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Due diligence is a structured process of researching, analyzing, and verifying information about a person, company, or transaction to identify risks, confirm accuracy, and ensure legal and financial compliance. Common in mergers and acquisitions, regulatory compliance, vendor risk management, and financial services, due diligence involves reviewing financial records, legal documents, ownership structures, litigation history, operational processes, and reputational factors. Its purpose is to help organizations make informed, low‑risk decisions and avoid financial, legal, or regulatory exposure.

A Stronger Lens on Risk: The Value of Independent Screening in Commercial Lending

Background checks on principals and guarantors are now a standard component of commercial lending due diligence. While some lenders rely primarily on internal searches, independent third‑party background screening provides meaningful advantages in risk management, consistency, depth, and defensibility that internal checks alone rarely achieve.

Independence and Objectivity

Third‑party screening delivers a neutral assessment, free from deal momentum or internal pressure. This independence strengthens the credibility of diligence findings and creates a defensible record, which is particularly important if a transaction is later reviewed by regulators, auditors, investors, or courts.

Consistency Across Deals

Internal background reviews can vary widely depending on team practices, geography, experience levels, and time constraints. Independent screening firms apply standardized methodologies across transactions, enabling more consistent treatment of borrowers and reducing the likelihood of uneven or incomplete evaluations.

Broader Information Access and Deeper Coverage

Specialized screening providers draw from a wide range of proprietary, licensed, and aggregated information sources, many of which are not readily accessible to internal teams. Combined with expertise in navigating fragmented public‑record systems, these capabilities allow them to more effectively identify name variations and locate litigation, regulatory actions, sanctions exposure, adverse media, and other potentially deal-stopping information that may otherwise go undetected.

Reduced Legal and Compliance Risk

Reputable  third‑party providers operate within established compliance frameworks, apply appropriate guardrails, and maintain clear documentation, helping lenders reduce the risk of inadvertent legal or regulatory missteps.

Efficiency and Governance

Outsourcing background screening allows internal teams to focus on credit analysis, judgment, and transaction decision‑making, while producing a clear audit trail that supports governance, examiner expectations, and investor oversight.

The Bottom Line

Internal familiarity can introduce blind spots, and internal searches are inherently constrained by available tools and sources. Third‑party screeners do not replace internal judgment–they complement it by bringing independence, broader access, and disciplined methodologies that strengthen both risk assessment and defensibility.

 

Disclaimer: This communication is for general informational purposes only and does not constitute legal advice. The summary provided in this alert does not, and cannot, cover in detail what employers need to know about the amendments to the Philadelphia Fair Chance Law or how to incorporate its requirements into their hiring process. No recipient should act or refrain from acting based on any information provided here without advice from a qualified attorney licensed in the applicable jurisdiction.

May 1st, 2026|Categories: Commercial Transactions Due Diligence|Tags: , |

Company Legal Name v. DBA

Every business has a “legal” or “true name.” When researching a company, it is important to identify its legal name. In the case of a corporation or limited liability company, the legal name is the one on its formation document — e.g., the articles of incorporation or articles of organization.  As an example, Scherzer International’s legal name is Scherzer International Corporation.

If the company does business under another name, it is commonly referred to as a DBA – which stands for “doing business as.” DBAs are also sometimes referred to as an “assumed name,” “fictitious business name,” or “trade name.” State and local laws generally require a company to register a DBA it is using; however, it is important to note that registering and doing business under a DBA name is not the same as forming a business or a business entity.

June 16th, 2022|Categories: Commercial Transactions Due Diligence|Tags: , |

Financial regulators focus on vendor due diligence

In the wake of the economic crisis, financial institutions have faced a wave of new rules and regulations. From the Dodd-Frank Wall Street Reform and Consumer Protection Act to regulators stepping up their enforcement efforts, regulated entities must ensure compliance with a host of new requirements.

The rules and heightened oversight go beyond banks themselves, and are increasingly focused on their third-party vendors. In many cases, vendors are not allowed to work with regulated entities unless they can demonstrate their compliance with various data security and privacy requirements.

Last year, New York’s Department of Financial Services (the “DFS”) sent letters to banks nationwide expressing concern about the state of their cybersecurity practices with regard to third-parties. DFS Superintendent Benjamin Lawsky requested that recipients disclose “any policies and procedures governing relationships with third-party service providers” as well as “any due diligence processes used to evaluate” all types of providers, including accountants and law firms. “It is abundantly clear that, in many respects, a firm’s level of cybersecurity is only as good as the cybersecurity of its vendors,” Lawsky wrote.

In “A Resource Guide to the U.S. Foreign Corrupt Practices Act,” the Securities and Exchange Commission (the “SEC”) and the Department of Justice (the “DOJ”) state that the agencies “assess whether the company has informed third-parties of its compliance program and commitment to ethical and lawful business practices, and where appropriate, whether it has sought assurance from third-parties, through certifications and otherwise, of reciprocal commitments.” To avoid regulatory action, the SEC and DOJ also suggest that regulated banks and financial institutions consider providing training to vendors.

The Office of the Comptroller of the Currency (the “OCC”) released new guidance in October 2013, advising banks to take a “life cycle” approach to managing third-party relationships (such as security providers, affiliates, consultants, joint ventures, and payment processors) from planning and due diligence to ongoing monitoring and termination.

