The Asset Gap: The Silent Threat to Your Exit Plan

July 15, 2026 by YOUR BUSINESS WORTH, posted in Business Growth and Transition, Buy and Sell Agreements, Company Wealth, Estate Planning, Selling Your Business, Strategies of growing business, Testimonial Page, Transfer Costs, Valuation

By Thomas J. Perrone, CLU, CIC (Excepts from John Brown’s “The Definitive Guide To Addressing The Asset Gap. (Thank you John)

Why the number in your head may have nothing to do with the number you actually need — and how to find out before it’s too late to fix.

The Asset Gap: The Silent Threat to Your Exit Plan

Most business owners believe they know two numbers cold: what their business is worth, and what they’ll need to live on once they sell it. Those two beliefs quietly shape every decision an owner makes about timing an exit, negotiating a deal, and walking away with peace of mind. The uncomfortable truth is that for the vast majority of owners, at least one of those numbers is wrong — and the gap between belief and reality has a name: the Asset Gap.

What Is an Asset Gap, Really?

The Asset Gap is simply the difference between what a business owner currently has and what that owner actually needs to exit the business on his or her own terms. It sounds like a straightforward math problem. In practice, almost no owner has done the math.

Every real Gap Analysis asks five questions:

Is your financial security goal accurate, or unrealistically low?
Have you accurately quantified the resources available to you today?
Do you have an Asset Gap — a shortfall between what you have and what you need?
How big is that gap?
What must you do to close it?

Here is the number that should stop every owner in their tracks: only 18% of business owners have ever discussed their exit with an Exit Planning Advisor. The other 82% are running their most important financial decision on assumptions, sentiment, and hope — often until it is too late to do anything about it.

The Misperception Spell

John H. Brown, founder of the Business Enterprise Institute, gave this problem a name: the Misperception Spell. It describes what happens when the information an owner is using to plan an exit is vastly different from the facts. Six assumptions feed the spell most often:

The amount of income they’ll need after they exit
How long they and their spouse will live
The rate of return they expect on invested assets
The value they assign to their company
The growth rate they predict for value and cash flow
The net proceeds they expect from a sale

The Misperception Spell isn’t a character flaw — it’s just what happens when nobody has run the numbers.

Francis: A Gap Analysis in Action

Consider Francis, a business owner who was confident he had no Asset Gap at all. When his numbers were finally tested against the facts, the picture changed dramatically.

What Francis Tracked	His Assumption	The Facts (After Gap Analysis)
Business value	$1.5 million	$1 million (appraised, pre-tax)
Post-exit income needed	$120,000 / year	$200,000 / year (pre-tax)
Years of retirement funded	25 years	33 years (life expectancy)
Withdrawal / return rate	7%	4%
Investable assets needed	~$2 million	$4.5–5 million

The result: a real Asset Gap of $2 to $3 million — not the $0 gap Francis believed he had. Every one of his assumptions was reasonable. Every one of them was also incomplete or optimistic in a way that, left unchecked, would have surfaced only after he could no longer fix it.

The Asset Gap as a Map

Every client’s journey toward a successful exit has four elements, and they answer four simple questions: Where are you? Where are you going? What’s the distance? How do you get there?

A Starting Point — business value (after tax), non-business investments, and expected Social Security.
A Destination — the investable assets needed, based on life expectancy and spending needs.
The Distance — the dollar gap between what an owner has today and what the goal requires.
The Map — a step-by-step plan, built with the owner’s Advisor Team, to close the gap by the exit date.

A Small Investment Buys Real Facts

Francis’s full Gap Analysis — a business appraisal, a CPA review, and a financial planning assessment — cost him $5,000. Professional valuations of this kind typically run $5,000 to $10,000: a modest price next to the cost of building an entire Exit Plan on guesses.

