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When President Trump’s “One Big Beautiful Bill Act” (OBBBA) took effect, its Research and Development (R&D) provisions caught businesses off guard. Hidden in its tax code are changes that will significantly reshape how businesses invest in discovery and speed breakthroughs to market. For companies staking their future on technology—from biotech to semiconductors—OBBBA isn’t just policy. It triggers massive innovation opportunities aimed squarely at American business.

Whether the bill will deliver the growth surge it promises —or conceals risks between the lines—remains an open question. To find the answer, let’s step back and look at why R&D matters, what exactly has changed in the law, and how businesses may ride this new wave of incentives.

R&D: The Engine Accelerating America’s Next Breakthrough

If the future belongs to those who innovate, then R&D is the vehicle driving us there. Every advancement in technology, from life-saving drugs to quantum computing, begins as an investment in research, with the promise of discovering what’s next.

For decades, nations have raced to pour resources into R&D, understanding that prosperity rises and falls on the strength of new ideas. The U.S., as a leading global investor, spends around 3.4% of GDP on R&D, but others have surged forward: Israel now devotes over 6% of GDP to research, South Korea nearly 5%, with total worldwide spending reaching an estimated $2.7 trillion in 2023. These investments spark jobs, unlock industries, and shape the world’s next big thing.

But here at home, the question has always been how to keep America’s innovation advantage. Policies, especially tax laws, can either unlock the capital needed for experimentation or slow the pace to a crawl. That’s where the OBBBA steps in: by rewriting the rulebook, it promises to unleash the cash and creativity businesses need to lead in discovery.

With OBBBA, the story shifts. No longer bound by restrictive accounting, companies eye new horizons, ready to invest boldly. The stage is set for a new chapter where American innovation may accelerate at unprecedented speed.

The OBBBA’s R&D Tax Overhaul

OBBBA boosts R&D investment through practical reforms across multiple areas:

Immediate Deduction for Domestic R&D Expenses
Starting in tax years after December 31, 2024, businesses can fully deduct domestic R&D expenses (including software development) immediately. This overturns the TCJA requirement to spread costs over five years.

Recovery of Previously Capitalized Costs
Businesses can recover any unamortized R&D costs—either all at once or ratably over two years—starting in 2025. That means cash tied up in accounting rules is suddenly freed.

Small Business Provisions
Companies with average annual gross receipts of $31 million or less for 2022-2024 can retroactively apply these rules back to 2022, amending returns for relief. Companies that didn’t file 2024 can deduct their R&D on the original return.

Foreign R&D Treatment
Expenses for research conducted abroad must still be amortized over 15 years. This creates a powerful incentive to keep research in the U.S.

Research Tax Credit Adjustments
Companies must now reduce deductions by the value of their R&D tax credit (or take a reduced credit), preventing “double-dipping.” This reverts to pre-TCJA rules.

Immediate R&D Deductions Return

Companies can now deduct domestic R&D expenses immediately instead of spreading costs over five years. They can recover previously capitalized costs starting in 2025. Small businesses can retroactively apply these rules back to 2022.

This change frees capital upfront and reduces financial strain for startups running on thin margins. The ability to recover previously capitalized costs could inject much-needed liquidity back into the economy. Larger firms may find themselves rethinking their global footprints, as favorable treatment for U.S.-based research could draw activities back home and bolster hubs like Boston or Silicon Valley.

Impact on Major Companies

Moderna cut annual R&D spending by 23% to $1.1 billion between 2024 and 2027. The company warned that TCJA’s amortization rules forced delays in its R&D pipeline. It could no longer immediately expense research costs. Moderna’s president called this “forced pacing” due to amortization burdens. Under OBBBA, this burden disappears. Moderna can again deduct U.S.-based research immediately. This potentially frees hundreds of millions of dollars for reinvestment in new biotech. Beyond this, these provisions could encourage more mergers and acquisitions. Companies with large unamortized R&D portfolios now look especially attractive, since acquirers could realize immediate deductions. That may spark a wave of deal-making in sectors like tech and pharmaceuticals.

Risk Scenarios: What Could Go Wrong

Companies will naturally seek to maximize their research deductions, potentially expanding how they define qualifying activities. Tax authorities may respond with increased scrutiny and more audits. R&D-heavy industries such as semiconductors will enjoy substantial new advantages. This may create pressure for other sectors to boost their own research investments. The resulting demand for scientific and engineering talent will likely create a competitive hiring market favoring well-resourced firms.

Seize the Opportunity or Face Scrutiny

OBBBA’s R&D provisions make innovation more financially viable in the United States. They loosen TCJA constraints. Businesses can accelerate discovery and bring solutions to market faster. Companies must decide how to respond. Those treating incentives as loopholes could face harsh audits, while those genuinely advancing science and technology could lead a new innovation era.

In the end, the OBBBA sends a powerful message: the U.S. wants to be the world’s innovation engine—and is willing to bet its tax code on it.

This material has been prepared for informational purposes only, and is not intended to provide or be relied upon for legal or tax advice. If you have any specific legal or tax questions regarding this content or related issues, please consult with your professional legal or tax advisor.

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There was a time, not so long ago, when “doing the books” meant drowning in paper, waiting weeks for reports, and bracing for bad news at month’s end. Surprise overdraft? Missed payment? Misfiled invoice? It was all part of the game. And for business owners, staying on top of finances often felt more like damage control than decision-making.

But here’s the good news: those days are over.

Cloud-based tools have revolutionized the way businesses can manage and see their finances. If you’re still buried in spreadsheets or waiting for your accountant or bookkeeper to “close the month,” it’s time for a reset. Real-time financial clarity isn’t just possible now—it’s the new standard.

The old way: a recipe for frustration

Let me paint you a picture of how things used to work. A decade ago, my team and I would spend countless hours driving to client offices and sitting on desktop computers running QuickBooks Desktop. Month-end closings were marathon sessions that stretched into weekends. Clients would call frantically asking about their cash flow, and I’d have to tell them, “Give me a few days to get caught up, and I’ll send you a report.”

