Most business owners don’t fail because they lack a plan. They fail because their plans were never designed to work together!
I keep seeing the same problem for business owners, quietly setting the businesses and estate up for a future failure!
Most owners have an estate plan, a business plan, insurance policies, and key people they rely on. Each piece may be solid, but too often they were never designed to work together.
That disconnects matters. Only a small percentage of owners ever complete a successful, profitable exit. The rest continue until they cannot, sell under pressure, or liquidate.
Why does this happen? Forces that work against them.
First, human nature. There is always a fire: a key manager quits, a major customer threatens to leave, or a competitor moves into the market. The crisis of the month always feels more urgent than succession planning, illness planning, or transition planning. “Call me in six months” becomes six years, until a doctor, family emergency, or market event forces the issue—usually too late to do it well.
Second, planning feels overwhelming. Owners fear it will spiral into something they cannot control, so they live with familiar risks rather than open a door that feels too big. And when the business has become both income and identity, stepping back can feel less like a reward and more like a loss of self.
Third, the advisory world is fragmented. Most owners have an accountant, attorney, financial advisor, banker, and insurance agent. Each may be competent, but few are looking at the whole picture or coordinating with one another.
The result is a collection of individually sound documents that, together, may fail to protect the owner, family, employees, or company.
What owners need is not another advisor with another toolbox. They need a financial architect—someone who sees the whole building, coordinates the contractors, and makes sure the succession plan, estate plan, insurance, and key-person strategy all point toward the same outcome.
The encouraging part is that this does not have to happen all at once. Broken into small steps, you can get real answers within months—not years—to the questions that matter most:
– What happens to my business, family, and employees if something happens to me?
– What happens if I lose a key person?
– What if I no longer want to run the business?
– What if cash flow stays fragile?
If you want to grow wealth, increase company value, and create a successful transition—through a sale, family transfer, key-employee succession, or income-producing step-back plan—the responsibility ultimately sits with you. Not because advisors do not matter, but because only you can decide to stop treating this as next year’s problem.
I welcome a brief, conversation about why you think a majority of business owners haven’t coordinated their planning?
What you believe is the main reasons why they aren’t coordinated.
A Business Owner’s Guide from the GWT Planning System®
Every business owner will exit their company one way or another — the only real questions are when, on what terms, and to whom. Of all the decisions in a transition plan, few shape the outcome more than the choice between an internal sale and an external sale. Each path carries distinct implications for valuation, timeline, taxes, financing, and the legacy you leave behind. This report walks through both paths so you can weigh them clearly, in the context of your own Growth, Wealth, and Transition goals.
What Is an Internal Sale?
An internal sale transfers ownership to people already inside the business — a family member, one or more key managers, a broader group of employees through an Employee Stock Ownership Plan (ESOP), or some combination of these. The buyer already knows the company’s operations, culture, and customers.
Common Internal Sale Structures
Family succession — passing the business to a child or other relative, often paired with an estate plan and a multi-year transition of leadership.
Management buyout (MBO) — one or more key employees purchase the company, frequently financed in part by the seller.
Employee Stock Ownership Plan (ESOP) — a qualified retirement plan purchases company stock on behalf of employees, offering the seller potential tax advantages and a built-in buyer.
Partner or co-owner buyout — an existing partner buys out a retiring or exiting owner’s interest, often under a pre-existing buy-sell agreement.
What Is an External Sale?
An external sale transfers the business to a buyer outside the company — a strategic buyer (often a competitor or company in an adjacent market seeking synergies), a financial buyer such as a private equity firm, or an individual entrepreneur buying their way into ownership.
Common External Sale Structures
Strategic acquisition — a buyer in your industry purchases the business for its customers, talent, technology, or market position, often paying a premium for synergy.
Financial buyer / private equity — an investment group acquires the business primarily for its cash flow and growth potential, typically with a plan to scale or resell it later.
Individual or search-fund buyer — an entrepreneur purchases the business to run it directly, often using SBA or other acquisition financing.