A real Gap Analysis pays off in five ways. It:

Clears misperceptions before they sabotage the Exit Plan
Keeps owners in control of their business and their timeline
Replaces assumptions with facts the whole Advisor Team can use
Puts the upfront cost in context against the far greater cost of guessing wrong
Motivates owners to act sooner, while there is still time to close the gap

Be the Exception

Most owners discover the true size of their Asset Gap only when they are ready to exit — the one moment when it is hardest, and sometimes impossible, to do anything about it. You do not have to be one of them.

Review the five Gap Analysis questions early, and revisit them often. Replace sentiment and hope with facts from a real Advisor Team. Give yourself the best chance to exit when you want, for the money you need, to the person you choose.

Ready to Find Your Number?

If you have never had your own Asset Gap quantified, now is the time — not the year you plan to walk away. Take the three-minute Business Owner Viewpoint Survey to get your own “Where You Are” report, or reach out directly to start a conversation about your Gap Analysis.

Thomas J. Perrone, CLU, CIC

President & Founder, New England Consulting Group of Guilford, Inc.

203.530.6615 | tperrone@necgginc.com

Source contribution: John Brown and the Business Enterprise Institute, Exit Planning Series.

What Buyers Are Really Buying

June 14, 2026June 14, 2026 by YOUR BUSINESS WORTH, posted in Business Growth and Transition, Buy and Sell Agreements, Company Wealth, Estate Costs, Estate Planning, evaluations, Inside Sale, Key People_Or Group, Selling Your Business

WHITE PAPER

Building Business Value Before You Sell:

Why a Stable, Motivated Management Team Is Your Most Powerful Value Driver

By: Thomas J. Perrone, CLU, CIC

New England Consulting Group of Guilford, Inc.

Business Consultants of New England

Part of the GWT Planning System™ · Transition Planning Series

Executive Summary[i]

When a buyer evaluates your business, they look far beyond your balance sheet. They are buying your future earnings — and they will pay a premium price only if they believe those earnings are protected, sustainable, and not dependent on you alone.

The single most important factor in commanding a top-dollar sale price is a stable, motivated management team supported by a high-performing workforce. Without it, no other value driver can fully compensate. With it, every other aspect of your business becomes more credible, more transferable, and more valuable.

Prior to a sale, you must create value within the business and then conduct a sale process that compels the buyer to pay top dollar for it. The time to act is now — not when you are ready to sell.

What Buyers Are Really Buying

In the Merger & Acquisition marketplace, your company will undergo intense buyer scrutiny. Buyers look at more than EBITDA; they look for attributes they believe reduce risk and increase return. In short, the business must have a good story — in both past and future tenses.

These attributes are called Value Drivers. They are the qualities that cause buyers to pay a premium price for a business. The absence of Value Drivers can mean that your business has no value to a third-party buyer at all.

The primary Value Drivers a buyer evaluates include:

Stable, motivated management and a high-performing workforce
Systems that sustain the growth of the business
Established and diversified customer base
Appearance of the business facility consistent with asking price
Realistic growth strategies
Effective and documented financial controls
Growth in cash flow, profitability, revenue and sales
Presence in an attractive business sector
The existence of protected proprietary technology

Note that Value Drivers do more than increase the amount of cash in your pocket at closing. They also increase the marketability — or sale ability — of your business. For example, if you lack a capable management team, many buyers will have no interest in your company regardless of your financial performance.

Value Driver	Why It Matters to Buyers
Stable, Motivated Management Team	Foundational — enables all other value drivers
High-Performing Workforce	Ensures continuity of production and service
Systems That Sustain Growth	Scalable operations reduce owner dependency
Established & Diversified Customer Base	Reduces revenue concentration risk
Realistic Growth Strategies	Demonstrates future earnings potential
Effective Financial Controls	Signals reliability and credibility to buyers
Growth in Cash Flow & Profitability	Directly influences EBITDA multiples
Protected Proprietary Technology	Creates competitive moat and premium pricing

The Premier Value Driver: Your Management Team

Of all the Value Drivers, the stable, motivated management team stands first among equals. This is the chapter’s central thesis, and it is worth understanding why.