The inefficiency was staggering. Recordkeeping and payments were reactive instead of proactive, always playing catch-up rather than providing the strategic guidance businesses desperately needed. Financial reports were often weeks behind, making them historical documents rather than actionable business intelligence. It was frustrating for everyone involved.

The cloud changed everything

Online and AI platforms have redefined what’s possible for small and growing businesses. These aren’t just upgrades to traditional accounting software; they’re entirely different ecosystems.

First in line is QuickBooks Online. With this tool, a business’s bookkeeping team can connect directly to bank accounts, credit cards, and payment processors. Transactions flow in automatically, saving hours of manual entry. More importantly, the numbers can be reviewed and reconciled in near-real time. Business owners don’t have to wait 30 days to see what’s happened—their teams can work with data that’s fresh, accurate, and actionable.

Bill.com is another game-changer. Managing payables used to mean chasing approvals, mailing checks, and hoping nothing got lost. Using this platform, invoices can be emailed, scanned by AI, and routed for approval. Once cleared, payments can be scheduled electronically. No paper. No delays. Every transaction syncs seamlessly with the ledger.

We’ve seen the impact. One of our mid-sized retail clients cut AP processing time from 10 hours a week to under two. Their staff now focuses on higher-value tasks, and costly errors like duplicate payments? Gone.

Convenience plus clarity

The convenience factor of cloud tools is obvious. But what excites me most is the clarity they bring.

When a business’s books are updated weekly—or even daily—they can see their cash position at a glance. They know what came in, what went out, and what’s coming due. That kind of real-time visibility is a huge shift from the old days of waiting on monthly reports.

Here’s a simple but powerful example: Derek’s Drills Co. was preparing to invest in a state‑of‑the‑art rotary drilling rig valued at approximately $2.5 million. In the past, the company might have made the purchase based on rough estimates, limited historical data, or outdated spreadsheets. But because its books were up-to-date, executives could walk through the numbers—cash flow trends, recent expenses, outstanding receivables—and decide if the timing was right. Turns out, waiting two more weeks made a big difference. That’s the kind of decision-making power current data gives you.

Empowering businesses to grow smarter

Another advantage of cloud-based tools is the flexibility they offer growing businesses. When routine tasks—such as payables or reconciliations—are handled through streamlined systems, in-house staff can be redeployed to more strategic work. With automation in place, one company was able to shift a full-time office manager from manual invoice entry and check processing into a business development role—both a better fit for his skills and a priority for the organization.

Cloud access also helps safeguard operations during staffing changes. In one case, when a company’s longtime bookkeeper left unexpectedly, their cloud systems allowed the transition to happen smoothly. Payroll still went out on time, vendors were paid, and day-to-day operations continued without interruption.

The takeaway: a well-designed setup can provide continuity, clarity, and capacity when you need them most.

Automation is a tool, not a replacement

One question I hear a lot is, “If all this can be automated, why do I need a bookkeeper or advisor?”

The answer is simple: automation helps, but oversight is essential.

These systems are smart, but they’re not perfect. AI can scan an invoice or categorize a transaction, but it can’t tell you if a vendor double-billed you. It won’t notice that a regular customer’s payment is late, or that your spending is trending higher than normal in one category.

That’s where your professional team comes in. They can review what the systems process and match data to reality. And perhaps most importantly, they can spot the story in the numbers—what’s working, what’s not, and where you might need to pay closer attention.

Is it time to reevaluate your approach?

Cloud-based platforms have completely reshaped the way financial management works. They’ve made businesses more nimble, financial data more accessible, and decision-making more grounded in real-time insight. In my experience, these tools don’t just improve workflows; they fundamentally change the way business owners relate to their numbers. It’s not about catching up—it’s about staying ahead.

If you’re still relying on outdated systems or only reviewing your books once a month (or quarter), it may be time to reconsider. Moving to the cloud isn’t just a tech upgrade; it’s a mindset shift that gives you faster access to information, fewer surprises, and better control over your financial future.

The tools are here. The support is here. What’s left is your decision to run your business with the kind of clarity today’s environment both demands and rewards.

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On July 3, 2025, the House of Representatives narrowly passed President Donald Trump’s sweeping domestic policy package—officially titled the One Big Beautiful Bill Act (H.R. 1)—by a vote of 218–214.

This follows the bill’s passage in the Senate two days earlier, on July 1, by a 51–50 vote, with Vice President JD Vance casting the tie-breaking vote. The legislation overcame strong Democratic opposition and internal Republican dissent in both chambers.

The bill, a cornerstone of President Trump’s second-term agenda, now heads to the president’s desk; he is expected to sign it into law by July 4 at 5PM on July 4th as a part of Independence Day celebrations.

The following are the most notable provisions that we’ve identified:

Business Entities

Research & Development (R&D)

Starting with costs incurred in 2025, anything spent on research performed inside the United States is 100% deductible in the year paid, with no more five-year amortization and no sunset date.
Research work performed abroad must be capitalized and deducted at an equal rate over fifteen years, to encourage domestic labs.
Domestic research expenses forced to capitalize in 2022-24 can be rolled into 2025’s return with a simple method-change election (no income pick-up, no IRS consent required).

Pass-Through Entity Tax (PTET)

PTET workaround survives unchanged. The final bill drops all prior language that would have made the deduction less desirable.
Partnerships or S-corps electing PTET retain the uncapped federal deduction.
Owners still get state credit/refund outside $10,000 SALT limit.
SALT cap lifted to indexed “applicable limitation amount” starting at $40,000/$20,000, but cap applies only to itemized deductions on Schedule A.
PTET credits don’t count toward ceiling.

