The Cost of Victory: What Business Owners Should Consider Before Filing a Lawsuit in a Commercial Dispute

By Seth M. Rosenstein

A wise person once said, “Litigation is the basic legal right which guarantees every corporation its decade in court.”  While likely said facetiously, the fact is that business litigation often comes at great expense to the company and individuals involved.

The costs of vindicating and protecting a company’s rights – in time, money, disruption, reputation, and commercial relationships – along with the inherent risk and uncertainty involved in all litigation, can lead even a victorious plaintiff to ask whether their victory was worth the destruction it wrought. 

Undoubtedly, there are situations where litigation is a company’s best or only path forward in a commercial dispute, whether it is with a customer, competitor, or business partner. Sometimes, a lawsuit is the last resort after other attempts to reach a resolution have failed or the only way to bring the other side to the negotiating table. Other times, quick intervention by a judge is necessary to prevent irreparable harm to the business. In those situations, your company will want and need an experienced and strategic litigator who stands ready to vigorously pursue your claims.

But even after the dogs of litigation have been unleashed, most commercial lawsuits settle or are otherwise resolved before trial for many of the same reasons cited above – the expense, disruption, and risk involved in entrusting the outcome to a judge or jury. 

That is why, regardless of the perceived strength and merit of their claims, business owners should think carefully and consider the possible negative implications of litigation before telling their attorney to run to the courthouse and file a lawsuit. Here are three things to factor into your decision-making before pursuing business litigation: 

Even the Most Straightforward Lawsuit Can Take Your Business Down a Long and Winding (and Expensive) Road

Lawyers are sometimes accused of making simple matters needlessly complicated. But for attorneys representing defendants in business litigation, making things complicated is often a feature, not a bug. Part of the defense’s strategy, especially when faced with a strong or straightforward claim, can include using any means to make litigation as drawn-out, convoluted, costly, and painful as possible for the plaintiffs.

Unfortunately, the wheels of justice are extremely amenable to a commercial defendant who wants to slow a plaintiff’s roll. The system isn’t designed for speed to begin with, and even if your attorney does everything in their power to speed your case along, there are plenty of ways a defendant can stretch your simple case out for years.  

They may file multiple motions regarding various issues, most of which will require the submission of briefs and the time needed to prepare them. A lengthy briefing schedule could be followed by a hearing or ruling even further into the future, all delaying the suit’s progress until the motions are resolved. 

Discovery, the process of requesting and exchanging documents, gathering evidence, and taking witness depositions, also offers ample opportunity for delay and added costs. It can take a while and cost lots of money to produce a voluminous amount of material in response to a party’s request. Depositions may be held in distant locations and involve significant travel costs (including fees for the attorney’s travel time) and complicated scheduling conflicts. You may also need to retain paid experts to testify or prepare reports. 

But it is more than fees, expenses, and delays that can make discovery costly for a business plaintiff. Owners, executives, and employees who would otherwise be doing their jobs may need to divert their time, effort, and productivity toward handling document requests or preparing and sitting for their depositions. These disruptions should be factored into your litigation calculations as well. 

Of course, the end of your case may not be the end of your case if one side appeals the judgment, which can keep the attorney’s fees meter and litigation clock running and even lead to another trial.

There Are No “Slam Dunks” in Business Litigation

Just as there is no crying in baseball, there are no slam dunks in business litigation. When you put your fate in the hands of a judge or 12 random people sitting on a jury, there is no guarantee they will see your case the way you and your lawyer do. There is always – always – a risk of an adverse ruling, no matter how strong your case appears to be.

Not only may your company lose on its claims (while still being on the hook for attorney’s fees and costs), but it may be exposed to liability and a judgment if the defendant files and prevails on a counterclaim. And if a contract or statute provides that the losing side in litigation must pay the winning side’s attorney’s fees and costs, the monetary hole can be even deeper.

A Judgment Is Not a Check

For all the risk of losing that is inherent in litigation, there is an equally inherent likelihood your company will prevail on its claims and obtain a substantial monetary judgment against the defendant. But no matter how many zeros that judgment contains, it could ultimately be worth far less – or nothing at all. 

