OPERATING AGREEMENT OF A NEVADA LIMITED LIABILITY COMPANY THIS OPERATING AGREEMENT Agreement is entered into the day of hereinafter Members or Parties. NOTICE EACH MEMBER HEREBY CERTIFIES THAT HE OR SHE HAS RECEIVED A COPY OF THIS OPERATING AGREEMENT AND FORMATION DOCUMENT OF AN INVESTMENT IN THIS COMPANY IS SPECULATIVE AND INVOLVES SUBSTANTIAL RISK. FOR VALUABLE CONSIDERATION the receipt and sufficiency of which is hereby acknowledged the Parties covenant contract and agree as follows...
company operating

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This Operating Agreement is used in the formation of any Limited Liability Company. You make changes to fit your needs and add description of your business. Approximately 10 pages. It allows for eventual adding of new Members to LLC.

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I realized early on that one of the best things I could do for the organization in terms of running it and trying to bring some clarity to the chaos of a startup was creating something that I call the company's operating system I've heard of lots of other descriptions for this a lot of companies call it operating rhythms but I think of it as the place where hardware meets the software so that the software can run appropriately on the hardware otherwise known as the people in the business can run properly on the business itself our operating system or operating rhythms are a predictable set of meetings communication pieces leadership groups decision-making predictable system of those things so that people in the business know what they can expect what format it's coming in and when so that there aren't a lot of surprises let me give you some examples of how this works at return-path we usually do some kind of big meeting even if it's a virtual meeting to kick the year off you need to be able to translate the vision into work steps for a broad group of people and be able to monitor and communicate progress against that plan once we set out our annual plan where do we want to be twelve months from now we break it down into a few areas and then spend a lot of time on communication to the company up front and over the course of the year we always try to have the year start with a theme or a rallying cry maybe it's a couple different things but what are the big things that the company is going to try to advance over the course of this year then we break that down into a series of specific initiatives what are the big building blocks of that theme that can start to translate into the work steps of individuals in the organization next we try to come up with our milestones and critical metrics associated with each one of those initiatives or building blocks and then finally we produce some kind of reporting or scorecard that lets everyone in the organization know about the progress against those metrics over the course of the year and then any communication that we do as a company over the course of the year always comes back to that same theme the objectives and the metrics and milestones so that we can track our progress as a company and so that people along the way can make decisions about how they're spending their own time and how they're spending the company's money in service of the goal once a quarter we are able to pull up and assess how the business is doing and we do this in a whole series of meetings and communications that happen roughly the same way every single quarter my staff tends to do its quarterly off-site a couple weeks before the end of the quarter where we look at how this quarters performance is going and do some planning for the quarter ahead as soon as the quarter is over we produce all of our financial reporting and organize all of our materials and thoughts about how the business is doing into a book of materials for our...