Employment:

Tips and Overtime

Up to $25,000 of cash tips allowed tax-free annually.
Tips must be from occupations that customarily receive tips, as specified in a future Treasury-provided list.
Up to $12,500 of overtime wages deductible annually ($25,000 for joint filers).
This covers time-and-a-half pay required by Fair Labor Standards Act; straight-time wages and tips don’t count.
Both benefits phase out starting at $150,000 in income.

1099 Reporting

Starting threshold raised to $2,000 annually for payments made after December 31, 2025.

Real Estate

100% bonus depreciation write-off returns permanently, with no phase-down provisions included.
Business Interest Deduction: EBITDA test made permanent for § 163(j) cap, so depreciation and amortization are added back when measuring adjusted taxable income, restoring room for capital-intensive firms.
Opportunity zones program extended seven years forward. Capital gains invested in Qualified Opportunity Fund (QOF) through December 31, 2033, can be deferred to December 31, 2042.

Nonprofit

The final bill swaps the House’s “10 % of AGI or $5 000” formula for a flat dollar-for-dollar credit up to $1,700 per return each year for cash gifts to a state-approved 501(c)(3) SGO; any excess carries forward.
529 plans can now be used to include tuition expenses for K–12 private and religious schools.
Non-itemizers can claim up to a $1,000/$2,000 deduction for cash gifts. This is an increase from $300/$600 in the original version of the bill.
Proposed nonprofit UBTI add-ons for employee parking/transit and name and likeness royalty income in the original bill are now removed from the final bill.
Beginning in 2026, businesses must skip first 1% of taxable-income gifts; individuals must skip first 0.5% of AGI when claiming charitable deductions, with unused amounts carried forward five years.

Other Important Provisions

Starting in 2025, each qualifying child automatically receives a federally-funded “Trump Account” seeded with a one-time $1,000 deposit, operating like a child’s IRA with up to $5,000 annual contributions allowed.
Electric-vehicle credits, home-efficiency incentives, and wind/solar eligibility ending between 2025-2027. Limited window remains to utilize existing rebates.
Child tax credits are permanently increased to $2,200 per child with standard income phaseouts.
Lifetime exemption on estate and gift taxes are permanently raised to $15 million per individual.

As always, we are closely monitoring developments and will be distributing thorough reviews of each of these topics in the coming weeks.

Correction (July 4 2025): An earlier version cited an outdated draft of the bill and stated the Scholarship-Granting-Organization credit was “10 % of AGI or $5,000.” The final bill instead provides a flat $1,700 credit per return.

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Best Hiring Practices for Accountants: What Firms Should Look for in a New Hire

After years of hiring for both my own team and others, trial and error has taught me that resumes are not the best barometer of a candidate’s potential success. I’ve watched this problem worsen as more accounting firms turn to AI for initial candidate screening. The fundamental issue is that resumes focus heavily on technical skills, which tells only part of the story.

The Skills That Matter Most Can’t Be Taught

Many skills that candidates highlight on their resumes can be taught, which can be categorized as technical or hard skills. Every industry has its core technical requirements.

For accountants, technical requirements typically include GAAP knowledge, financial statement preparation, tax compliance, audit procedures, Excel proficiency, and familiarity with accounting software like QuickBooks, SAP, or Oracle. CPA certification, experience with SOX compliance, and knowledge of industry-specific regulations (such as FASB standards) are equally valuable.

While this knowledge is an essential baseline requirement in most accounting firms, most motivated accounting professionals can develop and expand these technical competencies through training and experience. The key question every hiring manager should consider is, which of these skills does the candidate already possess, and if not, how quickly and effectively can they learn it?

Between the Lines

Technical skills are essential, but for long-term success, soft skills are equally critical. Traits such as patience, confidence, empathy, resilience, and emotional intelligence rarely show up on a résumé.

In accounting roles, these soft skills translate as the patience to work through complex reconciliations, the confidence to question discrepancies and communicate findings to senior management, the ability to work effectively with difficult clients, and the resilience to maintain accuracy despite deadlines. Emotional intelligence is particularly valuable when accountants have unfavorable financial news to convey or sensitive audit findings to share.

Personality assessments have their place in the hiring process, but they should support—not replace—personal interactions. And it is obvious that evaluating a potential candidate’s soft skills does not eliminate the need to verify their technical abilities. The most effective hiring process gives equal weight to both.

Poor hiring decisions are rarely the result of deficiencies in skill. Most often, tension is created within teams or organizations due to interpersonal challenges, such as lack of teamwork, commitment, or empathy. Problematic relationships create far more disruption than gaps in expertise or technical knowledge.

So how can we discover and assess a candidate’s interpersonal abilities and character? Discuss specific situations candidates might encounter to gauge how they would handle real-world workplace situations. “How would you approach a situation where you discover a significant error in last quarter’s financial statements that have already been filed?” or “Describe how you would respond to pressure from a supervisor to make an aggressive accounting estimate that makes you uncomfortable?” These questions reveal both technical understanding and ethical judgment.

When Technical Skills Aren’t Enough

The collapse of Arthur Andersen in 2002 is a powerful reminder that character and ethical judgment are as important as technical expertise. At its peak, Arthur Andersen was one of the “Big Five” accounting firms, employing over 85,000 people in more than eighty countries, and generating revenues exceeding $9 billion annually. Its collapse after the Enron scandal, which employed fraudulent accounting practices to hide debt and inflate profits, became one of the most infamous corporate downfalls in history. Many of the accountants involved in the Enron scandal were highly skilled—they understood complex accounting rules and held strong credentials. But the firm’s culture prioritized revenue above ethics, and too few employees had the moral courage to push back.

The takeaway for today’s accounting firms is clear: hiring based only on technical skills—without evaluating ethical judgment, integrity, and courage—can lead to profound consequences. A staff accountant who flags suspicious entries or potential compliance issues is far more valuable than a technically skilled candidate who follows instructions without question.