First, subtract all the amounts your business paid its lawyers from your judgment. That could shave tens or hundreds of thousands of dollars off that top-line figure. And those fees may keep coming if your attorneys have to spend time and effort trying to collect the amounts due from the defendant. Judgment debtors can engage in plenty of moves and tricks to hide assets and make collection efforts as difficult as possible. 

Of course, nothing makes collecting on a judgment more challenging than an insolvent judgment debtor. If the defendant is actually broke, even the most talented litigator cannot get blood from a stone. 

Again, as noted, sometimes litigation is the right or only way to resolve a business dispute despite the risks and costs it may involve. But before shooting first, you should ask your lawyer questions about the best path forward for your company, which may include pre-litigation demands, negotiations and non-binding mediation.

If you are involved in or anticipate a business dispute, please contact Ansell Grimm & Aaron Litigation Partner Seth M. Rosenstein

Recent Success Stories

Jennifer Krimko Secures Planning Board Approval of Client’s Plan for Monmouth Mall Redevelopment

On December 4, 2023, the Eatontown Planning Board granted preliminary and final site plan approval to Krimko’s client, Eatontown Monmouth Mall, LLC (Kushner Companies), paving the way for the redevelopment of the existing 1.5 million square foot Monmouth Mall in Eatontown. The proposed development, to be known as Monmouth Square, will consist of approximately one million square feet of commercial space along with 1,000 luxury apartments with a clubhouse and amenities for the residents, public open space, and related site improvements. Monmouth Square will be a pedestrian-friendly, true town center environment where people can live, dine, and shop all on one property.  

Jason Klein Closes Financing and Acquisition of Over 75 Global Quick Service Restaurant Stores

In December, Ansell Grimm & Aaron’s Jason Klein consummated two major asset transactions on behalf of two separate purchasers of over 75 quick-serve restaurants. The purchasers are franchisees of a global quick-service restaurant behemoth.

 In one transaction involving the acquisition of over 50 stores and three separate parcels of real estate, Klein spearheaded the negotiation of the purchase and sale agreements for both the assets and real property, the acquisition of the assets and the properties, and the loan transactions. In the other transaction, Klein’s efforts and direction resulted in his client’s successful acquisition of over 20 stores and the acquisition of one parcel of real property.

New Jersey Enacts Stringent New Inspection, Evaluation, and Maintenance Requirements for Condominium and Co-Op Buildings

By Elysa D. Bergenfeld and Nicole D. Miller

On January 8, 2024, New Jersey’s already-stringent building codes for residential construction became even more so when Gov. Phil Murphy signed S2760/A4384 into law. The sweeping legislation establishes additional requirements for the regular inspection, evaluation, and maintenance of certain types of condominiums and cooperative apartments in the state.

The new law was enacted in the wake of the 2021 condominium tragedy in Surfside, Florida, where 98 lives were lost due to structural issues that were not addressed. Accordingly, much of the law focuses on early detection of potential structural flaws and deficiencies.

Owners of property covered by the law must now ensure their buildings undergo routine structural inspections to ensure the safety and stability of the building. These inspections must be performed by licensed engineers and architects and adhere to industry best practices and standards. The law requires periodic reserve studies and allows for a ten-year “catch up” for reserves.

As outlined in the law, its requirements apply to any residential condominium or cooperative building with a primary load-bearing system comprised of a concrete, masonry, steel, or hybrid structure including, but not limited to, heavy timber and a building with podium decks, but not including an “excluded structure” as defined in the law.

All condo and co-op boards in New Jersey should consult with experienced community association counsel to determine whether the new law applies to their buildings and what to do to ensure compliance. If you have questions or concerns, please contact one of the attorneys in Ansell Grimm & Aaron’s Community Association Law practice group.