When conducting due diligence – commensurate with the level of risk and complexity presented by the relationship – financial institutions should not rely on prior knowledge or experience of the third-party, the OCC said. Instead, they must conduct an “objective, in-depth assessment of the third-party’s ability to perform the activity in compliance with applicable laws and regulations and in a safe and sound manner” including a review of the third-party’s financial conditions (like any pending litigation or audited financial statements), reference checks, and evaluation of the entity’s legal and regulatory compliance.

Contracts should specify compliance with the regulations of relevant law, such as the Gramm-Leach-Bliley Act, the OCC added, and provide the financial institution with the power to conduct compliance reviews of the third-party.

Not to be outdone, the Consumer Financial Protection Bureau (the “CFPB”) followed up in January 2015 with the latest addition to its loosely-sewn patchwork of vendor management best practices and requirements. Compliance Bulletin 2015-01 which, among other directives, puts CFPB-supervised entities on notice that they may not invoke non-disclosure agreements to avoid complying with requests from the CFPB to produce a third-party’s confidential information.

For nonbanks and service providers still coming up-to-speed on the CFPB’s supervision and enforcement, confidentiality obligations, audit rights, vendor training responsibilities, and remedies for vendor breaches are among the more thorny agreement provisions that may need to be enhanced in light of developing trends.

Read OCC Bulletin 2013-29.

Read the SEC’s and DOJ’s “A Resource Guide to the U.S. Foreign Corrupt Practices Act“.

May 8th, 2015|Categories: Commercial Transactions Due Diligence|Tags: , , |

“Misspelling to defraud,” a case study from our files

The subject’s biography provided along with our client’s request for due diligence in connection with a private equity funding transaction was ridden with misspellings. And it did not say much, apart from boasts of professional accomplishments and financial success, and the subject’s self-description of being a “people-person who likes to travel.” But even with the biography’s vague statements and typos, our research quickly found that the subject’s company, which contained a transposed letter in its name, was affiliated with a Mexican multi-level marketing operation whose executives were recently arrested or are wanted by authorities for setting up allegedly fake websites whereby they defrauded investors for millions of dollars. As our research continued, we located media reports and online documents which indicated that the fraud spanned across three continents, and involved at least four other entities closely held by the subject, whose names were not listed in the biography. And according to various government sources, there is also mounting evidence of money laundering. Our client, although somewhat surprised by our findings, immediately halted the funding transaction.

January 7th, 2013|Categories: Commercial Transactions Due Diligence|Tags: , |

Uncovering hidden assets

Exactly what is a hidden asset? Several business reference books define it a valued asset that is not listed on the balance sheet of its owner or beneficiary, and/or is moved or transferred with the intention to defraud, hinder or delay discovery by anyone classified as a creditor. Just about any type of asset can be hidden, including real property, jewelry, stocks, bonds, vehicles, aircraft, watercraft, and the most liquid of all assets – money.

Many hidden assets, such as those existing in corporate holdings, various trusts, family-limited partnerships, limited liability companies, charitable foundations, real estate, lawsuit payouts, judgment awards, and vehicle, aircraft and watercraft ownership, can be found through searches of public records. Comprehensive searches of media sources can provide further details about these assets and also supply clues to funds from royalties, contracts, patents, inheritances and other distributions.

The hardest of all hidden assets to reach — and those not reported in public records — are held outside of the United States. Various Caribbean and other island nations, and certain European enclaves are laden with “wealth preservation strategies” that offer secrecy-ruled offshore accounts and asset protection trusts (OAPTs) that keep the creditors away. Financial experts and fraud examiners say that OAPTs are especially popular hideouts because the “hider” can make himself or herself the beneficiary of these trusts, and thus protect the money from third-party claims, consistent with foreign laws which do not recognize the American “fraudulent transfer” concept. OAPTs are nearly impossible to collect against, even with a valid judgment from the U.S. While information for such assets is not publicly available, media reports about mode of living and certain activities can provide indications of possible concealed assets abroad.

March 10th, 2011|Categories: Commercial Transactions Due Diligence|Tags: |

Corporate misconduct can preclude directors from serving on other boards

 

Due diligence on current and prospective board directors should extend not only to the legal liability exposure but also to the possibility of losing valuable opportunities for board membership at other firms,” said Jason Schloetzer, assistant professor of accounting at Georgetown University’s McDonough School of Business and author of The Conference Board Report. “In the current litigation environment, it is particularly important for the board to demonstrate to shareholders and the judicial system that any failure to prevent or discover corporate misconduct took place in spite of the rigorous performance by the board of its oversight duties, including the establishment of a state-of-the-art compliance program.”

The Conference Board Report, released November 4, 2010, analyzed the changes in directorships held by outside board members of 113 public companies involved in shareholder class-action lawsuits that alleged misrepresentation of information to investors. The study, encompassing the period of 1996 to 2005, tracked directorship changes for three years after the start of litigation and used data from proxy statements to identify director turnover.

Within three years of litigation, 83.2% of outside directors remained on the board of the public company involved in the lawsuit, the study found. Related research showed that outside directors in firms involved in litigation did not appear to turn over any more frequently than the average among all outside directors. However, outside directors whose companies were involved in litigation experienced reduced opportunities to serve on other companies’ boards. The average number of board seats held by these individuals at other companies dropped from 0.95 in the year prior to the litigation to 0.47 three years after the suit was filed.

November 9th, 2010|Categories: Commercial Transactions Due Diligence|Tags: |
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