deletion of emails after a certain amount of time) account for the preservation of documents and business records subject to a preservation notice irrespective of the retention periods.

7. Partner with IT to implement technical safeguards to minimize policy “workarounds.”

Finally, partnering with IT will be critical to the success of the policy. In many cases, some document destruction processes can be automated (for example, emails can be deleted after a certain period, files older than a certain date can be automatically deleted from network shares, etc.) Work with your IT group to determine what technological solutions can be put in place to help operationalize the records retention policy. At the same time, some employees may believe that their needs trump the records preservation policy, and will try to work around it (e.g., by saving emails to a PST, printing them to a PDF and saving them on a network drive, “backdating” them by changing the system date before saving files, etc.) Partner with your IT team to put as many appropriate technical safeguards in place as possible to minimize employee workarounds to the records retention policy.

Eric Lambert is Assistant General Counsel and Privacy Officer at CommerceHub, a leading cloud services provider helping retailers and brands increase sales and delight shoppers by expanding product assortment, promoting and selling products on the channels that perform, and enabling rapid, on-time customer delivery. He works primarily from his home office outside of Minneapolis, Minnesota. Any opinions in this post are his own. This post does not constitute, nor should it be construed as, legal advice. He is a technophile and Internet evangelist/enthusiast. In his spare time Eric dabbles in voice-over work and implementing and integrating connected home technologies.