2023: A Look at Our Year of Giving

2023 was a remarkable year for Ansell Grimm & Aaron, filled with client victories, Firm milestones, growth, and the loss of a cherished colleague. Through all those moments, one thing remained constant – our steadfast commitment to enriching the communities where we live and work.

Our people share a commitment to giving back that enhances collaboration, teamwork, and collegiality, which are cornerstones of our Firm culture. We recognize that supporting legal and charitable organizations that focus on education, healthcare, inclusivity, the arts, religion, hunger, justice, and culture is vital to improving our communities across New Jersey, New York, and Pennsylvania.

The Firm’s corporate social responsibility efforts don’t end with financial contributions. Our attorneys devote significant time to leadership and board roles for numerous charitable and non-profit entities. These are some of the worthy organizations we supported in 2023:

  • 180 Turning Lives Around.
  • Amerigo Vespucci Society.
  • Axelrod Performing Arts Center.
  • Big Brothers Big Sisters of Coastal and Northern New Jersey.
  • Boys & Girls Clubs of Monmouth County.
  • The Bruce Springsteen Archives and Center for American Music. 
  • CASA of New Jersey.
  • Congregation Magen David of West Deal.
  • Congregation Torat El.
  • Crohn’s & Colitis Foundation.
  • The Earle Family Foundation.
  • Emmanuel Cancer Foundation.
  • Foundation for Shrewsbury Education.
  • Friendly Sons of St. Patrick.
  • Fulfill.
  • Garden State Film Festival.
  • Hillel Yeshiva.
  • Holiday Express.
  • Hollywood Golf Club Foundation.
  • Holmdel PBA #239.
  • Interfaith Neighbors, Inc.
  • Juvenile Diabetes Research Foundation (JDRF).
  • The Jersey Shore Partnership Foundation.
  • Jersey Shore University Medical Center Foundation.
  • Joan Dancy & PALS.
  • LADACIN Network.
  • Legal Aid Society.
  • Light of Day Foundation Inc.
  • Lunch Break.
  • Monmouth Arts.
  • Monmouth County Police Chiefs Association.
  • Monmouth County SPCA.
  • Monmouth Park Charity Fund.
  • Monmouth Regional Chamber of Commerce.
  • Monmouth University.
  • Move For Hunger.
  • Mya Lin Terry Foundation.
  • New Jersey State Bar Foundation. 
  • Ocean County College Foundation.
  • Rising Treetops.
  • Riverview Medical Center Foundation.
  • Ronald McDonald House.
  • Rumson St. Patrick’s Day Parade.
  • The Sandy Hook Foundation.
  • Shore House.
  • The Shrewsbury PBA Local #308.
  • Special Olympics New Jersey.
  • Tigger Stavola Foundation.
  • Trinity Church.
  • Vin Gopal Civic Association.
  • VNA Health Group.

Learn more about our community commitment.

Ansell.Law Elevates Seth Rosenstein and Tara Walsh to Partners

Ansell.Law is pleased to announce that Seth M. Rosenstein and Tara K. Walsh have been elevated to partners. 

Seth enjoys a diverse practice handling litigation, controlled substances and regulatory law, and residential real estate matters. A savvy negotiator, Seth appears in state and federal courts and before the American Arbitration Association (AAA) and Financial Industry Regulatory Authority (FINRA) arbitration panels. He is licensed in New Jersey, New York, and Pennsylvania. 

Before Seth joined Ansell Grimm & Aaron, he practiced in the Manhattan office of a national litigation firm. He earned his Juris Doctor from Benjamin N. Cardozo School of Law and his Bachelor of Arts from American University.

Tara specializes in criminal defense and municipal court defense and has taken several cases through trial. She has also handled high-profile criminal cases before the Monmouth County Superior Court Criminal Division. Tara frequently speaks on municipal court defense and criminal defense developments. 

Dedicated to serving the greater New Jersey legal community, Tara is on the Monmouth Bar Association’s Municipal Court Committee and is an Inns of Court barrister. She also devotes significant time as secretary and board member of the Associate Board of Court Appointed Special Advocates for Children. Tara earned her Juris Doctor from New York Law School and her Bachelor of Arts from Syracuse University.

