MASAR TechShield
Protect what the company builds. Structure what it sells. Prepare it for what comes next.
Strong technology companies do not need law that slows the product
They need legal judgment that knows where to intervene early so it does not have to intervene aggressively later.
If the product is the value, ownership must be clear. If growth depends on contracts, the contract must support growth. If data is part of the product, its use must not become a reason to lose trust. If investment is next, the investor should not discover the company legally before the company discovers itself.
Practical scenarios
- 01
Diligence finds freelancer-created core code
We trace the work, agreement, correspondence, integration into the current product, and rights requiring clarification or remediation before investment.
Objective: Remove uncertainty around a core company asset before it becomes a valuation or closing issue.
- 02
Enterprise customer wants ownership of all development
We separate core product, reusable tools, custom development, customer data, and customer-specific outputs, then structure ownership and licence rights accordingly.
Objective: Win the customer without selling the engine used to serve the rest of the market.
- 03
Cloud outage triggers a customer claim
We assess the SLA, cause, vendor commitments, liability allocation, recovery plan, communications, and available recourse.
Objective: Manage the customer claim while protecting the relationship and upstream rights.
- 04
Technical founder leaves with critical access
We coordinate IP, credentials, repositories, confidentiality, handover, and the distinction between shareholder rights and operational obligations.
Objective: Let the person leave without part of the company leaving with them.
- 05
Sales promised an integration outside scope
We establish the promise, engineering effort, dependencies, timing, and commercial effect, then reset scope, price, or delivery before customization becomes permanent margin leakage.
Objective: Protect margin without destroying the deal.
- 06
Investor requests a two-week due diligence
We prioritize the data room around transaction value: corporate, ownership, IP, team, customers, vendors, data, disputes, and investment-triggered obligations.
Objective: Let the investor see a company that knows its own files.
- 07
Company wants to use customer data to train an AI feature
We examine data type, contracts, notices, customer expectations, technical provider, minimization or anonymization options, and applicable requirements before launch.
Objective: Prevent product improvement from becoming a trust, contract, or privacy problem.
The first 90 days
- 01
Days 1-30
Find where company value sits
- Corporate and founder structure.
- Product and IP ownership.
- Material customer contracts.
- Employees, developers, and contractors.
- Critical technology vendors.
- Data flows.
- Open disputes and obligations.
- Next growth or funding milestone.
- 02
Days 31-60
Fix what can block growth or a transaction
- IP ownership gaps.
- Unbalanced customer contracts.
- Unclear scopes.
- Founder arrangements requiring structure.
- Critical third-party dependencies.
- Privacy/data actions.
- Templates that do not reflect the actual sales model.
- 03
Days 61-90
Build the legal operating system
- Contract approval path.
- Enterprise negotiation matrix.
- IP rules for developers and contractors.
- Team onboarding/offboarding controls.
- Critical vendor register.
- Privacy review path for new features.
- Investment-ready data room.
- Management risk and decision dashboard.
How we handle a matter
- 01
Understand the product and revenue model
- 02
Identify the asset or relationship at risk
- 03
Read technical reality and contract together
- 04
Measure the effect on customer, revenue, and growth
- 05
Separate urgent remediation from negotiable issues
- 06
Present options and risk of each option
- 07
Execute the document, negotiation, or legal route
- 08
Fix the internal process so the same issue does not return
What we see in technology companies
- 01
Code on the company's server is not a clean ownership chain
Ownership must be traceable: who created each component, in what capacity, what rights were transferred and what came from third parties. The value is knowing this before a transaction, not during a dispute.
- 02
The largest customer can be the riskiest contract
An enterprise deal can bring uptime promises the company does not control, uncapped liability, security and audit duties, and broad ownership terms. We identify what can be performed and priced, what needs protection, and what risk is not worth that revenue.
- 03
A third party you cannot control can still stop your product
Cloud providers, APIs, payment gateways and libraries sit beneath the customer promise. We align contracts, exclusions, pass-through rights and contingency plans with those dependencies.
- 04
AI in the product raises more than one question
Input data, customer information, outputs, third-party models, errors and marketing claims all matter. We start with the specific use case and trace the data, provider, customer promise and failure scenario.
What management sees
- 01 Contracts affecting revenue or renewal.
- 02 High-risk customer negotiations.
- 03 IP requiring remediation.
- 04 Critical technology dependencies.
- 05 Data or security matters with legal impact.
- 06 Open disputes and claims.
- 07 Founder/shareholder decisions.
- 08 Legal requirements before funding, launch, or market entry.
- 09 Required decision, owner, and deadline.
How we work with you
- 01
Ongoing legal partnership
- Customer, partner, and vendor contracts.
- Enterprise deal negotiation support.
- IP protection and developer/contractor arrangements.
- Founder, governance, and investment support.
- Legal review of material new product features where needed.
- Privacy and data workstreams with technical specialists.
- Disputes, recovery, and termination.
- Investment and diligence readiness.
- Periodic management reporting on risks and open decisions.
- 02
Who we work with
- SaaS and software companies.
- Digital platforms and applications.
- Custom software and technology solution providers.
- Technology startups.
- FinTech, HealthTech, EdTech, and other vertical technology businesses, subject to sector-specific requirements.
- Data- and AI-enabled businesses.
- Technology companies preparing for investment, expansion, or major enterprise customers.
- 03
The limits of our role
- We do not replace security engineers, infrastructure teams, or technical specialists.
- A legal review is not a technical security certification.
- Regulatory requirements depend on activity, data, parties, and markets; applicable law must be identified before detailed conclusions.
- We do not guarantee investment, valuation, or transaction outcomes.
- We do not use legal documents to disguise product, security, or operational weaknesses.
- We do not advise accepting every enterprise term merely because the contract value is large.