Transforming Your Hiring Today

To improve your hiring outcomes, consider implementing these strategies:

Treat resumes as conversation starters rather than decision-making tools

Schedule longer interviews steered towards meaningful dialogue

Create scenarios that reveal how candidates manage real workplace situations.

While assessing technical capabilities, trust your instincts when it comes to overall social and cultural compatibility.

The accounting profession demands technical precision, strong ethical standards, and strong interpersonal skills. Balancing these factors in the hiring process enables a company to build teams that not only perform well operationally but also uphold the integrity that defines the accounting profession and the firm’s culture.

This material has been prepared for informational purposes only and is not intended to provide or be relied upon for legal or tax advice. If you have any specific legal or tax questions regarding this content or related issues, please consult with your professional legal or tax advisor.

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The following narrative is based on conversations with Roth&Co clients and colleagues. Names and identifying details have been changed to maintain confidentiality.

On a Monday morning in early March, the loading docks at Lumina Electronics’ sprawling Ohio warehouse are quieter than usual. Pallets of smartphone components sit deliberately motionless. “We’re rethinking every box that comes in,” says CFO Maria Ortiz, gazing at rows of unopened crates. Just the week before, Lumina had been paying a 10% duty on circuit boards from Vietnam; now, with the administration’s tariff hikes and the removal of longstanding exemptions, that duty had ballooned to 25%. “Our margins are getting squeezed from every angle,” she explained. “We’re being forced to rearrange our entire supply chain.”

The Tariff Shock and the Vanishing De Minimis Exemption

In 2017, the Trump administration raised tariffs on hundreds of imported goods entering the United States. But the administration’s more recent elimination of key exemptions was a bigger blow—especially the “de minimis” rule, which had allowed duty-free entry for packages under $800. That provision quietly supported billions in small-package shipments and was vital to the cost structure of many mid-sized and large e-commerce sellers. After the rollback, those same shipments were hit with import duties of 10–25%, depending on their country of origin.

“You wake up one day and discover your cost of goods sold has jumped by 15% overnight,” said Ortiz. Companies across many sectors—consumer electronics, apparel, automotive parts—are scrambling to mitigate this new cost.

Many companies have responded directly by shifting manufacturing away from high-tariff regions. Products made in China, for instance, are often charged a 25% tariff under the latest Section 301 actions. But if those same products are made in Vietnam, the duty drops to around 10%. This shift may appear straightforward in theory, but transitioning away from established, trusted suppliers and identifying alternative sources that align with a business’s pricing, quality standards, and minimum order requirements is often complex and challenging.

The Transfer-Pricing Maneuver: A Tax and Tariff Tightrope

While some companies pursue alternative manufacturing sites, others are restructuring their global distribution networks, and using a revised transfer pricing model, to reduce their tariff costs.

When the U.S. imposed steep tariffs on imported apparel, Wexford Tailoring—a London-based maker of high-end men’s suits—found itself in a financial bind. “We were staring at a 20% tariff that would wipe out our U.S. profit margins,” said Jonathan Davies, the company’s CFO. “Shifting production wasn’t realistic in the short term, so we needed a smarter solution.”

Instead of moving factories, Wexford established a wholly owned U.S. subsidiary. By shifting key distribution and marketing functions to the new American entity—and adjusting intercompany pricing accordingly—Wexford was able to allocate more profit to the U.S. arm and lower the customs value of its imports.

“It wasn’t about dodging rules; it was about making sure our profits matched where real business activity was happening,” Davies explained. Wexford’s transfer pricing strategy helped it reduce its tariff exposure while keeping its supply chain intact.

Wexford’s case is a case study of transfer pricing done right. They weren’t artificially shifting profits to the U.S. just to lower tariffs—they were restructuring their business, so the U.S. arm was doing more, and then pricing intercompany transactions to reflect that reality. This approach is both strategic and compliant with international tax and trade rules.

“It wasn’t easy—we had to invest heavily in legal, tax, and compliance work to get the transfer pricing right,” Davies said. “But for us, it was worth it. We protected our U.S. market, stayed compliant, and built a structure that’s more resilient for the future.

The Numbers at Work

Here’s a simplified illustration of the mathematics of transfer pricing:

PowerCore Manufacturing is a Chinese company that exports portable generators. Originally, PowerCore sold its generators directly to U.S. retailers at $200 per unit, and with a 10% tariff, it paid $20 in duties per unit. But when tariffs rose to 25%, the duty per unit jumped to $50, seriously eating into their profit margins.

To adapt, PowerCore set up a U.S. subsidiary called PowerCore USA, and restructured its pricing strategy. Instead of selling directly to retailers, PowerCore Manufacturing now sells the generators to its U.S. subsidiary at a transfer price of $80 per unit—well below the $200 final sale price.

U.S. customs applies the 25% duty on the $80 transfer price, resulting in only $20 in duties per unit.

PowerCore USA then sells the generators to retailers at the usual $200, completing the transaction. This shift effectively saves $30 in tariffs per unit ($50 original duty minus $20 new duty). Across 50,000 units per quarter, that translates to $1.5 million in savings every three months.

Bifurcating Costs Adjusts Real Value

Some companies that already use a U.S. subsidiary for distribution are reevaluating their transfer pricing arrangements to determine whether those structures truly reflect the arm’s length nature of their transactions. In many cases, they’re analyzing whether multiple distinct activities—such as services, support, or intangible contributions—have been bundled into a single transfer price that only reflects the cost of the tangible goods being imported.

Many discover that some of what they were treating as product cost actually represents support services and other related operations. These service-related costs are embedded in the overall transfer price and can be separated from the tangible goods cost for proper tariff and tax treatment.

Bifurcating costs involves disaggregating the total cost into its component parts: the cost of the physical product and the cost of associated services. Since service fees aren’t subject to tariffs, this separation can yield significant savings.

Let’s revisit our fictitious exporter, PowerCore, which sells a product originally valued at $200 per unit. We’ll revise the script and say that they conducted a comprehensive transfer pricing analysis to properly valuate their product costs. The analysis revealed that, based on arm’s length standards, the actual cost of the product should be $80. The remaining $120 can more accurately characterized as management and service fees attributed to product support.

