Looks like Outlook may be having issues. I was fumbling around trying to get 2FA codes from one of our providers, and discovered no emails were arriving. Microsoft's status page is still showing all green, but we're down, and it seems other people are too.
I just wanted to toss out one quick idea that worked for me.
First, my experience with the standing desk:
1) If standing still, my inclination is to lock one knee, cock my hip and lean in. This gets pretty uncomfortable and is probably not much better than sitting for short-term pain issues.
2) I also bought a treadmill to do the walking desk thing. Works well for some tasks, but if I'm deep in complex coding, I can't be walking at the same time. It just doesn't work for me. There's a bit of extra context switching that happens for me when I need to turn off or turn on the treadmill.
What did work for me was a bicycle desk. I bought Garmin Tacx smart trainer and hooked up a cheap bike that I got for free from a friend. I slid the front of the bike under the desk. I can then pedal while working. I found I can pedal even when in moderately deep thought, and if I need to stop pedaling for something complex, you simply stop, rather than having to turn off a device. There have been many days where I've gotten in 50 miles of pedaling while working. I usually output 80-100 watts while working, so very low power. However, after doing that for hours, it's a non-trivial amount of calorie burn. So, you do get a lot of muscular activity.
1. I have a relative who is an MD. He was recruited cross-country at great expense. (Average cost to recruit an MD can be about $250K). So, if his comp was $200K/year and it cost $250K to recruit, a neighboring practice could monitor for new incoming docs, and make an offer of $220K/year in salary to the newly hired doc. If that happened, it would be in the best interest of the doc to switch jobs, but the original practice would be out $250K in recruitment costs.
2. In the case of an acqui-hire, the team is often the special sauce. You embed a bit of non-compete in the form of stock options that vest on a particular schedule, but it may be tricky to structure the deal in an attractive way without a non-compete and non-poach agreement.
3. Trade secrets are often hard to cover in NDA's. Your trade secrets may become embedded in the employee's mind in a manner that they cannot extricate. So, if your employee receives training that includes your trade secrets, those trade secrets will be implicitly used at the next job.
So, I think the argument basically boils down to there being a vast upfront cost to the employer for getting a new employee. If the employee switches to another company, the value of that upfront cost transfers to the new company with no compensation to the old company. It seems a new, more pernicious workaround to non-competes is where employers are charging their employees for training if they leave early. That seems even more hostile than a non-compete.
(As a side note, I think non-competes can be quite damaging. In the case of the MD relative, he was fired, essentially without cause, and his non-compete forced him to be unemployed for a year before he was finally able to convince the former employer to waive the non-compete. So, there should be very hard parameters around non-competes. One thing I think should be mandatory is a written buyout amount for any non-compete that has some basis in reality. For example, if my MD relative was recruited at a cost of $250K with a 2-year non-compete, then he could buy himself out at $250K, minus about $20K for each month of service he completed. Obviously, I haven't fleshed this idea out all the way.)
I think those are all reasons a company might want it. But asking the government to force people to not work requires reasons why it's good for society, not just the company.
In the first case, you're talking about a company that wants to pay below-market salaries. Why should that be the employee's problem?
In the second, there's a case for carrots to make the acquired team stay, like the stock options you mention. But from a societal perspective, why should the company be able to use the courts as a stick if the carrots turn out to be insufficient?
In the third, I again get why companies want to treat employees like property. But I don't see any societal argument for that other than "rich company wants things".
Sorry, I thought it was obvious from context that I was talking about forcing people not to work at particular jobs. Which is what a noncompete is. You say you won't do X, and if you do X they ask the government to force you to stop doing X. If you refuse to comply long enough, men with guns will come and drag you away (contempt of court, and if you keep going, resisting arrest). So yeah, force. "Come and see the violence inherent in the system" and all that.
1. If the doc is worth $220K, why couldn't the practice that hired him match the offer to save themselves the $250K they spent hiring him? This feels like exactly the kind of wage suppression that the FTC is arguing against.
2. Workers are not serfs to be bought and sold. If the acquiring company wants the talent, then they should structure the deal in a way that makes the talent want to stay, not use legal handcuffs to force them to.
3. I can see this as an argument for noncompetes being legal in some very limited cases, but most jobs don't need this. Others have suggested requiring garden leave in lieu of a noncompete, and in the few roles where this applies I suspect that would work out fine.
You’re focusing on the specific numbers in the example, but missing the point. Imagine the salary difference is larger.
Basically, you have one company that has already paid $250K recruiting the doc and another company that paid close to $0. So if it comes to a bidding war over salary, the former company will always be at a financial disadvantage. And budgets always have limits.
No, I'm not focusing on numbers. In fact, if I focus on the numbers they seem suspect: $250k is the cost to recruit, not the relocation costs[0]. A good chunk of that (upwards of $220K) is going to occur even with a local recruitment, which makes the disadvantage of the initial recruiter much smaller.