None of the other Value Drivers can be achieved through your efforts alone. It takes a team — a strong management team — to accomplish all of them. As any sophisticated buyer understands, the absence of a management team signals that other vital aspects of the business are also deficient.

Buyers want to know two things about your management team:

Does the team extend beyond the owner?
Will that team stay when the owner leaves?

If you cannot answer yes to both questions, you have significant work to do before you approach the market.

“If no one came to work tomorrow, what would the company produce?” — Paula Cope, Business Consultant. The answer is nothing. Your workforce is not a cost center; it is your primary production asset.

What a Management Team Actually Does

Your management team includes the people responsible for:

Setting and implementing the company’s strategic direction
Aligning strategic objectives with the company’s mission and vision
Monitoring and controlling high-level activities within the business plan
Motivating and supervising other employees

In many small businesses, this “team” is one person: the owner. To build a championship organization — and to command a championship sale price — the management team must include people with a variety of complementary skills. A football team with a star quarterback who lacks supporting players cannot win a season. The same principle applies to your business.

Key Employee Incentive Plans: The Retention Strategy

Building a strong management team is only half the challenge. Keeping them is the other. This is where Key Employee Incentive Plans become essential tools for every business owner planning an eventual exit.

Short-Term Plans: The Stay Bonus

A Stay Bonus is a straightforward but powerful tool designed to retain key employees through a specific event — most commonly a business sale or ownership transition. The structure is simple: the employee receives a defined bonus if they remain with the company through a specified date or event.

Stay Bonuses serve multiple strategic purposes:

They signal to key employees that they are valued and critical to the transition
They protect the buyer’s investment by ensuring continuity of the team they are acquiring
They provide the seller with leverage to maintain workforce stability during the sale process

For the business owner, the cost of a Stay Bonus is almost always recaptured in the form of a higher purchase price. A buyer who knows the management team is secured through transition will pay more for that certainty.

Long-Term Plans: Non-Qualified Deferred Compensation

For owners who want to retain key employees over the long term and build meaningful financial incentives tied to business performance, Non-Qualified Deferred Compensation (NQDC) plans offer significant flexibility.

Unlike qualified retirement plans, NQDC plans are not subject to ERISA contribution limits or nondiscrimination rules. This means you can:

Design customized compensation packages for specific key employees
Defer compensation to reduce current payroll tax obligations
Tie vesting schedules to tenure or performance milestones
Create a golden handcuff that makes it financially costly for key people to leave

When structured properly, these plans do not appear on your balance sheet as funded liabilities, while still creating a compelling retention incentive for the people most critical to your business’s continued success.

EBITDA, Multiples, and Why Management Matters to the Math

Buyers in the lower middle market typically value businesses using an EBITDA multiple. The multiple they apply — which might range from 3x to 8x or more depending on industry and size — is not arbitrary. It reflects their assessment of risk.

A business that is owner-dependent receives a lower multiple because the buyer perceives that the business may not survive the owner’s departure. A business with a stable, documented management team receives a higher multiple because continuity is de-risked.

Scenario	EBITDA	Illustrative Value
Owner-dependent (4x multiple)	$500,000	$2,000,000
Strong management team (6x multiple)	$500,000	$3,000,000

Same EBITDA. A $1,000,000 difference in business value — driven entirely by management team quality.

The Action Plan: What to Do Before You Are Ready to Sell

The business owner who begins building Value Drivers three to five years before an anticipated exit will always receive a higher price than one who waits until they are emotionally ready to leave. Here is the framework we recommend:

Step 1: Identify Your Key People

Who in your organization is essential to your continued success? Who would a buyer insist stays through and after the transition? These are your key people, and they require a deliberate retention strategy.

Step 2: Design the Right Incentive Structure

Not all key employees are motivated by the same rewards. Some are driven by equity participation; others by guaranteed income; others by long-term deferred compensation. The right plan depends on the individual, the timeline, and the tax implications for both parties.