By implementing proper transfer pricing rates—and bifurcating their costs— the company legitimately brings down the value of their product and gains significant tariff savings. This restructuring does not require any changes to the company’s organizational structure or product distribution.

Both Customs and the IRS can and likely will question declared values and transfer pricing rates used to compute income tax. Therefore, the values used for these purposes should be supported by transfer pricing documentation. In the absence of a documented valid analysis, both Customs and the IRS can reassess the values, resulting in potentially higher tariffs and/or income tax.

A Range of Reactions

Some importers are chasing new manufacturing sources and seeking to diversify their suppliers, some have turned to transfer pricing, and others have tried a hybrid approach. They split their procurement into two separate tracks where some manufacturing is relocated to low-tariff countries while other products are imported at a lower value due to restructuring or re-evaluating the true transaction for transfer pricing purposes.

This layered strategy highlights the complexity of today’s global supply chains and the need for thoughtful planning that considers both business operations and financial impacts in a shifting trade landscape.

Riding the Regulatory Roller Coaster

Since 2017, tariffs have inadvertently transformed businesses into trade experts, forcing them to master complex rules and overhaul supply chains. Companies have consolidated suppliers, reworked logistics, and built advanced transfer-pricing strategies that seemed impossible only a short time ago.

This complexity brings audit risks and operational strain, but it also opens the door to more resilient business models. Many executives now see tariffs not as a challenge, but as strategic tools that strengthen their competitive position. Those who adapt are now treating trade policy as a central part of their sourcing strategy rather than a passing obstacle.

“What started as a crisis forced us to completely rethink our business model,” says Wexford’s Jonathan Davies. “We’ve built something that goes beyond just tariff protection—we’re smarter, more agile, and honestly, more competitive today than we were a year ago.”

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In a bold legislative move fulfilling one of his core campaign promises, President Trump has unveiled his ambitious “One Big Beautiful Bill” — a sweeping piece of legislation packed with tax cuts, credits, deduction adjustments, and policy extensions. Despite Republican leadership’s determined efforts to advance the bill through Congress, it is encountering substantial opposition from Democrats and even some resistance from within Republican conservative ranks. Nevertheless, we expect that a significant portion of the bill will ultimately become law and will have a substantial impact on our tax landscape.

The proposed legislation’s remarkably broad scope addresses an eclectic range of groups, including taxpayers, businesses, immigrants, seniors, students, and aliens in both rural and urban America. Its provisions touch on fuel and energy, schools and foundations, healthcare, childcare, Medicare, and Social Security. Additional areas covered include artificial intelligence, adoptees, tribal governments, and national security concerns.

We’ve reviewed the bill, and here are our highlights: the key points that matter most to us and our clients.

Make American Families and Workers Thrive Again

The bill includes an increase to the Qualified Business Income (QBI) deduction from the current 20% to 23%. This change to the QBI deduction will be significant and will provide more favorable tax treatment for pass-through businesses.

Itemized deductions for high-income taxpayers would be capped at a 35% marginal tax rate for taxpayers in the top income bracket.

Make America Win Again

The new bill proposes a substantial increase to the estate and gift tax exemption to $15 million per individual, starting in 2026. The doubling of the exemption amount will significantly reduce the number of estates subject to federal estate taxes and will allow more wealth to be passed on to heirs without incurring steep tax liabilities.

Make Rural America and Main Street Grow Again

The bill reinstates immediate expensing for domestic R&D costs (2024–2029), including software development. Foreign R&D costs require 15-year amortization. Companies can choose 60-month amortization, benefiting U.S. firms but impacting multinational strategies.

The proposed tax bill extends 100% bonus depreciation for qualified property acquired after January 19, 2025, and placed in service before January 1, 2030. This will allow a full-cost deduction in the year of purchase.

Additional Tax Relief for American Families and Workers

The bill introduces a tax credit capped at 10% of a taxpayer’s income for contributions to scholarship-granting organizations, effectively enabling taxpayers to allocate a portion of their Federal tax liability toward K-12 education costs, including private schools, religious institutions, homeschooling, and public school expenses.

A proposed extension of Opportunity Zone (OZ) Provisions through 2033. The extension aims to reinstate step-up in basis benefits for long-term investments and implement stronger reporting requirements to enhance transparency.

Other notable provisions of the proposed bill include:

Tax Rates & Credits

Reduced Tax Rates - Caps maximum at 37%.

Alternative Minimum Tax (AMT) - Extends higher thresholds and exemptions permanently.

Child Tax Credit - Increases to $2,500 per child from 2025 through 2028, then reverts to $2,000.

Green Energy - changes and limitations to several green energy-related tax credits.

Deductions

Standard Deduction - Permanently increases after 2025 personal exemptions repeal.

Eliminated Deductions - Ends miscellaneous itemized deductions.

Tip Income - Adds special deduction for tip earnings if the gross receipts from the business exceed the cost of goods sold and other deductible expenses.

“Pease Limits” - Repeals these limits while capping itemized deductions at 35% for the highest bracket.

SALT Deduction – Increases to $40,000 cap for individuals earning up to $500,000, with a phase-out for higher incomes.

Property & Interest

Car Loan Interest - Creates above-line deduction (2025-2028) capped at $10,000 per taxable year.

Mortgage Interest - Limits deduction to first $750,000 of acquisition debt.

Casualty Losses - Restricts losses to federally declared disaster areas only.

Business & Reporting

Bonus Depreciation - Raises thresholds to $2.5M/$4M in 2025 with inflation adjustments.

1099 Reporting - Raises minimum threshold to $2,000.

As the new legislation moves through Congress, individuals and businesses should consult with their financial advisors to assess how its potential changes may impact their specific circumstances. Although the bill includes many promising provisions, the timeline and details of their implementation remain uncertain. Maximizing the potential benefits of the bill while managing associated risks will require skill and adaptability, no matter if, when, and in what form the legislation ultimately passes.

