May I bring a new, unrelated, business in as a DBA under my existing S Corporation?

Unless you need to be incorporated to complete trial sales, market fit testing...don't do it. Wait until you can afford the couple thousand dollars it will cost you and or until you get an investor if you will go for one. a C corporation is most likely your best bet. Fairly is all on perspective. The original ideator shouldn't leverage that fact to get more. Equity should be based on time involved, possibility of the individual leaving, value added in the long term picture... once you get employees how critical will this position be? how critical is that value now? Whatever way you split, leave about 10-30% open for future partners or investors or negotiations of any kind.

1. Lucid understanding of the objective behind business plan development 2. Customizing the content plan (skeleton) per objective 3. Adopting planning the business approach than writing a business plan 4. Knowing "How-To" and "What-If" Hope above to be of some help. Looking for anything specific? Feel free to reach out.

The best way to incorporate a software company in the US is to request a consultation with a US-based attorney. Start by seeking an attorney in the state where you plan to hire your US-based sales manager. Answering this question in full without knowing a lot of business details will lead to an inaccurate answer for your company's specific needs. Therefore, a consultation is best to obtain a full response. During the consultation you will be asked about the existing business, the targeted states for transacting business, any proposed location for your sales manager(s) and other business activities in the US. Other variables involved in answering your question include tax implications, existing and estimated revenue and gross profits, estimated employees over the next year in the US, and a slew of other details. Once an incorporation state is elected, an attorney can assist you elect a business entity type and ownership structure most beneficial to your business needs.

The best way to test a person's talent is to put them to work in the reality of your business. If these folks are all onboard for being partners, promise to give them a cut of all deals they bring in. Structure the plan so that the contract lasts three months. Then, let them prove themselves and show (not just say) they really mean it. Make no equity promises until you can validate their claims. What if someone balks at the offer? I'd imagine these folks will have main jobs during the testing phase. If they scoff or refuse, then you've won immediately. If they aren't willing to hustle a bit extra for a few months how in the world could they do this for many years ahead within a successful partnership? Why three months? People can fake their behavior for quite a bit of time. At two months people can't help but being themselves. You'll get a taste for how they work, they're ability to close, and their personality. Personality is the biggest factor, as they may do a great job bringing in business, but be simply unbearable to work alongside. A note of caution around the Head of Marketing SME: this person sounds like a problem. Are they acting immorally towards their current employer? Check, stealing business. Are they sure they can do it on their own, but for some odd reason never have? Check. Are they requesting for more stake than they deserve? Check. These alone are reasons to run. Immoral, unproven, and greedy at the start. To me, you sound like you need to hire a commission based sales person. Give them a stake of each deal. Don't give up equity for something like this. This company is your baby and equity is a last resort.

Please realize that my suggestion would be slightly different if I knew which two countries. However, without knowing that here's what I'd suggestion: 1. Since you're just getting started figure out which country provides the best legal benefits for starting a company. This should include tax benefits, legal protection, and ease when it comes to filing paperwork (incorporating, managing payroll, taxes, etc.). This will undoubtedly save you time and money moving forward, and staying lean. 2. Once you've established your home base country, you'll still need to hire people in the other country as you scale. You may want to think about using a service like oDesk or Elance, not necessarily to recruit people but to manage ALL the paperwork associated with hiring international people. They will of course be given contract status. If you are going to be providing employees equity then I'd suggest consulting a lawyer for how people in the non-home base country will be treated. 3. Reporting revenue. You need to be very careful about whether you are providing goods and services. If it's goods keep in mind that you might be subject to tariffs. If you're providing services then I think you might be in the clear, but please double check. Finally, some countries might have an issue with where the revenue was actually made i.e. are you sitting in your office in your home based country while servicing clients in the non-home base country, or are you actually in the non-home base country. 4. No matter what you'll need to setup a remote working environment for yourself. Invest in the best technology you can, and find clients who are willing to utilize your services on a remote basis. Here are a few additional posts on running a remote team that I've written: http://femgineer.com/2013/09/running-remote-and-making-progress/ http://femgineer.com/2013/03/how-to-transition-to-a-remote-team/