You’re building something ambitious and you’ve decided the Dutch market is the right launchpad. Venture capital can supercharge that journey, but it also rewires your company’s legal DNA. This guide walks you, the founder, through the full arc—from first outreach to closing funds in a Dutch B.V. (private limited company), and on to life after the round—so you understand the steps, the paper, and the real legal consequences of each choice.
If you remember one thing, remember this: Dutch deals are practical and efficient, but they are also formal. A lot happens on paper, and the civil-law notary sits at the heart of the closing. Knowing what must be decided, documented and notarised—and when—is the difference between momentum and delay.
1) The legal “spine” of a Dutch VC round
In the Netherlands the legal spine of an equity round in a B.V. runs in a reliable order. You align commercially in a term sheet, investors diligence the company, you curate the capital structure and governance, you hard-wire the deal in a suite of agreements, and you complete a notarial closing that issues shares and updates your articles. It’s choreography more than chaos, and a Dutch notary is always on stage when shares are issued or transferred. That is not custom; it’s law. Issuances and transfers of B.V. shares require a notarial deed. The notary also formalises amendments to your articles of association. Plan for it and you’ll be fine.
The notary-led closing has other implications founders sometimes underestimate. Cash usually flows to a third-party (escrow-like) account of the notary; the notary releases funds when the last condition precedent is ticked and the deeds are signed. You will sign a deed of issue (the share issuance) and often a deed amending and restating articles, because your share classes, pre-emption mechanics, drag/tag, and liquidation preference all need to live in the articles, not just the shareholders’ agreement. Dutch firms summarise these mechanics crisply: corporate approvals, deeds, funds on the notary account, completion. Build your checklist around that cadence.
2) Pre-term sheet housekeeping: put your cap table and governance in order
Before you negotiate price or preference, eliminate friction. Ensure the B.V. you are fundraising through is clear on ownership and intellectual property. Your board structure must match your growth plans and investor expectations. Dutch law lets a B.V. operate with an executive-only board, a one-tier board (executives with non-executive directors), or a two-tier board (separate management and supervisory boards). Many VC-backed companies opt for a one-tier model to embed an investor non-executive directly on the board, but you can choose what suits your governance culture and stage. The choice lives in your articles and can be changed at closing.
Founders often wrap employee equity either as classic ESOP/options or via a STAK (a Dutch trust foundation that issues depositary receipts to employees while centralising voting). Both work; which you choose turns on tax, optics and your investor’s familiarity. Whichever route you prefer, get it papered before the round so it fits into the cap table, and sync with the option tax rules now in force in the Netherlands (taxation typically at exercise, with special provisions for illiquid shares so employees aren’t taxed on paper gains they cannot sell). Investors care because poor equity hygiene becomes their problem post-closing.
Clean IP is non-negotiable. Ensure code, patents, brand, and data are either owned by the B.V. or properly assigned. Where developers were contractors, collect assignment deeds; where they were employees, confirm the employment IP terms. Dutch practice expects to see this resolved in the conditions precedent to closing.
Finally, expect KYC/AML checks. Dutch notaries and law firms must identify your UBOs and the source of funds under the Wwft. If your cap table changes who ultimately owns 25% or more, the UBO register at the Chamber of Commerce must be updated. Build a week into your timeline to avoid friction here.
3) The term sheet: a non-binding map that still sets your future
Term sheets in the Netherlands are usually expressed as non-binding except for confidentiality, exclusivity and costs, but they matter because your notary and counsel will later “translate” them into binding, article-compatible language. At this stage you lock down the valuation math and the preference stack. A typical Dutch early-stage deal uses non-participating 1x liquidation preference and broad-based weighted-average anti-dilution rather than full ratchet, but you will still see investors negotiate participating features or caps. If anti-dilution bites later, it will legally re-allocate value in your waterfall and may force you to re-approve the issuance mechanics and amend your articles to create the extra shares or adjust conversion ratios. Build a spreadsheet and test future rounds, down-rounds and exits before you sign the term sheet; it will save you from surprises.
Investors also use the term sheet to ask for board and veto rights, information rights, pro-rata rights, and pre-emption on new issuances. Under Dutch law, statutory pre-emption on new shares exists by default in B.V.s unless disapplied or modified in the articles; your investor will want to calibrate this alongside contractual pre-emption in the shareholders’ agreement. The interaction of statutory and contractual rights is a Dutch nuance you should not ignore.
4) Due diligence: what gets reviewed and why it matters to later documents
Expect legal diligence across corporate history, the articles and amendments, cap table integrity, IP, commercial contracts, data protection, employment, incentives, litigation, and regulatory items. In Dutch practice, diligence findings cascade into warranties, a disclosure letter, and sometimes specific indemnities. If a finding touches your ability to issue the shares—say, a missing board resolution from a prior issuance—your counsel will repair it pre-closing with ratifying resolutions or notarial confirmations. The point is not to trip you up; it’s to make sure the notary’s deeds reflect a valid, clean legal reality when the money lands.