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Most of us are scared silly to talk about death and prefer to avoid estate planning. Others mistakenly think that estate planning only applies to the ultra-wealthy who want to minimize estate tax burdens. In reality, estate planning is a necessity for people of all economic levels; it is a comprehensive strategy that defines how assets and responsibilities will be handled if one is incapacitated or passes away.

Estate planning includes the creation of a will or testamentary trust, the appointment of guardians for dependents, and succession planning. Succession planning, more specifically, is crucial for business owners who want to ensure a seamless continuation of their business after their departure. Regardless of one’s age, succession isn’t optional. It’s your legacy’s insurance policy, and like any other insurance policy, you need it to protect against unexpected circumstances — even if it means facing the uncomfortable idea of your mortality.

A well-structured succession plan prepares a business for all contingencies to ensure operational stability. Often, a founder of a family business will dedicate years of hard work to build a thriving enterprise, yet no succession planning—or poor succession planning—can dismantle this legacy in mere hours due to sibling rivalry, internal disputes, or confusion following the founder’s departure. A study by the Family Business Institute found that only 30% of family-owned businesses survive into the second generation, while a mere 3% persist into the fourth generation. While founders may hope for harmony among heirs, wishful thinking alone cannot replace a well-structured succession process.

A recent study conducted by Ameriprise Financial found that 70% of sibling disputes and financial quarrels stem from inheritance issues and parental finances. Even if a business owner devises a seemingly straightforward succession plan, such as transferring the entire company to designated heirs, several complications may arise. First, the transfer of business interests may impact the lifetime estate and gift tax exemption, potentially affecting the inheritance of other siblings. Second, the timing of the transfer must be strategically planned. Lastly, a clear plan must delineate the specific beneficial owners of the business and their respective ownership stakes.

A proper succession plan requires meticulous development and consultation with estate law professionals. It must outline the transition process, define the sequence of control, select a successor or successors, establish a management plan post-owner departure, and determine the valuation method for shares or ownership interests. The sequence of control is particularly vital for closely held family businesses, ensuring clarity on decision-making processes in the event of the owner’s incapacitation or death.

We’ve all heard the horror stories of individuals experiencing memory loss being influenced and exploited to make unauthorized and unsavory business decisions. A well-drafted succession plan must explicitly define “capacity” and specify the individual or entity responsible for making this determination, whether a physician, a legal professional, or a member of the clergy.

An effective succession plan must also consider the delegation of authority within the business. While it may seem logical to grant control to all the children who work in the company, involving uninvolved family members in decision-making could lead to inefficiencies and conflicts. A business administrator tasked with obtaining approvals for routine operational decisions may struggle to perform essential duties, particularly if they require consent from parties with competing interests. However, it may be prudent to require a collective vote from all stakeholders for significant business decisions or structural changes.

Estate and succession planning are fundamental components of securing a legacy. A well-crafted succession plan protects the business and the family from uncertainty, ensuring that the founder’s lifetime of hard work doesn’t fall apart overnight and endures for future generations. With strategic planning and expert guidance, business owners can avoid disaster, preserve family harmony, and secure the future for generations to come.

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The Passive Foreign Investment Company (PFIC) rules have been in force for many decades, yet they remain a persistent source of angst for US taxpayers, particularly those in the financial services world.

PFIC rules were introduced in 1986 as part of the Tax Reform Act of 1986. Congress felt these rules were necessary to address US taxpayers who could easily move their liquid assets into offshore corporate structures and generate passive income. This passive income would be sheltered from US tax until the earnings would be repatriated to the US. The nature of passive income makes it easier to migrate out of the US to avoid US taxes.

Hence the PFIC regime — an anti-deferral mechanism that prevents US taxpayers from using offshore corporate structures to avoid paying US taxes on passive income.

What is a PFIC?

A PFIC is a foreign corporation primarily earning passive income or holding assets generating passive income.

Specifically, if more than 75% of a foreign corporation’s income is passive or more than 50% of a foreign corporation’s assets generate passive income, then the foreign entity would be considered a PFIC for US tax purposes.

For PFIC purposes, passive income generally includes the following types of income:

Dividends

Interests

Rents

Royalties

Capital gains

Impact of Owning a PFIC

Income from distributions and gains on dispositions of PFICs are subject to the highest tax rate applicable to the taxpayer type, regardless of the taxpayer’s tax rate bracket. In addition to imposing a higher rate of tax on many taxpayers, this also eliminates the qualified dividend and capital gains beneficial tax rates. An interest charge is also applied to the amount of recognized income considered to have been deferred.

Planning Considerations

Some planning opportunities are available to mitigate the harsh impact of PFIC ownership, but administratively, they can be challenging. Another burden of owning a PFIC is the additional disclosures and filing requirements related to PFIC ownership.

Taxpayers who invest directly in PFICs must address these issues at the more basic level. Venture capital or private equity fund investors encounter even more significant challenges, including layered compliance burdens, limited access to required tax information, and increased filing obligations.

Things got worse for investors in this space with the 2017 Tax Cuts and Jobs Act (TCJA). Prior to the TCJA, many foreign portfolio companies relied on a fair market value method to value their assets, allowing them to consider the fair market value of the enterprise and treat it as a goodwill asset. This was particularly helpful when the foreign portfolio company would have stores of cash from investors sitting on the balance sheet but no other significant assets. Cash is considered an asset that generates passive income and would quickly put the company’s assets over the 50% threshold, making it a PFIC. The fair market value method allowed the company to take credit for the company’s value, which is an asset not reflected on the balance sheet, and treat that enterprise value as “goodwill” or some similar type of intangible asset that does not generate passive income – thereby keeping the passive assets below the 50% threshold.