Further, as others have mentioned, there are other ways to contractually recoup relocation costs without a non-compete. A "you must pay back your relocation costs if you leave within a year" clause is far more justifiable than a "you can't work as a physician within 30 miles for at least 1 year if you ever leave us ever" clause.
(The same type of payback clause could apply if you did something drastic like pay off their entire student loans in one lump sum, though I am assuming that in most cases practices don't do that.)
All that said, my point had nothing to do with the numbers and everything to do with the principles: non-compete clauses are an extremely blunt instrument and are inappropriate in most cases. Firms should be required to come up with more limited contracts that accomplish their stated goals and nothing more, rather than throwing in something that is so damaging to the worker because it's easier for their lawyers.
In your first case, I'm pretty sure I've seen contracts that require the repayment of e.g. relocation costs if the employee leaves within x time period.
> In the case of the MD relative, he was fired, essentially without cause, and his non-compete forced him to be unemployed for a year before he was finally able to convince the former employer to waive the non-compete.
It seems like an easy and obvious solution that the non-compete is automatically null and void if the employee is let go for any reason.
Unfortunately, that also has easy workarounds, like making the employee's life hell until they quit. So you'd also need to solve for constructive dismissal: https://en.wikipedia.org/wiki/Constructive_dismissal
1. I think the end-game here is salary-parity, no? If Practice A learns that Practice B is taking their employees for a marginal salary difference, that forces Practice A to improve their compensation package.
But I don't think I fully understand this example. Why does it cost $250k to hire an MD? Why does Practice B not need to pay this cost, is it because they can skip the vetting process since A has already performed it?
2. If it's an acui-hire, the only way it can be successful (in real terms, not just fake "retention" terms) is if the acquired team is consenting to the acquisition and partnership. If the acquirer can't create a deal (involving stock options, work lifestyle guarantees, whatever) that's successful in the eyes of their prospective future employees, non-competes and non-poaches simply delay the inevitable. This is to the detriment of "we the people", because we want good people to be productively working on important things.
In my not incredibly informed opinion, NCs for acquihires smell lazy and inefficient, because they optimize for the wrong metrics (employee retention vs value creation + satisfaction). If there's uncertainty about the long-term success of the merger, it can be factored into the acquisition price.
To me, this implies that outlawing NCs would lead to fewer acquihires, on the margin. This seems like it would probably be a good thing.
3. I think there's some "basement" of trade secrets that we just need to accept are going to spread around. As a company, you have to understand that this bottom 20% of ideas are going to osmosis their way out with every departing employee, and there's nothing you can do about it other than work to retain employees and innovate new ideas.
Similarly to the acquihire issue, NCs simply delay the inevitable here, and don't seem to provide much benefit "we the people" (or protection to "we the entrepreneurs").
1. There's two costs being confused here. The impact of a doctor burning out or otherwise retiring and no longer using their qualifications, requiring the training of a junior doctor with required specialisations at a potential cost of USD$250k-$1M[1] and many years of waiting. And the much less significant impact of a doctor using their qualifications to find an equivalent job with a different employer. In the later example, it's a fairly standard professional recruitment process and cost.
2. Stock options are a risky gamble for employees and employers alike. Neither party can rely upon stock options too heavily as a retention tool because no one knows what the stock options would be worth 3 years in the future. If it's really essential to keep employees on for numerous years then guaranteed salary increases would be a better way to ensure employees are adequately compensated for the detriment to their career of staying in the same organisation doing the same work for a long period of time. And of course, proactively ensuring employee salaries are _always_ in the top decile of industry/specialisation salaries is needed too because it is not uncommon for some labour rates to move +10% in a single month. Many employers with a high NIPE/PPE[2] could easily pay higher salaries if they desired to keep employees for longer periods of time.
3. Aren't patents are meant to protect such R&D investments? Employers benefit from hiring from each other creating a mixture of technical knowledge and culture that is gained from employees having worked in different roles and projects elsewhere. Thus I struggle to comprehend why employee movement would be viewed as a net negative overall that justifies non-compete agreements.
> So, if your employee receives training that includes your trade secrets, those trade secrets will be implicitly used at the next job.
That's not a compelling argument for NCCs. It's an argument stifling competition, which should not be what NCCs are used for.
Every company takes a risk hiring someone that may leave with field expertise specifics to the company. Them using that expertise elsewhere makes the market healthier and more robust because it increases competition.
It's conceivable that NCCs are more anti-competitive than protective of the company's trade secrets, at least that's how it appears they're being effectively used nowadays.
So, first, congratulations on the huge success! That's a significant amount of income.
