Kevin S. Henderson

I spent the last decade of my life in private practice at various white shoe, "Big Law" firms, including Cravath, Swaine & Moore LLP (in London and New York), Cooley LLP (in San Diego), Baker Botts L.L.P. (in Texas), and Winston& Strawn LLP (in Texas), where I built a reputation as a calm, consistent and expert advisor on sophisticated corporate transactions ranging from$250,000 to over $25 billion.

My broad corporate legal experience includes representing public and private companies and private equity funds on a range of complex corporate transactions, primarily involving public and private mergers and acquisitions, public securities offerings, private placements and venture capital financings, in addition to a myriad of general corporate matters such as licensing, supply and manufacturing, employment, sponsorship and other transactions.

But negotiating transactions at 2:00 a.m. in the morning, even if they will end upon the front page of the Wall Street Journal, comes at a price that I eventually decided I was no longer willing to pay. In order to pivot my career to something that allowed me more flexibility to spend time with my family (and be in bed at 2:00 a.m. more often than the boardroom), I jumped off the partnership-track and joined the "in-house" legal department at a large, publicly-traded manufacturing company.

The improved schedule afforded by my new job allowed me the opportunity to get more involved with entrepreneurs, startups and small businesses in my community, leading me to found a part-time, virtual law practice, K. Henderson Law PLLC, where I could work more with a part of the business community I love.

Through this experience, I learned just how invaluable my years of wall street experience could be to new business owners and entrepreneurs, but there was really no opportunity for them to tap into that knowledge and talent at affordable prices. Before I left the big firms, I was billing at over $900 an hour. At that rate, a couple of hours reviewing one contract could eat up an entire month's worth of revenue - or worse - of a small business! I also learned that many small businesses couldn't afford the full time employment of a high quality lawyer, but needed someone available more frequently than for one off transactions.

As such, I began to reimagine the practice of corporate law and how I could allow these lower and mid-market businesses to tap the experience of a wall street lawyer for more "main street" fees. That has led to a lean business model that offers subscription fee pricing for fractional general counsel services and more attainable hourly and fixed rates for more bespoke, transactional based work.

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