Key Differences at a Glance
Factor
Internal Sale
External Sale
Typical buyer
Family member, key manager(s), or employees (via ESOP)
Strategic buyer, competitor, or private equity/financial buyer
Valuation & price
Often below full fair market value; frequently seller-financed
Usually the highest achievable price, especially with strategic/synergy buyers
Timeline to close
Can be structured over years (gradual transition)
Often 6–12 months once a deal is in motion
Confidentiality
High — deal stays inside the company
Lower — due diligence exposes financials to outside parties
Financing
Seller financing, SBA loans, or ESOP debt are common
Buyer typically arranges its own financing or uses cash/PE capital
Cash at closing
Partial upfront, balance paid over time
Larger lump sum at closing is more common
Legacy & culture
Preserves culture, brand, and relationships with staff/clients
May result in integration, rebranding, or workforce changes
Owner’s post-sale role
Often a gradual, mentoring exit
Usually a clean, faster exit (sometimes with an earn-out)
Risk to seller
Buyer’s ability to repay over time is a real risk
Deal risk is concentrated in due diligence and negotiation, then resolved at close
Tax treatment
Can sometimes be structured favorably (e.g., installment sale, ESOP rollover)
Structure depends on asset vs. stock sale; often subject to negotiation
Weighing the Trade-Offs
Why Owners Choose an Internal Sale
Preserve the company culture, brand, and relationships built over decades
Reward and retain loyal employees or family members who helped build the business
Maintain a gradual, mentoring transition rather than a sudden exit
Keep the sale confidential, without exposing financials to outside parties
Why Owners Choose an External Sale
Maximize sale price, particularly when a strategic buyer will pay for synergy
Receive more cash at closing rather than relying on a buyer’s future payments
Achieve a cleaner, faster exit with less ongoing financial or operational risk
Access buyers who bring capital, infrastructure, or expertise to grow the business further
A Note on Value
An internal sale and an external sale rarely produce the same number on the closing statement. Internal buyers are usually financing the purchase from the business’s own future cash flow, which caps what they can pay; external buyers — especially strategic buyers — can sometimes pay for value the internal team cannot. Knowing your business’s true worth, and the gap between internal and external value, is the starting point for choosing a path with confidence.
Questions to Guide Your Decision
How important is it that the business stay in the family or under existing leadership?
Do you need maximum cash at closing, or can you accept a phased payout over time?
Is there a capable internal buyer — and can they realistically finance the purchase?
How much risk are you willing to carry if you finance part of the sale yourself?
What matters more to you: the highest possible price, or the legacy of who runs the business next?
How much time do you have before you need or want to exit?
Bringing It Together with the GWT Planning System®
Deciding between an internal and external sale isn’t a decision to make in isolation — it’s one piece of a broader Growth, Wealth, and Transition plan. The right path depends on where your business stands today, what your personal and financial goals require, and how much runway you have to prepare. A well-built transition plan builds real, transferable value into the business long before a specific buyer — internal or external — is identified, so that whichever path you choose, you are negotiating from strength rather than necessity.
If you’re weighing your own exit options, the most valuable next step is an honest assessment of where your business stands today against both paths — so the choice is one you make deliberately, not one that gets made for you.
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.
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
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[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.
Why pre-planning with properly structured coverage can help families avoid forced sales, costly borrowing, and value destruction when taxes come due.
By Thomas J. Perrone, CLU, CIC
If most of your wealth is tied up in real estate, a family business, or long-term investments, your estate can be “asset-rich but cash-poor.” The challenge is that estate taxes and transfer costs can come due quickly—often before heirs have time to sell assets thoughtfully or arrange financing
The overlooked question in estate planning
For many business owners and high-net-worth families, estate planning focuses on what will be transferred and to whom. Just as important is the practical question that determines whether a plan works in real life: Where will the cash come from to pay estate taxes and other transfer costs—on time?
The issue is rarely a lack of wealth. It’s a lack of liquidity—and a very real deadline.