Celebrating the Life of Peter S. Falvo, Jr.

We are deeply saddened to share that Peter S. Falvo, Jr., a Shareholder Emeritus of Ansell.Law and the former Chair of the Firm’s Land Use & Zoning Law Department, passed away on December 18, 2023.

Peter was a loyal friend and colleague whose legal career spanned more than 50 years. He joined Ansell.Law in 2001 after founding and growing his own law firm. Peter made an immediate positive impact at Ansell.Law. He added depth and expertise to our Commercial Real Estate, Land Use & Zoning Law, Residential Real Estate, and Wills, Trusts & Estates Departments and brought in many distinguished clients, many of whom we continue to serve.

“Peter was the consummate dapper gentleman with inimitable style and wit. Despite his many accomplishments, Peter was unassuming and humble all while handling significant and complex legal matters,” said President and Managing Shareholder Michael V. Benedetto. “I’m honored to have had the opportunity to call him my partner and friend. He will always be loved and missed by everyone at Ansell.Law, past and present.”

Peter’s practice and talents were multi-faceted. In addition to being a skilled counselor, he was instrumental in the growth of our Land Use Department and unofficially known as the “Dean of Land Use” in Central New Jersey. He was an important part of our culture and never failed to bring humor to every interaction he had. 

Peter was also active in his community, serving on the boards of many professional and charitable organizations.

We will miss Peter and his many contributions to the Firm. As a mentor to a generation of Ansell.Law attorneys, his skills and influence will live on at the Firm for decades to come. On behalf of the entire Ansell Grimm & Aaron family, we extend our sincere condolences to Peter’s wife of almost 60 years, Chris, and their entire family. 

Click here for visitation and mass information.

Tigger Stavola Foundation Honors Mitchell Ansell

Celebrating their 10th anniversary this year, the Tigger Stavola Foundation recently honored Shareholder Mitchell Ansell. Involved since the foundation’s 2013 inception, Mitchell was recognized for his unwavering support and efforts to increase awareness of opioid addiction’s tragic effects. Aside from his personal connection to the Stavola family, he vigorously defends parents and children affected by substance abuse when they face legal challenges. Mitchell has donated his time to educate students about underage drinking, DWI, and possession of controlled dangerous substances during prom season for nearly 20 years.

As chair of the Firm’s criminal defense department, Mitchell devotes his practice to criminal defense and municipal court defense. Over three decades of practice, he has worked with well-known clients on high-profile cases. Mitchell is a past president of the Monmouth Bar Association and actively gives his time to various local charities.

The Tigger Stavola Foundation is dedicated to combating the opioid epidemic and changing the stigma surrounding addiction. Following the devastating loss of Tigger to an accidental overdose, the Stavola family created the foundation to raise awareness and save lives in their Monmouth County community. Learn more about the organization here.

A Well-Crafted Medical Partnership Agreement Can Reduce the Likelihood of Disputes and Maximize the Benefits for Physicians

By Layne A. Feldman

Many elements go into building a successful medical practice. First is assembling a team of exceptional physicians with complementary talents and a shared vision and practice philosophy. But no matter how in sync the doctors who form a medical partnership may be at the outset, there is no guarantee they will remain on the same page. Differences of opinion on issues big and small can poison the partners’ relationship and result in costly litigation that poses an existential threat to the practice’s ongoing viability. 

Minimizing the chances of such destructive disputes – and having clear mechanisms for resolving them – can be the key to an enduring and rewarding practice. Those are but two of the many purposes and benefits of a comprehensive and well-crafted medical partnership agreement. This foundational document outlines and governs the relationship between the physician-partners, clarifies their respective rights, roles, and responsibilities, and fills in many blanks that could otherwise create confusion or lead to disputes.