5) The formal Dutch documents you will sign
By the time your notary books the closing slot, your counsel and the investors’ counsel will have iterated a tight set of documents. Here is what they do, how they interact, and where the civil-law formalities sit.
The Investment Agreement records the purchase of the new shares, price, closing conditions, warranties, indemnities, the disclosure framework, and the mechanics for completion. It coordinates the other documents and conditions precedent such as IP assignments, resignations, or corporate approvals. The Shareholders’ Agreement then governs life together: governance, information rights, reserved matters, founder leaver and vesting, anti-dilution mechanics, transfer restrictions, and exit rights like drag and tag. Those commercial rights must be “mirrored” in your Articles of Association, because in a Dutch B.V. many share rights (classes, preferences, pre-emption, drag/tag mechanics) only “bite” if embedded in the articles. Consequence: your closing almost always includes a notarial deed amending and restating your articles to align the legal plumbing with the commercial deal. The Cap Table and Share Register are then updated to record the new issue—maintaining a shareholder register is a statutory duty of the board—and the notary files changes with the Chamber of Commerce.
A Dutch closing finishes with a deed of issue signed before the notary to legally create and deliver the new shares to the investor. If any existing shares are bought or re-organised at the same time—say, a secondary sale—the transfer occurs via a deed of transfer before the notary as well. No deed, no transfer; that simplicity is part of the system’s strength. Funds flow via the notary’s third-party account and are released when the deeds are executed.
6) If you are raising with convertibles or SAFEs, mind the Dutch law friction points
Pre-seed rounds in the Netherlands frequently use Convertible Loan Agreements (CLAs) or increasingly Dutch-law SAFEs (or SAFE-like instruments such as Fieldfisher’s ASAP) to move fast. Convertibles set interest, a discount, and sometimes a valuation cap; they convert on a qualified equity round or exit, or are repaid at maturity if not converted. SAFEs remove the loan element and simply promise equity later, typically with a discount or cap. The nuance in Dutch law is that conversion still results in issuing shares, which means you will return to the notary to execute the deed of issue at conversion, and you must consider statutory pre-emption and corporate approvals when you grant the “right to take shares” embedded in a CLA. Consult your counsel early so the articles and shareholder resolutions are already conversion-ready and the pre-emption position is clear.
The legal consequences here are practical. If your articles do not authorise the right classes or the board lacks authority to issue within an agreed authorised capital, you will need a new shareholder resolution and possibly another articles amendment. If your CLA triggers anti-dilution in your earlier preferred round, your waterfall may re-cut itself at the worst possible time. Structure the convertible so it slots into your future priced round and any existing investor protections elegantly, not explosively.
7) Regulatory guardrails you should check before you sign
Not every VC deal needs a filing, but some do. If your company touches sensitive technologies or provides critical services, the Dutch FDI screening regime (Vifo Act) may require a notification or approval when a foreign investor acquires certain levels of influence—even in minority deals. Early scoping avoids last-minute surprises and lets you build any approval into your conditions precedent.
Traditional merger control rarely bites early-stage rounds because Dutch and EU thresholds are turnover-based, but remember that the Dutch ACM has a “call-in” appetite for below-threshold concentrations in certain sectors and keeps an eye on tech roll-ups. If your investor is a corporate with significant Netherlands or EU revenue, ask counsel to screen the thresholds and any call-in risks early.
If you employ 50+ people in the Netherlands, the Works Council has consultation rights on important financial and strategic decisions. Significant financing steps, governance changes or a sale process can be consultable events. If you have or expect to have a Works Council soon, factor their timeline into your closing plan; the investors will ask.
8) What actually happens on closing day
A Dutch VC closing is deliberately scripted. In the days before completion, you and your notary will circulate board and shareholder resolutions approving the issuance and the article changes, attach the updated text of the articles, and finalise the funds flow to the notary’s account. On the day, the notary verifies all conditions precedent, executes the deed of issue (and any deed of transfer or deed amending articles), updates the shareholder register, and files changes with the KVK. The moment the deeds are signed, the shares legally exist and belong to the investor, and the notary releases funds to the company. That’s the moment you have cash in the bank to hire, build and expand.
9) Life after the round: the consequences you live with
The legal consequences of taking venture capital aren’t abstract. They shape board meetings, hiring plans, cash management and exits.