One of the most effective ways to solve this problem is also one of the most misunderstood: using life insurance to fund estate taxes and transfer expenses efficiently, without forcing the sale of long-term assets.
The real problem: a deadline and a liquidity crunch
Estate taxes and transfer costs are not optional—and they don’t wait. In many cases, they must be paid within nine months of death.
That timeline can create a liquidity crunch when a large share of an estate is tied up in:
Real estate
Privately held businesses
Illiquid investments
When the calendar and the balance sheet don’t line up, families can be pushed into expensive decisions at exactly the wrong time.
Four ways estates typically cover the bill
Most estates end up using one (or a combination) of the following approaches to cover taxes and transfer costs.
1) Cash on hand
It’s simple—but it can be inefficient. Holding large amounts of cash can mean giving up long-term growth and flexibility. For many families, keeping millions in low-yield accounts “just in case” isn’t realistic.
2) Forced sale of assets
When liquidity isn’t available, families may have to sell assets quickly to meet the nine-month deadline.
Imagine being forced to sell:
A commercial property
A family business
Land or long-held investments
…all on a tight timeline.
That can lead to a fire sale—assets sold below market value—eroding wealth that may have taken decades to build.
3) Financing the tax bill
Another option is borrowing money to pay the estate taxes.
Borrowing can preserve assets, but it introduces new risks and costs, including:
Interest costs
Long-term debt obligations
Uncertainty around loan approval
Financing may preserve assets, but interest and repayment terms can drive the total cost well beyond the tax liability. And credit availability can tighten at exactly the wrong time.
4) Life insurance (a strategic liquidity solution)
This is where planning changes everything.
When life insurance is owned by a properly structured trust, it can create liquidity exactly when it’s needed—without disrupting the investment portfolio, the business, or the family’s long-term plan.
A real-world example
Consider this scenario:
Age: 59
Net worth: $15.5 million
Projected estate value: $46 million
The estimated tax bill: $18.6 million due within nine months.
Now compare the cost of each strategy:
Cash: forfeits future earning potential on the dollars held back
Forced sale: can exceed $20 million when assets must be sold at a discount
Financing: approximately $23 million over time, depending on rates and terms
Life insurance: about $4.8 million in total cost in this example
That’s roughly 74% less expensive than the next best option.
Why life insurance often comes out ahead
Life insurance stands out for several key reasons:
Cost efficiency
Properly designed coverage can provide required liquidity at a fraction of the cost of holding idle cash, selling assets under pressure, or borrowing.
Tax advantages
Death benefits are generally income tax-free
Can be structured outside the taxable estate
Predictability
Unlike market-based holdings, a policy’s death benefit is designed to be available on a known event, with no market-timing risk.
No volatility
No timing risk
Guaranteed payout when needed
Potentially strong effective returns
Depending on age, underwriting, and product design, the internal rate of return on a death benefit can be attractive (often cited at 10%+ in illustrations), with a potentially higher tax-equivalent return depending on your bracket.
The power of pre-planning
One of the most important insights is this:
Life insurance isn’t just an expense—it can be a pre-funded liquidity solution.
With current tax laws, individuals may have the ability to:
Gift funds into a trust
Avoid gift taxes within certain limits
Systematically fund a future tax obligation
This transforms a reactive problem into a proactive strategy.
Final thoughts
Estate planning isn’t just about transferring wealth—it’s about preserving it.
Without proper planning, families may be forced into:
Selling valuable assets
Taking on debt
Losing a significant portion of their legacy
Life insurance offers a smarter alternative:
Lower cost
Greater certainty
Minimal disruption to your estate
Bottom line
If you expect your estate to face taxes or transfer costs, the real question isn’t if you’ll pay—it’s how.
And as the numbers clearly show:
For many families, life insurance is often the most efficient way to do it.
Work with your estate planning attorney, CPA, and insurance advisor to model the expected estate tax exposure, test different liquidity strategies, and determine whether a trust-owned policy fits your objectives and timeline.