This election to use the fair market value is not available if the foreign corporation is a Controlled Foreign Corporation. The TCJA provision that reintroduced “downward attribution” caused many more foreign portfolio companies to be considered CFCs and even more to have to undertake additional administrative burdens to determine if they were indeed CFCs under these new rules.

Fortunately, in 2019, the IRS introduced a safe harbor rule with respect to the downward attribution rule, providing some relief for foreign portfolio companies dealing with this issue. While the guidance provided some relief,, it still required additional analysis.

In January 2022, the IRS issued proposed regulations (REG-118250-20) addressing the treatment of domestic partnerships and S corporations owning stock in PFICs.

These regulations suggest an aggregate approach where the partnership and S Corp would not be considered shareholders. Rather, each partner or shareholder of these domestic entities would be responsible for making PFIC-related elections and calculations for PFICs in which they were not directly invested but rather through S Corps and partnerships.

Understandably, the financial services industry met these proposed regulations with some hysteria. The current approach is to allow the S Corp or partnership to file the PFIC-related disclosures, make the relevant elections, track these elections and attributes, and perform necessary calculations. Requiring that the individual partners and shareholders take on this function tremendously increases the administrative burden on taxpayers in the financial services industry.

On a positive note, the current status of these rules is only ‘proposed’ and not binding; many have chosen to carry on as they have until now.

Given these considerations, there remains uncertainty in this area, particularly affecting taxpayers and those in the financial services industry. It is prudent to stay informed, act proactively, and consult with professionals to minimize risk, and ensure compliance.

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In partnership with The OJC Fund, Roth&Co hosted a highly informative webinar providing valuable insights on year-end charitable giving and tax-saving strategies. The webinar featured Roth&Co Partner Michael Wegh, CPA, Roth&Co Manager Yisroel Kilstein, CPA, and Aron Pinson, CFA, Chief Investment Officer at Equinum Wealth Management. Click here to watch the recording, or read the recap below.

Charitable giving creates a “win-win” for taxpayers: it supports meaningful causes while offering deductions that reduce taxable income. Taxpayers have two options for claiming deductions on their returns: They can either take the standard deduction, or opt to itemize deductions, which allows them to include all their annual contributions. For those who itemize, tax-deductible donations can be a valuable tool for reducing overall tax liability.

It’s important to note, though, that not every charitable contribution qualifies for a deduction. Donations must be made to an IRS-registered organization or an official House of Prayer. In most cases, tangible property can be deducted unless goods or services are exchanged in return for the donation. For example, if you attend your child’s annual school dinner, you can deduct the entrance fee—minus the fair market value of the meal, as the meal constitutes a tangible benefit.

Intangible religious benefits—such as moral guidance or participation in religious services—are not considered taxable income, and are exempt from IRS reporting requirements. However, tuition payments for religious education are considered tangible benefits and do not qualify as deductible charitable contributions.

To claim a deduction for any given year, the donation must be made before December 31st of that year. Electronic contributions should be withdrawn from a bank account or non-electronic contributions should be postmarked by that date. Additionally, it’s essential to keep documentation in case of an audit. Written records are required for donations under $250, while donations over that amount must be substantiated with a ‘Contemporaneous Written Acknowledgement’ or receipt.

An individual’s charitable contribution deduction is capped based on the classification of the organization or recipient. For cash donations, contributions to public charities are generally limited to 60% of a person’s adjusted gross income (AGI). The percentage limit may differ for non-cash contributions (e.g., securities or property), which are capped at 50% or 30%, depending on different factors. Donations to private foundations are capped at 30% of AGI for most contributions, and 20% for capital gain contributions. Contributions to foreign charities are generally not deductible unless the charity is registered with the IRS. Donating to a Donor-Advised Fund (DAF) provides similar benefits as donating to a public charity (with the 60% AGI limit) while offering flexibility, ease of use, and simplified recordkeeping.

Charitable deductions can be strategically applied to maximize tax benefits. For instance, if you experience a high-income year, consider making a significant donation to a DAF before year-end. While you can recommend how the funds are distributed over the next year, your donation will be recognized in the current year, and the deduction can be claimed immediately. Conversely, in a year with lower income, you might consider “bunching” your contributions with the following year’s donations to optimize the tax impact in a year with a higher income.

Charitable giving not only supports causes you care about, but also offers meaningful tax benefits. Speak to your tax advisor to explore how your charitable contributions can be leveraged to enhance your tax strategy and support your overall financial well-being.

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As we stepped into 2024, the investment landscape was filled with uncertainty. Several significant challenges loomed, posing threats to financial stability. Some of these challenges included:

Persistently high inflation
Widespread predictions of a recession by economists and strategists
Uncertainty surrounding the Federal Reserve’s next steps
A rapidly escalating national debt
Historically high interest rates
An imminent housing crash fueled by those high rates

These menacing issues were further intensified by the pending election, with its highly charged public sentiments and the expectation of political unrest and chaos.

Despite these challenges, the stock market has shown remarkable resilience, surging 27.56% year-to-date in 2024. This performance underscores an important lesson: attempting to time the market based on macroeconomic conditions or political developments is a futile exercise.

You might be thinking, “If the market weathered all these storms, doesn’t that mean it never goes down? Maybe investing is smooth sailing.” But that assumption couldn’t be further from the truth. Historically, the market experiences a 30% correction approximately once every five years, in addition to many smaller intermittent corrections. It’s far from a smooth ride. The takeaway is that predicting when the ups and downs will occur is incredibly difficult—arguably impossible.

Instead of getting caught up in fear or trying to anticipate market movements, a prudent investor focuses on maintaining a diversified portfolio and committing to their long-term financial goals. By tuning out the noise and staying invested, you can position yourself to benefit from the market’s resilience and the power of compounding your investment over time.