Step 3: Document Your Management Processes

A management team is only as valuable as the systems it operates. Buyers look for documented processes, defined accountability, and evidence that the business can run without you. Org charts, operating manuals, and performance management systems all contribute to business value.

Step 4: Coordinate with Your Advisory Team

The most effective pre-sale value building happens when your financial planner, HR consultant, compensation specialist, and business strategist are working from the same playbook. This is precisely why Business Consultants of New England was formed.

The GWT Planning System addresses three threats to every business owner’s financial future: Overpaying Taxes, Wealth Erosion, and Business Transition Failure. Building a motivated management team is a direct intervention against the third threat.

About the Author & Business Consultants of New England

Thomas J. Perrone, CLU, CIC is the Founder and Principal of New England Consulting Group of Guilford, Inc., with over 55 years of experience serving business owners in Connecticut and New England. He specializes in advanced plan ning strategies including the GWT Planning System, business succession and exit planning, executive compensation, and wealth transfer.

Business Consultants of New England is a collaborative alliance of five independent specialists united around a single purpose: helping business owners grow, protect, and transition their businesses with confidence.

Free Report: Where You Are Report! You can’t plan the future if you don’t know where you are today. This report will help you define where you are today and where you are going with your business and estate economic future. FREE DOWNLOAD

Schedule Your Complimentary Business Clarity Conversation

No cost. No obligation. Just clarity on where you stand and what you can do.

Thomas J. Perrone, CLU, CIC

tperrone@necgginc.com · 203-530-6615 · www.bpbpgrp.com

Call Calander

[i] Ref: Cash Out Move On – John H. Brown publication This white paper draws on Chapter 6 of Cash Out — Move On to explain the concept of Value Drivers, why a strong management team is the foundation of business value, and what business owners with 5 to 50 employees can do — starting today — to build that value before they are ready to sell.

Estate Equalization: A Guide for Business Succession

May 25, 2026May 25, 2026 by YOUR BUSINESS WORTH, posted in Buy and Sell Agreements, Company Wealth, Estate Planning, One Big Beautiful Bill, Selling Your Business, Tax Efficient, Transfer Costs, Uncategorized

By: Thomas J. Perrone, CLU,CIC

For many business owners, the company is far more than an asset. It represents decades of sacrifice, relationships, risk, and identity. In closely held businesses, the company often makes up the majority of the owner’s net worth. That creates a major challenge when it comes time to transfer wealth to the next generation.

The question becomes simple — but emotionally complicated:

How do you treat all heirs fairly when the primary asset cannot easily be divided?

This is where estate equalization becomes one of the most important strategies in succession planning.

The Problem With “Equal” Ownership

Many business owners instinctively believe that leaving equal ownership shares to children is the fairest decision. Unfortunately, equal ownership often creates unequal problems.

Consider a common scenario:

One child has worked in the business for years and plans to continue running it.
Another child has built a separate career and has no involvement in the company.

On paper, dividing ownership equally may seem fair. In reality, both heirs usually view the business very differently.

The active heir often sees:

Legacy
Responsibility
Long-term opportunity
Commitment to employees and customers

The inactive heir may see:

An illiquid asset
Lack of control
Financial uncertainty
A desire for liquidity or income

Neither perspective is wrong. The problem is that these goals frequently conflict.

Without proper planning, family businesses often experience tension immediately after the owner’s death.

Three Common Problems Families Face

Conflict Over Control

Inactive heirs may inherit voting rights or ownership interests in a company they do not understand or participate in. Meanwhile, the active heir is trying to run daily operations and make business decisions.

This can create disagreements over:

Compensation
Business strategy
Distributions
Hiring decisions
Growth investments

At the exact moment when stable leadership is needed, the business becomes vulnerable to family conflict.

Operational Disruption

Co-ownership between heirs with different goals can slow decision-making and weaken the company.

One heir may want to reinvest profits into growth. Another may want cash distributions. One may focus on long-term value, while another wants immediate liquidity.

Over time, these disagreements can damage both relationships and business performance.