Second, make sure you have your taxes straight. The S-corp thing is a reasonable idea, but only touch that if you have an accountant doing it for you. The IRS is less forgiving with bad S-corp filings than they are with normal schedule C filings. Also, if you've only been paying taxes on what you took home rather than the total profit of the business, get an accountant and a lawyer ASAP and fix the tax situation. (I doubt that's what happened, but one could infer from your original post that it's possible you mistakenly thought that leaving money in the business account means that it's not taxed that year. Even if you didn't think that, there are probably people who do think that and might be reading this thread.)
As far as your actual question, here are some notes:
a) Remember that income from a business is fickle. Operate under the assumption that this income could disappear at a moment's notice.
b) If you have a spouse, their opinion is as important as yours, and statistically, they relate to money differently than you. (One stereotype that I've seen played out many times in real life is that men tend to think of money as a scoreboard, and women as safety and security. If a husband and wife ignore those differences, it can lead to intense marital strife.)
c) Your stage in life makes a difference. At an early stage in your career, it might be acceptable to swing for the fences, strike out, and start from 0. (That is, reinvest all the money in business growth, grow huge, and eventually implode, failing to gain any profit, but knowing that you at least tried to 100x the business.) In other stages of life, that's not an acceptable risk.
d) Regardless of life goals, I think keeping huge amounts of money (more than 18 months of salary and expenses) as cash in your business account isn't wise. It's not doing anything there, and inflation is currently high and will likely stay that way, so it's probably better to have excess money in an asset that matches inflation.
e) Don't over-fixate on taxes. Be sure to pay as little tax as you are obligated to pay doing what you want to do, but don't let your decisions be steered excessively be taxes. For example, a 401(k) is a fine way to reduce taxes if you aren't planning on using the money until traditional retirement age anyhow, but perhaps you want investments that can throw off current income, not for some time in the future when your bones hurt and all you want to do is sit around and drink martinis. You have enough income that you can take a mild tax penalty to actually do what you want.
So, as far as what I would do, I would probably buy real estate in a growing area with low to moderate real estate taxes and a good ratio of rent to house cost. (So, San Francisco and New York are out because rent is cheap compared to the value of the unit, and Illinois is out because property taxes are so high that vacancies will cause you to burn cash.) Some states that I've been looking at include the Carolinas, Georgia, Florida, Texas, Tennessee. You're throwing off enough cash, that in a few years you can buy enough housing stock with cash to replace your $14K/month salary with rental income (remember to include the cost of management, maintenance, taxes, and insurance when calculating potential rental income!). At that point, you've bought yourself full flexibility, and then you can swing for the fences as hard as you like, and if you strike out, you're already so far ahead that it'll be an annoyance rather than a catastrophe.
Anyhow, the above is what I would do (and am in the process of doing - my business isn't throwing off as much cash as yours is, but it is exceeding my income requirements). Alternatively, you can do the Silicon Valley approach - pour all your excess cash back into growing the business. Ask yourself: what would it take to 10x the business from here? Is it just that customers don't know about your business? Hire a marketing guy and get after it. Are people not converting from trial to paid accounts? Hire a sales person to hold the customers' hands. Is the market fairly well captured already? Think of adjacent markets to expand in (either similar markets in the US, or localize the product and sell abroad). Take the $23K/month that the business is throwing off each month, and spend it as hard and fast as you can. Or better yet, turn yourself into a Delaware C-Corp, write up a pitch deck, go out to investors, and raise $4 million at at $30 million valuation, and devise a plan to spend $200,000/month on growth. Triple, triple, triple, double, double, double! In 6 short years, your business will have $45,000333222=$9,720,000 in monthly revenue. Then go public! Or more likely, watch it crash and go to $0! Dust yourself off and do it again! (This part of the comment may sound snide, but it's not actually intended that way. The venture capital path is the path that was taken by most of the super-successful recent tech businesses. It works for many people and many businesses.)
I'll share some of my first thoughts. It seems that DO might be more stable as a long-term product than, say, Google Cloud. Google is famous for their Google Graveyard, so it's possible that Google may kill Cloud, since they are stuck at a distant 3rd place and Google doesn't like being 3rd.
Also, DO seems to be the only major-ish cloud company that only does cloud services (at least that comes to mind immediately). For Amazon, Microsoft, Google, Oracle, IBM, and Alibaba, their Cloud products are just one product among many. (Of course, AWS is Amazon's big profit-center, and Microsoft is also betting big on Azure.) RackSpace is publicly traded again, but doesn't seem to really have an identity of its own anymore.
The big thing about DO that I like is that their products seem no-frills and developer-centric. They just make it really easy to be a customer. Everything just seems to work the way you expect, the pricing is what you expect, and their staff seem to understand their customers.
Yup, it does seem to be coming back alive. A 3rd party API that I use is in an Azure data center. My customers were reporting outages, but I just got a text from a customer that things are working in real life. So, coming back up!
Thanks everyone for providing real-time information. It's unnerving when an entire SQL server disappears from your control panel:-). I'd rather not have to restore everything from backups, if it's all the same!
