Omar Zoubeidi

Law Clerk

Omar Zoubeidi joined Founders Law in 2025 and works as a Corporate Law Clerk. He provides legal support to the team on matters relating to corporate and startup work, helping early-stage founders turn their ideas into real, operational businesses.

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Omar brings over two years of litigation experience, having worked at a commercial litigation firm - Cole Sadkin - prior to joining Founders. He hopes to take that background—drafting, negotiating, and resolving disputes—and apply it to helping clients as they proactively structure and protect their businesses on the transactional side.

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He’s always been drawn to the startup world and the hustle behind building something from nothing.

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Growing up around first-generation immigrant entrepreneurs and watching friends turn ideas into real companies, it sparked Omar’s interest and passion in the startup world. Before law school, Omar built two businesses from the ground up: an online fitness coaching platform and a sneaker/fashion reselling brand.

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Omar is currently a J.D. candidate at Loyola University Chicago School of Law and is set to graduate in Spring 2026.

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Insights & Articles

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Controlling your IP Means Controlling Your Future: What Stephen Curry’s Under Armour Split Teaches Founders About Brand Ownership

November 18, 2025

Stephen Curry’s recent split from Under Armour after more than a decade of partnership highlights a simple truth. Control of your intellectual property is control of your future. For founders, IP is often the most valuable asset they will create. It determines leverage, long-term valuation, and whether the brand they built remains theirs as the company grows.

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VC & Startup

Founder Equity Splits & Re-Splits: Getting It Right Before You Raise

November 4, 2025

Getting your founder split right (and fixing it when it’s not) is one of the most important legal and governance steps before your first institutional raise. At Founders Law, we advise clients to treat equity structuring as a living process—something that should evolve with the company rather than remain static. Here’s how to think about it pragmatically, and what to do if the original allocation no longer fits your company’s reality.

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