The first is governance. If you adopt a one-tier board with a non-executive investor director, they are not a spectator—they are a director with the same duties under Dutch law as you. All directors owe a duty to the company itself; decision-making must take the interests of stakeholders into account, and conflicts of interest are handled through abstentions and process hygiene. Non-executives supervise and advise, but they share responsibility for the company’s course of business. Build your board packs accordingly and keep the quality of information high.
Next comes cash discipline and dividends. Your new preferred shareholders may ask for dividend preferences or distribution covenants. Under Dutch law any distribution (including dividends, share buy-backs, or returning capital) is subject to a two-step test: a balance sheet test by the general meeting and a distribution/liquidity test by the board under article 2:216 DCC. If the board cannot in good faith conclude the company will be able to pay its due debts for the next year, it must withhold approval. Directors can be personally liable if they approve an unlawful distribution. This is why you will see distribution provisions in your articles and SHA designed to dovetail with Dutch law.
A third consequence is dilution math. Anti-dilution clauses look theoretical until a down-round forces a recalculation. In weighted-average formulations, the conversion price of preferred shares adjusts in proportion to the size and price of the new round; in full ratchet it adjusts all the way to the lowest price. The legal effect can be dramatic: founders may see their ordinary stake compressed, and the company may need to issue a significant number of additional shares or adjust conversion ratios in the notarial deeds. A preventive tool is a pay-to-play feature that conditions anti-dilution protection on participating pro-rata in the new money; investors who don’t “pay” may lose some preferences. Model these scenarios before you are forced to live them.
Fourth, there is transferability and exit. Dutch B.V.s traditionally use a blocking clause in the articles so shares cannot be freely transferred without offering them to co-shareholders or obtaining corporate approval. Your SHA will work with the articles to set drag-along and tag-along rights and the mechanics for a sale. Because share transfers require a notarial deed, even a drag requires a properly executed transfer at closing. The public markets rarely intervene here; this is a private company with private plumbing, and your notary remains your friend.
Fifth, there is employment and incentives. If you adopted options, remember the Dutch option taxation point. The current regime taxes at exercise, with a deferral option for illiquid shares to avoid dry tax, and the government has further changes in the pipeline for 2027 to simplify and harmonise the treatment. Each grant, vest and exercise should be coordinated with payroll and tax advisors; the board will expect you to keep a clean option ledger and to align it with the authorised capital in the articles so the notary can issue the underlying shares when options are exercised.
Finally, there is compliance housekeeping. After closing, the company must maintain an accurate shareholder register, keep the UBO information current at the KVK, and respect information rights and reserved matters in the SHA. If foreign investors came in, re-check whether any Vifo notification conditions will be triggered on follow-on rounds or governance changes. And continue to expect KYC refreshes on future closings or secondaries—Wwft compliance is not a one-time ritual but an ongoing requirement.
10) What can go wrong—and how to avoid it
Deals stall when articles and SHA do not match, when pre-emption is mishandled, or when board authority to issue shares is missing or too narrow. They derail when founder IP isn’t owned by the company, when an earlier convertible was drafted without thinking about statutory pre-emption, or when you forget that conversions still require a notarial issuance. They become painful when a down-round collides with an aggressive anti-dilution and the team discovers too late what “full ratchet” really means.
The cure is planning and paper. Have your counsel align the term sheet with Dutch statutory mechanics, bake the rights into the articles where required, secure board and shareholder authorities carefully, and run a closing checklist with your notary early—dutifully, not dramatically. Expect the notary to hold funds on the third-party account, to release only when conditions are met, and to control the sequencing of deeds; cooperate with that choreography and your closing will be calm.
11) A short word on style: the Dutch way
Foreign founders often comment that Dutch rounds feel “tight” and “formal” but also refreshingly pragmatic. That’s a fair read. The formalities—the notary, the deeds, the articles—give investors confidence that the cap table is real and enforceable. The pragmatism comes from standard documents, clear timetables and a culture that values straight answers. If you embrace both, you will move faster, not slower.
Bringing it all together
Your path through a Dutch venture round is navigable and repeatable. Begin by tidying governance, IP and incentives. Treat the term sheet like the true blueprint. Let diligence refine the blueprint into a binding Investment Agreement, a durable Shareholders’ Agreement, and a coherent, investor-ready set of Articles of Association. Then work with your civil-law notary to execute the closing deeds that make the legal reality match the commercial intent. Remember the after-care: distributions under 2:216 DCC, board duties, anti-dilution math, employee equity tax, UBO updates, and regulatory checks where relevant.
Key sources you may want to keep handy: Dutch notarial closing mechanics and the core document set for equity investments in emerging Dutch companies; the role of the notary and the mandatory notarial deeds for share issues and transfers in a B.V.; the statutory pre-emption context; UBO and Wwft checks; option tax changes; FDI screening; governance models; distribution tests under Dutch law.