Forced Sale of the Business

This is one of the most dangerous outcomes.

If inactive heirs want to cash out their ownership, the active heir may not have the financial ability to buy them out. As a result, the family may be forced to:

Sell the company
Bring in outside investors
Borrow heavily
Liquidate assets

Many successful family businesses are sold not because the company failed, but because the estate plan failed.

What Estate Equalization Really Means

Estate equalization is the process of distributing assets so heirs receive equitable value, even if they do not inherit identical assets.

The key principle is this:

Equal does not always mean identical.

The child running the business may inherit the company itself, while other heirs receive different assets of comparable value.

Those assets might include:

Life insurance proceeds
Investment accounts
Real estate
Retirement assets
Other liquid investments

The goal is to preserve both:

Family harmony
Business continuity

A Simple Example

Imagine a business worth $4 million and two children.

Without Estate Equalization

Both children inherit 50% ownership.

The active child wants to continue operating the business. The inactive child wants access to the value of their ownership.

The result is often:

Conflict
Financial pressure
Potential sale of the company

With Estate Equalization

The active child inherits 100% ownership of the business.

The inactive child receives equivalent value through life insurance or other estate assets.

The business remains intact
Leadership remains stable
Both heirs receive fair value
Family tension is significantly reduced

The Role of Life Insurance

Life insurance is often one of the most effective tools for estate equalization.

Why?

Because it creates liquidity exactly when the family needs it most — at death.

A properly structured life insurance policy can:

Provide immediate cash to non-business heirs
Avoid forcing a business sale
Help equalize inheritances
Reduce estate settlement pressure

In many cases, life insurance proceeds can also be received income-tax-free.

Some families also use trusts, such as an Irrevocable Life Insurance Trust (ILIT), to help manage estate tax exposure and control distributions.

The Importance of Business Valuation

An estate equalization strategy starts with understanding the true value of the business.

Business owners should regularly obtain professional valuations and review:

Business value
Real estate holdings
Investment accounts
Retirement plans
Existing insurance
Estate tax exposure

As businesses grow, the original plan may no longer reflect reality.

A plan created five years ago may be significantly outdated today.

A Real-World Family Dynamic

Consider two brothers.

One spent his life inside the family business. He started young, learned operations, developed relationships with employees, and planned to carry the company forward.

The other became a teacher and built a completely separate life and career outside the business.

Both sons loved their father. But they viewed the company through entirely different lenses.

To the active son, the company represented:

Identity
Legacy
Responsibility
Future growth

To the inactive son, it represented:

Wealth tied up in an illiquid asset
Limited control
Potential family conflict
Financial uncertainty

The challenge was not greed or selfishness. The challenge was perspective.

Many family business conflicts happen because heirs are trying to assign the same meaning to an asset that represents very different things to each person.

Communication Matters

Even the best technical planning can fail without communication.

Family meetings, governance structures, buy-sell agreements, and clearly defined expectations are critical to long-term success.

Business owners often avoid these conversations because they are uncomfortable. But silence usually creates more problems later.

Clear communication can help families:

Understand expectations
Reduce misunderstandings
Clarify roles
Preserve relationships
Protect the business

Why Timing Matters

Estate planning opportunities can change quickly due to:

Tax law changes
Business growth
Health concerns
Economic conditions

The best time to create a succession and equalization strategy is while the business owner is healthy, involved, and able to make thoughtful decisions.

Waiting too long often limits available options.

Final Thoughts

Family business succession planning is not simply about dividing assets. It is about balancing fairness, control, liquidity, and long-term family relationships.

When business owners focus only on “equal” distribution, they can unintentionally create conflict that damages both the company and the family.

Estate equalization offers a better approach:

Preserve the business
Protect family harmony
Provide fair treatment to all heirs
Create clarity for the next generation

A successful succession plan is not just about transferring wealth. It is about preserving the legacy the business owner spent a lifetime building.

Download you free report:

Estate Equalization

www.bpbpgrp.com

tperrone@necgginc.com

Your Best Employee Is Being Recruited Right Now — And You May Not Even Know It.