WordPress notes (optional): Meta description: Estate taxes can be due within nine months, creating a liquidity crunch for families with illiquid assets. Learn four common strategies—and why trust-owned life insurance can be a cost-efficient solution.
Download your free report: The Big Beautiful Bill Tax Change Guide – this guide will help you understand all the opportunities this tax bill has offered to business owners.
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!
Investing for retirement is a crucial aspect of financial planning. However, many individuals delay this important decision, often due to various life circumstances, lack of knowledge, or financial constraints. While it might seem manageable at first, starting your investment for retirement later can have several significant disadvantages. This document aims to elucidate these drawbacks and highlight the importance of early retirement planning.
Reduced Compounding Benefits
One of the most substantial disadvantages of delaying retirement investments is the loss of compounding benefits. Compounding is the process where the earnings on your investments generate their own earnings over time. The earlier you start investing, the more time you allow your money to grow exponentially. For instance, if you start investing $5,000 annually at the age of 25 with an average return of 7%, by the age of 65, you could have approximately $1.2 million. However, if you start the same investment at 35, you would only have around $540,000 by the same age. The ten-year delay results in a significant reduction in your retirement fund due to the missed compounding opportunities.
Higher Contribution Requirements
To compensate for lost time, individuals starting their retirement investments later must contribute significantly more money to achieve the same retirement goal as those who started earlier. This increased financial burden can strain your current budget and limit your ability to enjoy financial flexibility. For example, a person starting at 25 may need to invest $200 per month to reach a $1 million target by retirement, while someone starting at 45 might need to invest over $1,000 per month to reach the same goal. The higher contribution requirements can be daunting and challenging to maintain.
Increased Market Risk Exposure
Investors who begin saving for retirement later in life often need to take on higher-risk investments to catch up on their retirement savings. Higher-risk investments, such as stocks or certain mutual funds, can offer greater returns but also come with increased volatility. If the market experiences a downturn, those nearing retirement age may not have sufficient time to recover their losses. This heightened market risk exposure can jeopardize your retirement security and force you to adjust your retirement plans.
Shorter Investment Horizon
The investment horizon refers to the length of time an individual has to invest before needing to access their funds. Starting your retirement investments later reduces your investment horizon, limiting your ability to maximize returns. A shorter investment horizon often necessitates a more conservative investment strategy, which may not yield as high returns as a longer-term strategy. Consequently, your retirement fund may fall short of your expectations and needs, requiring additional measures such as working longer or adjusting your lifestyle.
Increased Reliance on External Support
Delaying retirement investments can lead to increased reliance on external support systems, such as social security benefits, pensions, or family assistance. These support systems may not always be reliable or sufficient to cover your retirement expenses. Additionally, relying on family for financial support can create a burden and strain relationships. By starting your investments earlier, you ensure greater financial independence and reduce the need for external aid during retirement.
Psychological and Emotional Stress
The realization of insufficient retirement savings can lead to significant psychological and emotional stress. As retirement approaches, the pressure to save more and the fear of financial insecurity can take a toll on your mental health. This stress can affect your overall well-being and quality of life, both before and during retirement. Early investment planning allows you to build a more secure and confident financial future, reducing the anxiety associated with retirement planning.
Missed Opportunities for Tax Advantages
Many retirement investment accounts, such as 401(k)s and IRAs, offer tax advantages that can enhance your savings. By starting your investments later, you miss out on years of potential tax-deferred or tax-free growth. Additionally, contributions to these accounts may reduce your taxable income, providing immediate financial benefits. Early investment in tax-advantaged accounts can significantly boost your retirement savings and provide long-term tax benefits.
Conclusion
The decision to delay retirement investments can have far-reaching consequences that affect your financial security, lifestyle, and overall well-being. Reduced compounding benefits, higher contribution requirements, increased market risk exposure, and a shorter investment horizon are just a few of the disadvantages of starting your retirement investments later. To ensure a comfortable and secure retirement, it is essential to begin planning and investing as early as possible. By doing so, you can take full advantage of compounding, minimize financial strain, and build a robust retirement fund that supports your desired lifestyle.
