Robert R. Kibby
Shareholder
Overview
Rob has over 20 years of experience counseling publicly and privately held companies in a wide spectrum of corporate and securities transactions. He has advised clients in merger and acquisition transactions ranging in value from $5 million to over $1 billion.
Rob has also handled dozens of venture capital, financing and recapitalization transactions that have generated substantial proceeds for clients and enabled them to realize their goals for growing their businesses. Other clients have sought Rob’s expertise and advice in connection with their initial public offerings and other securities offerings as well as on corporate governance matters.
He has broad industry experience, having worked closely with companies in the software, hardware, telecommunications, manufacturing, distribution, retailing, restaurant, financial, insurance, aviation, health care and services industries.
Rob can handle transactions across the nation and the globe through the firm's TerraLex membership. TerraLex is a collaborative, global network of over 150 leading law firms in 100 countries and 44 states.
His representation focuses on growing companies, their founders and investors who plan to:
- Close private equity, venture capital and debt financings
- Build or sell businesses through merger and acquisition and recapitalization transactions
- Conduct IPOs or other public securities offerings
- Create and structure business entities
- Implement equity compensation and management succession strategies
- Develop, license and resell technology and other valuable intellectual property rights
Memberships & Affiliations
- Association for Corporate Growth (ACG), Dallas Chapter President Elect
- Dallas Bar Association, Computer Law, Corporate Counsel (Vice Chair), Mergers and Acquisitions and Securities (Past Chairman) Sections
- Society of Corporate Securities and Governance Professionals, Dallas Chapter President
- Toastmasters International, CTM Designation
- State Bar of Texas, Business Law and Corporate Counsel (Council Member) Sections
Awards & Honors
- AV® Preeminent™ Peer Review Rated, Martindale-Hubbell
- Leaders in Their Field, Chambers USA, 2008
- Mergers and Acquisitions Super Lawyers — Corporate Counsel Edition, Thomson Reuters, 2009
- Super Lawyers, Thomson Reuters, 2006-2009
Admissions
- Texas
Articles & Speeches
- October 14, 2011 — Three M&A Points in Three Minutes: Alternative Sources of Capital in a Tough Economy
- October 14, 2011 — Three M&A Points in Three Minutes: Tips for Purchase Price Adjustments
- October 5, 2010 — How to Draft Better Letters of Intent for M&A Transactions
- September 23, 2010 — Key Provisions in M&A Confidentiality Agreements
- September 7, 2010 — Getting Ready for an M&A Transaction if You're the Buyer
- August 24, 2010 — Getting Ready for an M&A Transaction if You're the Seller
- Summer 2010 — A List of Common M&A Transaction Showstoppers
- February 26, 2010 — Surviving the M&A Nuclear Winter: Key Success Factors to Getting Deals Done in Troubled Times
- February 6, 2009 — Getting M&A Deals Done Despite Frozen Credit Markets
- January 17, 2008 — Critical Questions to Ask Private Equity Firms Who Want to Invest in Your Business
- August 10-16, 2007 — Four Key Factors to Consider When Choosing an Investment Banker to Sell Your Business
- October 13, 2006 — How Middle Market Businesses are Coping with the Immigration Problem
- September 1, 2005 — You Can Pay Me Now and Pay Me Later: A Recapitalization Gives Business Owners an Opportunity for Two Paydays
- August 26, 2005 — The Building Blocks of Public Company Readiness
- August 23, 2005 — 10 Steps to a Successful Capital Raising Strategy
- 2005 — How to Avoid Snatching Defeat from the Jaws of Victory: The Most Common Legal Problems Entrepreneurs Encounter and How to Solve Them
- April 15, 2005 — Don't Set Sail in a Leaky Ship — D&O Insurance: How to Negotiate Your Policy to Plug the Holes in Coverage
- March 1, 2005 — The Danger of Skeletons Lurking in the Closet: Why Buyers and Sellers of Private Companies Need to Focus on Hidden Weaknesses in Internal Controls