Featured by YOUR BUSINESS WORTH, posted in Business Growth and Transition, Buy and Sell Agreements, Company Wealth, Estate Costs, Estate Planning, evaluations, Executive Benefits, Key People_Or Group, Passive Ownership, Selling Your Business

BY: Thomas J. Perrone, CLU, CIC

Employee retention strategies are important and losing a key person isn’t just an inconvenience. When you factor in recruiting, training, lost relationships, and lost revenue, it can cost well into six figures. So, what’s the solution?

Phantom equity or ghost stock! A great tax strategy!

In this video, I break down exactly how phantom equity (also called phantom stock or ghost stock) works — and why it may be the most powerful retention tool available to closely held business owners today.

This video explains the “Phantom Stock Golden Handcuff” plan, a strategy for businesses to retain top talent without giving up equity. Learn how this plan, which involves a written agreement where key employees receive “phantom” shares, can significantly boost staff retention. We detail how the plan works, its benefitsas an employee benefits package, and its tax treatment within human resources strategies.

✅ What you’ll learn:

What phantom equity actually is — and what it isn’t
How hypothetical shares are granted, valued, and paid out in cash
Full Value vs. Appreciation Only — which design is right for your situation
How taxation works at distribution — for you AND your key employee
How to informally fund the obligation using tax-efficient financial instruments
Why this tool protects your ownership, preserves your control, and is. fully deductible

No ownership given up. No ERISA compliance headaches. No complicated legal structure. Just a simple, flexible, written agreement that aligns your key person’s financial future with the growth of your business.

If you’re a business owner with 5 to 50 employees and you rely on key people

to drive your success — this video is for you.

📩 Questions about your specific situation? Email me directly: tperrone@necgginc.com

📞 Call: 203-530-6615

📞Or better yet, I would love to have a meaningful conversation with you of what you are thinking concerning your employees.

Feel free to schedule a spot in my calendar; https://fantastical.app/b5bhcvxwev-lPTY/call-meetings-general

👍 If this was helpful, please like and subscribe. I publish new content regularly to help business owners build, protect, and transfer wealth —

https://youtu.be/kVXel27bAEc?si=vzy2R0siYfBvNcXH

Four Pillars of a Strong Business: Growth, Protection, Transition, Equity

March 31, 2026March 31, 2026 by YOUR BUSINESS WORTH, posted in Business Growth and Transition, Buy and Sell Agreements, Company Wealth, Executive Benefits, Income from your business, Key People_Or Group, Selling Your Business, Strategies of growing business, Working On Your Business

Are You Building Your Business by Design… or by Luck?

By Thomas J. Perrone, CLU, CIC

Most small business owners don’t start their journey with a lack of ambition. They work hard, grow steadily, and pour everything into their company. But at some point, an uncomfortable question surfaces:

Is my business growth intentional… or is it just happening?

If you’re like many owners, you’re fully absorbed in the daily demands of running your business. And while revenue may be increasing, key areas—financial planning, protection strategies, and long-term transition—often go overlooked.

That’s where risk quietly builds.

The Hidden Gaps in Growing Businesses

Many business owners are aware—sometimes painfully aware—that critical elements are being neglected. Not because they don’t care, but because they simply don’t have the time, clarity, or structure to address them.

These gaps often include:

No clear long-term growth strategy
Limited protection against unexpected events
Inefficient tax planning
No defined exit or succession plan
Uncertainty about how to turn business success into personal financial security

Without addressing these, even a successful business can become fragile.

The Questions Every Business Owner Should Ask

Take a moment to consider:

Do you have a clear, fail-safe plan to grow, protect, and eventually transition your business?
If you had to step away tomorrow—due to retirement, disability, or worse—what would happen?
Could you extract your business value in the most tax-efficient way possible?
Are you maximizing your compensation and benefits through your business?
Do you have a plan for the unexpected—economic downturns, key employee loss, or sudden life events?