In summary, the earlier you start investing for retirement, the better positioned you will be to enjoy a financially stable and fulfilling retirement. Take proactive steps today to secure your future and avoid the pitfalls of delayed retirement planning.
LEARN ABOUT THE JFK Era-Tax Free Benefits for business owners- Free Report download!
Good planning can often begin with owners transferring ownership interest to family members, without giving up control of the business. This type of planning sets the stage for the future passing of the baton and can be highly effective.
The long-term plan of business transition can also focus on who can run the business operations once the senior guard leaves the business. Just because a family member has worked in the business, it does not mean they can run the business effectively.
Business Transition And Succession Planning requires many years to develop the right plan. It starts with finding the right employees to train for the job, and the right people to run the business (this includes family succession situations).
I have found that “Passive Ownership” can be a particularly good possibility for many business owners. They stay in control and slowly give away the duties over time while running the business, but at the same time slowly disengaging from the business. It gives them time to help prepare the junior successor for the job.
The procedure for “Transition Planning” is critical for a long-lasting understanding amongst the family members, both in and out of the business. Without clear communication to the family members, conflict and bad feelings may occur.
What would happen to the business if one of the partners died?
Who will buy your interest in the business?
Will the company, shareholders, or the heirs keep the right to own the shares. Are the party’s mandated to buy your shares?
Where will the capital to buy the shares come from?
Do you want the deceased shareholders/beneficiaries to have the choice to run the business?
What is the funding mechanism to buy the business?
How is the life insurance structured to help fund the purchase price?
Is the same true for a disability? If so, what is the definition of a disability to trigger the sale. Is the disability funded?
What are the rules if a partner wants to sell to a 3rd party?
Is there a “put” right; to have the company buy the shares of a disputed share holder?
What are doing concerning incentives to key employees?
How are you supporting retirement through the company?
What are you providing in executive compensation to the key people active owners, and officers of the business?
There are many more questions that need to be answered. The elements of your business succession plan will normally be in your business succession agreement and incorporated in the operating or stockholder’s agreement.
An agreement between the business owners to buy and sell interest in the business at a specified price upon a “triggering event”, such as death, disability, divorce, voluntary withdrawal, non-voluntary withdrawal, bankruptcy, and retirement.
This document is important and serves to obtain a fair price for the stockholder and a path for a smooth transition for the parties involved.
Although the buy and sell agreement is an effective method to transfer property, other methods, such as ESOPs, compensation plans, and pension plans have a place in funding.
There are other areas and issues in your business planning that need to be addressed at some point and redefined over time.
The valuation of your company should be done by a qualified and certified appraiser. Business owners seem to think they know the value of their business, however, in more cases than not, they are incorrect.
Having A Team Of Financial Experts Will Help You Plan Your Business And Your Estate.
My suggestion is to create a team of advisors who can meet periodically and report on the status of the business to the “team”.
I have found this to be a valuable tool as everyone gets on the same page in the planning process and understands what the owner wishes to accomplish.
Over the years I have created the team consisting of the CPA, attorney, banker, investment, insurance and other professionals who come together and review what the status of the planning is up to that point for the business owner. Normally, the team consists of the professionals who have a relationship with the business owner and are currently doing planning for them. Unfortunately, each professional has their own agenda, and rarely knows what the other professional are doing for the business owner.,
In most cases this is the first time the advisors have communicated with each other. I have always thought this was in the best interest of the business owner and was prudent to use these resources. Putting the business owners’ advisors in the same room once a year could be the best planning strategy, they can employ.
The Bottom-Line Thought
The solutions and strategies are in abundance to solve the issues. The problem is defining what the owner wants in their plan.
[1] A combination of the redemption and the cross purchase. Usually, the stockholder or trust owns the life insurance on the partners. Normally driven by tax issues and positioning.
[2] Life insurance is normally the least expensive way of funding the death benefit when compared to alternatives. The life insurance can also play a role in providing funds to help stockholders purchase interest in the company.