Physicians forming a medical partnership should work with experienced counsel at the outset of their professional endeavor to prepare a partnership agreement that proactively addresses all the critical issues likely to arise during the course of the partnership. Some of the essential provisions of a medical partnership agreement include, but are not limited to: 

Establishing the Partnership’s Structure and Purpose 

The agreement should clearly outline the legal structure of the entity being formed, whether it is a general partnership, limited partnership, or another legal entity. Additionally, it should articulate the purpose of the partnership and specify the medical services it aims to provide and the scope of its business activities.

Defining Partners’ Roles and Responsibilities 

Clear delineation of the scope and limits of each partner’s responsibilities and obligations can keep physicians from stepping on each other’s toes – or bruising each other’s egos. This section should outline each partner’s specific duties, including clinical responsibilities, administrative tasks, and any specializations or areas of focus. 

Financial Arrangements

As with all businesses, disputes and litigation between medical partners often revolve around financial matters, making provisions that address contributions and liabilities among the most critical elements of a partnership agreement. This includes details about each partner’s initial capital contributions, profit and loss allocation, and mechanisms for resolving financial disputes. The agreement should also address how expenses will be shared, whether a salary structure is used, and how the partners will handle financial decisions, such as investments in new equipment and facilities or mergers and acquisitions of other practices.

Decision-Making Processes

A clearly defined decision-making framework is essential to ensure a smooth operational workflow. A medical partnership agreement should specify who has the authority to make decisions, what decisions they are empowered to make, and how and when they can delegate decision-making authority. The agreement may also stipulate that certain, more significant management decisions require the approval of all or the majority of the partners. 

Admission of New Physician-Partners

The agreement should detail the procedures and eligibility criteria for admitting new physician-partners to the practice. Such provisions may include establishing a minimum capital contribution before a new physician joins the partnership and requiring representations by the prospective partner as to their licensure status and history, claims and malpractice suits, and other professional matters. The document should also address any voting mechanisms or thresholds required for admitting new partners. Similarly, it should outline the circumstances under which a partner may withdraw from the partnership, whether due to retirement, disability, or other reasons. This ensures a transparent and fair process for changes in the partnership’s composition.

Dispute and Deadlock Resolution Mechanisms

While litigation is sometimes necessary or inevitable, it is rarely the optimal way to resolve disputes between business partners. Establishing alternative mechanisms for addressing conflicts or deadlocks when they arise can spare the partners and their practice from the inherent costs and disruption associated with lawsuits.

Mandatory mediation or arbitration (either binding or non-binding) provisions can facilitate early resolutions and minimize acrimony between partners. Similarly, the document should include mechanisms for resolving deadlocks

Termination and Dissolution of Partnership

In the unfortunate event the medical partnership needs to be dissolved, the agreement should outline the procedures for doing so. This includes addressing issues such as the distribution of assets and liabilities and handling ongoing patient care. Having a well-defined process for termination and dissolution helps minimize disruptions and ensures an orderly winding down of the practice.

Insurance and Liability

Outlining the insurance requirements for the partnership and its individual members is crucial. This includes malpractice insurance, general liability coverage, and any other relevant policies. Clearly defined provisions regarding the allocation of liability among partners contribute to a secure and stable working environment.

A well-crafted medical partnership agreement is essential for the success and sustainability of a collaborative healthcare practice. While no document can guarantee a medical partnership will survive in perpetuity, a medical partnership agreement can go a long way toward minimizing the chance of litigation and maximizing the potential for a long and lucrative professional relationship.

If you are considering entering a partnership with one or more of your fellow physicians, you should work with an attorney who has specific experience with physicians and small medical practices. If you need assistance preparing a partnership agreement or if you are currently involved in a dispute with your physician-partners, please contact one of the attorneys in Ansell Grimm & Aaron’s Corporate or Litigation practice groups.

Zoning: Is Cannabis the New Alcohol in New York and New Jersey?

By Anthony Sango

On December 5, 1933, the United States rejected years of moral panic and repealed alcohol prohibition by passing the 21st Amendment. Just under 88 years later, on November 3, 2020, the people of New Jersey rejected decades of a similar moral panic by voting “Yes” on Public Question 1, legalizing recreational cannabis. Five months later, on March 30, 2021, New Jersey’s neighbor, New York, approved legislation to legalize recreational cannabis. These two states were part of a wave of legalization in late 2020 and early 2021, with six other states and various tribal nations reflecting what so many Americans already knew: cannabis is safe, commonplace, and ordinary to consume.

