Posts Tagged ‘plan business’

Irv Didn’t Invent Taxes, Just 227 Ways To Beat Them

Saturday, March 28th, 2009

There are three main ways the federal tax law picks your pocket and becomes your legal partner: payroll taxes, the income tax and the estate tax. So, how can you fight back?  Here are five areas in which you can save money from taxes.

Column from: Modern Machine Shop, Contributed by: Irving L. Blackman

Would you believe that the basic tax law, the Internal Revenue Code and regulations, is about 50,000 pages long with no logical, organized theme? There’s also a constant stream of Internal Revenue Service rulings and case law. No one person can know it all—not Congress, which passes the law, nor the IRS, which enforces it.

There are three main ways the federal tax law picks your pocket and becomes your legal partner: payroll taxes, the income tax and the estate tax. So, how can you fight back? One day, just for fun, we (four tax guys) started to count the ways to legally get around paying the three taxes listed. We were just getting warmed up when we counted 227 options and stopped. The following are five areas in which you can save money from taxes:

1. Payroll Taxes. This money-stealing parasite is persistent and expensive: This year, $16,404 on the first $106,800 of your earnings goes to the tax man. That’s a scandalous 9.76 percent. For earnings of more than $106,800, you pay an additional 2.9 percent.

Here are examples of the three most common ways to lose payroll taxes to the IRS: The first mistake involves Joe, the owner of an S corporation who taxes a large salary (often $500,000 or more) and takes a huge bonus at the year’s end to bring down profits. For this S corporation, a tax-free dividend instead of compensation would save a bundle of unnecessary payroll taxes and would cost no more in income taxes. A second payroll tax mistake is when owners’ wives and moms take a salary when they either don’t work or are overpaid. It is much better tax-wise to give them a gift. The third mistake is operating a business as an LLC, which makes all income to the owner(s) subject to payroll taxes.

2. Asset Protection. In a heartbeat, your family wealth, including your business, can be depleted or even destroyed by a lawsuit.

Keep your business thin by keeping only those assets—typically, necessary cash, inventory and receivables—needed for operations in your business. Here are some basic sub-strategies: Elect S corporation status; personally own (via separate LLCs) any new real estate or expensive equipment, and lease it to your operating company; and never own delivery vehicles in your operating company. Put the vehicles into a separate corporation or LLC.

The sad fact is, we can’t protect the assets inside of your operating company, but we can protect you and your spouse. All of your significant assets are simply retitled using typical lifetime planning documents—such as family limited partnerships, LLCs and appropriate trusts.

3. Life Insurance. You can save money in taxes whether you, your spouse or your kids own the insurance.

Critical issues concerning life insurance are premium cost, the death benefit and the tax due on the benefit at death (usually the estate tax). The following are common ways to modify insurance plans to save premiums or increase the death benefit without additional costs:

• For single life or second-to-die insurance, you can get a cash-surrender value of more than $200,000 on a policy that is 9 years old or older. This results in significantly more death benefit for the same premium cost or a significantly reduced premium cost for the same death benefit.

• If you, the husband, are at least 55 years old, worth more than $5 million and have insurance on your life only, you are wasting premium dollars. Second-to-die coverage with your wife will typically give you the same death benefit for about 35 percent less premium cost.

• If you have more than $400,000 in a qualified plan such as a 401(k) or IRA, that amount is subject to a double tax (income and estate) of as much as 73 percent to the IRS. On average, you can turn every $270,000 of after-tax dollars into $3 to $5 million (tax-free), depending on your age and health. This plan works for second-to-die or single life insurance.

4. Business Succession. This affects your business and your business kids. The typical business owner wants to transfer the business to his kid(s) so that he and his kid(s) don’t get killed by taxes. He also wants to treat his non-business kids fairly, ensure that he controls his business for as long as he lives and ensure that the company stock stays in the family by never going to a kid’s ex-spouse. Every one of these goals is easily accomplished. Best of all, the business can be transferred tax-free, with no income tax, gift tax or estate tax for the owner or the kids.

5. Estate Plan. A proper estate plan is actually two plans: a lifetime plan and a death plan. The plans are designed to cover every significant tax-saving possibility—from the minute the lifetime plan is created until after you get hit by the final bus (covered by the death plan).

What’s the worst that can happen?

Thursday, March 26th, 2009

Let’s face it — stuff happens.

Some good. Some bad.

Following are events in the lives of different real-life clients (all readers of this column) that required us to make appropriate changes in their estate plans:

• Joe, a 64-year-old widower with three children and five grandchildren, married a woman 15 years younger, with two children of her own.

• John’s son, Sam, who was the absolute choice to run John’s successful family business, suddenly quit and moved 300 miles away.

• Jim’s business — always pretty good — skyrocketed to become a big moneymaker.

Over a five-year period, starting when Jim was 58 years old, his wealth went from the $8 million range to the $40 million range and is still growing fast.

• Here are three similar changes to different businesses.

All were devastating:

1. The largest customer — 40 percent of total sales — moved to Mexico.

2. The largest customer — 53 percent of sales — began to buy everything from China.

3. The landlord refused to renew the lease after 23 years, and the location was essential to the business.

• Jack’s major competitor went bust. Business life was no longer a daily battle.

• Jason and his wife, Jane, hated their daughter’s second husband and wanted to make sure he never received any of the family wealth.

The above list could go on and on with new examples that happen in our practice almost every month. But there is one common denominator to all of the examples:

When notified of the changes, the professional advisers either did nothing or did not know what to do.

Here’s the lesson of this column: When doing your estate plan — which should include your lifetime plan, business-succession plan and asset-protection and related plans — the key word is flexible.

Do what you have to do to beat the IRS legally, but make sure you have an escape route if circumstances change. Play the what-if game — very good stuff or very bad stuff — for:

• Your business.

• Every significant asset or group of assets you own.

• Every member of your family.

Divide your what-ifs between (a) economic (typically your business or a substantial change in the value of any of your other assets); and (b) human (typically a change in the circumstances involving your family or key employees in your business).

If your estate plan is done, it’s smart to revisit the what-ifs now. Here’s a hint: If your current plan does not get all of your wealth to your family intact — meaning every cent of your wealth, all taxes paid in full — then your current plan needs work and probably a second opinion. Next, deal with flexibility.

If your plan is not done or needs to be updated, work only with an experienced and knowledgeable professional.

Yes, the basic original plan is important. Very important. It must be right for you, your business and your family, with the assumption that no changes will ever be required.

But don’t forget what may, in the long run, turn out to be your best friend: flexibility.

Make sure that when stuff happens, your contingency changes can be easily implemented without destroying your original plan.