If any of these questions are difficult to answer, you’re not alone—but it’s a sign that planning is overdue.

From Uncertainty to a “Destiny Plan”

What many business owners need isn’t more complexity—it’s clarity.

A structured approach—often referred to as a “Destiny Plan”—focuses on aligning your business with your ideal life and financial future. It brings together the key elements that drive long-term success and security into one cohesive strategy.

At its core, this approach focuses on four essential pillars:

1. Growth: Building with Purpose

Growth should be intentional, not accidental. That means:

Implementing systems that scale
Developing strong leadership and teams
Focusing on the true drivers of business value

2. Protection: Preparing for the “What Ifs”

Every business faces risk. The question is whether you’re prepared.

What if a key employee leaves?
What if cash flow tightens?
What if you can’t continue running the business?

Proper protection planning ensures your business can withstand the unexpected.

3. Equity: Turning Success into Wealth

Your business is likely your largest asset—but are you leveraging it effectively?

Accessing equity without unnecessary tax burdens
Structuring compensation to maximize benefits
Building wealth both inside and outside the business

The goal is not just to grow a business—but to create real, usable wealth.

4. Transition: Planning Your Exit Before You Need It

Every business owner will eventually leave their business. The only question is how.

Will it be on your terms?
Will you receive full value?
Is your family or team prepared?

A well-designed transition plan ensures you can exit smoothly, efficiently, and profitably—whether that’s through sale, succession, or retirement.

A Simple First Step

You don’t need to solve everything today—but you do need to start.

Even a quick self-assessment can reveal where your biggest opportunities lie. Small adjustments in the right areas can lead to significant improvements in both business performance and personal financial outcomes.

Final Thought

Your business should serve your life—not the other way around.

With the right planning, you can move from uncertainty to clarity… from reactive decisions to intentional strategy… and from building a business to building a legacy.

The question is:

Are you ready to start designing your future—on purpose?

Free download report:

Where you are, and where you could be!

https://www.allclients.com/Form3.aspx?Key=E29266E845E39AFF52FA8CF13E04A8F9

tperrone@necgginc.com

One Big Beautiful Bill

August 22, 2025 by YOUR BUSINESS WORTH, posted in Business Growth and Transition, Buy and Sell Agreements, Company Wealth, Estate Planning, evaluations, Executive Benefits, Funding your Buy and Sell, Selling Your Business, Strategies of growing business, Tax Efficient, Tax Free Income

By Thomas J. Perrone, CLU, CIC

This video will give you a good idea of the “One Big Beautiful Bill”, and the strategies that can be employed for the long-term planning

The Trump Administration made life much easier in preserving legacy for everyone.

If you wish to discuss any of this with me, please use my calendar link

Overview of the BBB and Planning Options and Strategies!

For Advisors and For Business Owners to Utilize.

Tom covers some of the major areas of the bill, emphasizing income tax reduction and estate exclusion and estate shifting. He urges estate owners to do planning now and avoid delaying because although the BBB is now law, it can be changed by congress in the future. Use it while you have it!

https://youtu.be/OgkPRr3JrDE?si=ajHUjvb5fi_hf9xZ

For overview of the BBB, click for a download

https://www.allclients.com/Form3.aspx?Key=78B769D475F542B7E20799CD205B9205

tperrone@necgginc.com

Case Study: Rapid Sales Growth and Ownership

July 21, 2025July 21, 2025 by YOUR BUSINESS WORTH, posted in Business Growth and Transition, Buy and Sell Agreements, Company Wealth, Estate Planning, Funding your Buy and Sell, Key People_Or Group, Strategies of growing business, Valuation, Working On Your Business

Case Example Using Term Insurance

By Thomas J. Perrone, CLU, CIC

This was a situation where the company needed protection but wasn’t ready to purchase permanent insurance, even though the situation called for it. However, the term insurance gave them what they wanted at the time and gave them the needed protection.