Though New Jersey and New York both legalized cannabis around the same time, the two states took different approaches on the path toward legalization and destigmatization. By regulating cannabis similarly to alcohol, New York seems to acknowledge the reality that cannabis is the second most commonly used recreational drug after alcohol. New Jersey, on the other hand, has chosen to treat cannabis differently than it treats alcohol, though there are threads of alcoholic beverage control in its cannabis regulations. These divergent regulatory approaches are reflected in how each state addresses the zoning and regulation of cannabis businesses.

New York: Following the Cannabis Golden Rule 

New York abides by cannabis advocates’ Golden Rule: treat cannabis as you would want the state to treat alcohol. The Marihuana Regulation and Taxation Act (MRTA)  repeatedly mentions maintaining equal or comparable regulations for the two substances. In fact, cannabis and alcohol are so intertwined that the state’s Office of Cannabis Management was established within the Division of Alcoholic Beverage Control.  

Local Zoning and Fees

The MRTA and its regulations govern how a city or town can zone for and tax cannabis businesses. For example, a town or city can only impose fees on a dispensary or consumption lounge in a similar amount and manner as it would on a liquor store, bar, or club. The MRTA also prohibits special fees and taxes for cultivation, processing, manufacturing, and distribution businesses unless those special fees and taxes are also applied to similarly situated businesses. The best point of comparison is cultivation: a town or city can only impose a special fee or tax on a cannabis grower if that town or city imposes the same special fee or tax on a farm, plant nursery, or similar agricultural business.

Similarly, as with bars and liquor stores, dispensaries and consumption lounges are restricted from operating too close to houses of worship, schools, and public facilities used by youths. The distances range from 200 feet to 500 feet, measured from the center of the door of the cannabis business to the nearest entrance or structure of the restricted facility. What constitutes an “entrance” depends on the building’s specific use and design.

Consumption Lounges

No, your neighbor didn’t run over a skunk – that might be the new consumption lounge in town. Unlike their smoke-free, alcohol counterparts, consumption lounges emit the characteristic, potent, and familiar smell of cannabis, presenting a unique challenge for regulators.

To address this issue, New York borrowed from laws governing another commonly used recreational substance: tobacco. In New York, a town or city can impose ventilation and odor control laws on indoor consumption lounges only insofar as those laws apply to cigar lounges or any other business that permits smoking or vaping tobacco. In fact, the MRTA specifically invokes the Clean Indoor Air Act. Outdoor consumption lounges get more leeway – they only need to maintain a setback of 20 feet from a public walkway or road.

However, regulators borrowed the permitted hours of operation from bars and clubs in regulating consumption lounges. A consumption lounge – whether indoor or outdoor and regardless of the size of the city or town – must be closed between 4:00 a.m. and 8:00 a.m. This mirrors the restriction on bars and clubs, requiring them to have last call at 4:00 a.m. (or earlier if desired by the local government).

Overall, New York’s approach to regulating cannabis seems to acknowledge its legal status, widespread use, and acceptability in American life and society, just like alcohol, while maintaining comparable restrictions for the public’s health.

Lack of Guidance and Clarity in New Jersey Cannabis Zoning Regulation

New Jersey takes a different approach to cannabis zoning and regulation than the Empire State. With no explicit language instructing towns and cities to treat cannabis like alcohol (or at least not placing any unusual and onerous fees, taxes, and regulations on cannabis), New Jersey’s Cannabis Regulatory Enforcement Assistance and Marketplace Modernization Act (CREAMM Act) provides towns and cities – as well as courts – with a lot of leeway as to the interpretation of the law and regulation of cannabis.