Scenario:

A thriving business, comprising three partners—a relationship builder, an idea generator, and a product engineer—experienced remarkable sales growth within a few years. However, a potential challenge arose regarding ownership transfer upon a partner’s death, as all partners shared familial ties.

To mitigate this concern, a comprehensive stock redemption program was devised and funded through a term insurance policy with a premium exceeding $60,000. This strategic approach enabled the business to navigate ownership transfer complexities and ensure the continuity of its operations.

Through the years, parts of the term insurance has been converted, and the company is paying about $125,000 in insurance premium to fund their liabilities and commitment.

The case was developed through a relationship i had with one of the owners, through an introduction.

Lesson:

Even though this was a start up and a young company, if I has assumed it did not have the cash flow, I would have lost out on all the great potential. Don’t assume anything, but let your client tell you what they want and why.

THE WHY:

There was a past history of the one of the current partners where their family member was part of a company where the partner died. No planning was done, so the deceased partners family became the new partners. This was not pretty, and the business ended up in chaos. Obviously, a motivating factor for the current owner to have a good Buy and Sell Agreement where it was funded

If you are an advisor who is working with business owners or wants to develop a business market segment in your practice, we should talk. We offer great opportunities working with our organization and deep backup.

Thomas J. Perrone, CLU, CIC

tperrone@necgginc.com

WHY A BUY AND SELL AGREEMENT FOR AN S CORPORATION IS NECESSARY!

July 14, 2025 by YOUR BUSINESS WORTH, posted in Business Growth and Transition, Buy and Sell Agreements, Company Wealth, Estate Planning, evaluations, Key People_Or Group, Selling Your Business

By Thomas J. Perrone, CLU, CIC

A Buy and Sell Agreement for an S Corporation needs special designs.

Key Point on Redemption of S Corporation

Special tax needs

Financial security

Triggers that transfer the S corporation

Conflicts

Also, a proper buy and sell agreement can do the following:

Avoid a fire sale

Create stability for employees and creditor/vendors

Avoid termination of the S corporation status

Avoid costly litigation

Create a market

This video explains why a proper BSA is needed. It covers many areas when the company has selected S corporation status.

Summary

A properly designed buy and sell agreement (BSA) is essential for S Corporations due to unique tax concerns. It is important for financial security. Triggering events can transfer ownership and cause potential conflicts. Such an agreement helps prevent fire sales. It ensures stability for employees and creditors. It also protects S Corporation status. Additionally, it avoids costly legal disputes and creates a market for shares. The document highlights the importance of addressing these areas to keep smooth business operations.

Buy and Sell Agreement Tutorial

May 28, 2025 by YOUR BUSINESS WORTH, posted in Business Growth and Transition, Buy and Sell Agreements, Company Wealth, Estate Planning, evaluations, Funding your Buy and Sell, Income from your business, Key People_Or Group, Passive Ownership, retirement, Selling Your Business, Valuation, Value drivers

By: Thomas J. Perrone, CLU,CIC

and Sell arrangements that have emerged since the Connelly case.

The tutorial delves into the rationale behind the utilization of these arrangements and elucidates their advantages.

Furthermore, a comparative analysis of the funding costs associated with different Buy and Sell Agreement structures is presented.

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An Insurance LLC

April 12, 2025 by YOUR BUSINESS WORTH, posted in Business Growth and Transition, Buy and Sell Agreements, Company Wealth, Estate Planning, evaluations, Executive Benefits, Funding your Buy and Sell, Inside Sale, Passive Ownership, Strategies of growing business, Uncategorized

By Thomas J. Perrone, CLU, CIC

An Insurance LLC is a limited liability company (LLC) created to own and manage one or more life insurance policies to help meet the obligations under a buy-sell agreement. The Insurance LLC is a new business entity formed under local law, separate and apart from the business or businesses that are subject to the primary buy-sell obligations. Since the Connelly ruling, Advisors are looking for ways to provide a funding arrangement for buy and sell agreements and the Insurance LLC is another way of providing for the buy and sell arrangements.

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