The theme throughout the CREAMM Act is deference to the local government. For example, as in New York, the CREAMM Act allows towns and cities to require cannabis businesses to be set back from certain sensitive areas. Unlike the MRTA, however, the CREAMM Act provides no guidance regarding how to measure those setbacks. Effectively, towns and cities are left to decide for themselves how to do so. The CREAMM Act similarly provides almost no guidance on consumption lounges and instead leaves it up to local zoning boards to regulate these businesses.   

Unfortunately, because part-time members run most local zoning boards, measurement guidelines and other minor but essential guidance are often treated as afterthoughts or left unaddressed. If zoning boards do not provide a clear method for measurement, some courts have turned to a “reasonable pedestrian” standard that measures the distance borrowed from cases involving the Alcoholic Beverage Control Board. But as anyone who has ever driven in our crowded cities and towns knows, otherwise reasonable people can become unreasonable pedestrians, jaywalking, cutting through parking lots, or even hopping over fences. Courts will strain to find some definition or guidance in the ordinance itself.

The CREAMM Act also fails to define what an entrance is – further complicating any setback measurements. Similarly, local ordinances often forget to define “entrance,” leading some courts to assume that any exterior door constitutes an entrance. Many cannabis businesses have faced challenges to their Resolutions of Support because their entrances were deemed too close to sensitive areas or because the board tried to reassign or redefine what an entrance is.  

For example, challengers have claimed that a building’s “emergency exit” is, in fact, a regular entrance and that the “emergency” designation was just a way to circumvent a setback requirement. In other instances, cannabis businesses seeking to comply with a setback requirement have reassigned an emergency exit as the entrance with mixed results.

The situation for consumption lounges is no better. The only zoning requirement in the CREAMM Act for a consumption lounge is that a town or city issue an endorsement for a consumption area in or adjacent to a dispensary. Curiously, the CREAMM Act allows a dispensary-turned-consumption lounge to sell a customer as much cannabis as the customer is otherwise permitted to buy at a dispensary. This stands in contrast to bars, where a bartender would likely refuse to serve a patron several beers at once unless that patron had several friends with him. But just as bar patrons can’t walk out of the bar with a half-finished beer, the CREAMM Act prohibits consumption lounge patrons from leaving with leftover cannabis. 

New Jersey cannabis businesses are left with generic ordinances that may mirror alcohol ordinances but lack the explicit instruction to treat cannabis like alcohol or to measure setbacks in specific ways. The patchwork of local cannabis regulations creates a maze of red tape for even the savviest cannabis business entrepreneur. As a result, New Jersey courts have been flooded with lawsuits challenging so-called Resolutions of Support for cannabis businesses that allegedly violate one local ordinance or another.

While New York has been more orderly in defining zoning considerations for the legal cannabis industry, New Jersey has been more hands-off, leaving it to the towns and cities – and the courts – to determine what it means to comply with the CREAMM Act.

If you have questions or concerns regarding zoning or other regulatory issues involving cannabis in New York or New Jersey, please contact Anthony Sango. Join Anthony and Kelsey Barber on December 18, 2023, as they present at the National Business Institute’s Marijuana Business Operations in New York program. Learn more about the full day continuing legal education seminar and register to attend.

Asbury Park Zest Profiles Michael Benedetto in Fall Green Life NJ Edition

President and Managing Shareholder Michael V. Benedetto is featured in the Fall/Holiday 2023 Green Life NJ edition, published by Asbury Park Zest. A prominent lifestyle publication, Asbury Park Zest was created to highlight one of the most unique oceanfront cities in America and the businesses and people who call it home.

In this issue, Michael sat down with the magazine to discuss the sprawling, diverse real estate landscape along New Jersey’s coastline. He shares his insights on recent trends, the importance of building trust with his clients, and what makes New Jersey such a special place. Read the interview here.

In addition to his Firm leadership role, Michael serves as co-chair of the Commercial Real Estate and Corporate, Finance & Banking Departments. He has built a distinguished practice working with clients throughout the northeast and across the country, focusing on complex commercial real estate, corporate and commercial matters, business organizations, and banking matters.