2024’s stock market resilience, despite a seemingly endless array of concerns, serves as a powerful reminder that time in the market—not timing the market—is the key to investment success. As we navigate the unpredictable road ahead, remain disciplined, stay invested, and trust in the long-term potential of the U.S. stock market to deliver substantial returns.

his material has been prepared for informational purposes only and is not intended to provide or be relied upon for legal or tax advice. If you have any specific legal or tax questions regarding this content or related issues, please consult with your professional legal or tax advisor.

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They say a cluttered desk is a sign of a cluttered mind. For businesses, messy or inaccurate financial records signify more than disorder; they reflect a company in chaos—one that is likely flying blind financially. Outsourcing Client Accounting Services (CAS) is an effective way to turn financial chaos into clarity.

For small businesses with revenues under $10 million, maintaining a full-time CFO can cost anywhere from 2% to 5% of annual revenue. If the expense of a full-time executive is too steep for your business, outsourced CAS services offer essential solutions to help you operate effectively and remain compliant. CAS services typically include accounting operations, strategic financial planning, cash flow management, budgeting, forecasting, and expert financial guidance.

Why Does a Business Need Accurate and Timely Financial Statements?

Financial statements are the building blocks of any well-run company. Accurate and timely financials are essential for:

Tax reporting and compliance
Financial planning and budgeting
Securing financing or attracting investors
Managing operations efficiently

Poorly executed financial reporting can invite tax audits, compromise financing opportunities, and damage a company’s prospects for a potential sale. On a practical level, not knowing the state of your finances leads to losing control over cash flow and expenses. Management cannot set or implement long-term business goals or develop effective strategies. Decision-making becomes impaired.

Bottom line? Bad books mean management will make bad decisions.

What is Financial Reporting?

Financial statements consist of three key components that provide insights into a company’s assets, liabilities, and equity:

Balance Sheet: This snapshot of a company’s financial standing at a specific point in time shows assets, liabilities, and the difference between them—known as shareholders’ equity (also referred to as net worth or owner’s equity).
Income Statement: Also called a profit and loss statement, this document reflects a company’s financial performance over a given period. It identifies revenues, expenses, and the resulting net income or loss.
Cash Flow Statement: This statement tracks the movement of cash in and out of a business during a specific period, showing how well a company generates and uses cash.

How Do Bad Reporting Habits Play Out?

Consider XYZ Corp., a company plagued by constant turnover in its finance department. Its CEO, more focused on improving his golf handicap than reviewing financials, ignored ambiguous and incomplete records.

The consequences were severe. The company couldn’t track cash flow; payments to suppliers were missed; employees’ salaries were issued late; and the company underreported taxable income, inviting an IRS audit.

The CEO was mid-swing on the fourth hole when the office manager called to inform him of the audit. The result? Fines, penalties, and reputational damage. Eventually, when XYZ Corp. tried to sell, buyers were unwilling to move forward because the company could not demonstrate consistent financial health. The company went bankrupt, and the CEO’s golf handicap remained depressingly high.

What Are the Two Most Essential Rewards of Sound Financial Reporting?

Informed Decision-Making
Accurate financial records are vital for making informed decisions. They enable management to assess company goals, forecast future revenues, and allocate resources effectively. Financial data can help identify internal trends: Are costs rising? Are revenues declining?

With this insight, management can make proactive adjustments to “right the ship.” They can prioritize expenditures, focus on strategic investments, and ensure long-term stability.

Improved Cash Flow Management
Cash flow describes the inflow and outflow of funds used for daily operations, such as taxes, payroll, inventory, and other expenses. By analyzing cash flow data, management can anticipate and prepare for periods of low cash flow. They can then prudently decide whether to postpone non-essential expenditures or perhaps secure short-term financing, if needed.

Efficient cash flow management ensures stability, prevents debilitating shortfalls, and gives management the flexibility to focus on growth and success.

Watch Your Bottom Line

Financial statements provide management with a clear view of future investments and expenditures while serving as benchmarks for performance assessment. They can also instill confidence in investors who need assurance before allocating capital.

For organizations that lack the size or capacity to staff in-house personnel for financial reporting, outsourcing CAS services can make a significant difference. Professionally managed back-office accounting operations allow management to focus on operations, strategy, and growth objectives.

Neglecting financial accuracy can result in missed opportunities, poor decision-making, and even legal consequences. Can your business afford the risk?

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Global crises and natural disasters are on the rise and in response, people all over the country are opening their hearts and their wallets to support those in need. But this rise in altruism has its challenges. In the wake of Hurricanes Milton and Helene, the Internal Revenue Service recently warned taxpayers to beware of scammers who exploit public generosity by creating fake charities that gather donations and steal sensitive personal and financial information. According to recent data from the Federal Trade Commission, in 2023, nearly 10,000 reports of charitable solicitation fraud were filed in the United States, resulting in a loss of approximately $22.5 million to donors. Scammers commonly take advantage of peoples’ generosity during the holiday season, and when natural disasters or other tragic events occur; and their victims are often the easier marks – seniors and groups with limited English proficiency.

Scammers are imaginative and don’t limit themselves to pulling on heartstrings only as a response to a natural crisis. In a shameful example of fake charity fraud, in 2023, student Madison Russo, fraudulently raised nearly $40,000 by claiming to have multiple cancers, including stage 2 pancreatic cancer and leukemia. She publicized her story on TikTok and set up a GoFundMe page for donations. Ultimately, she was challenged and, after failing to provide medical records or proof of her diagnosis, was convicted and sentenced to probation and restitution to her donors.

Sham charities can go corporate too. In a March 2024 announcement, the Federal Trade Commission, along with ten other states, brought suit against Cancer Recovery Foundation International, also known as Women’s Cancer Fund, and its operator, Gregory B. Anderson. The suit alleges that from 2017 to 2022, the organization collected more than $18 million from donors to support women cancer patients. It only spent 1.1%, or approximately $196,000, on financial support to patients, while a cool $775,139 went to pay Anderson, its operator.

The FBI warns citizens to avoid making financial contributions to groups that support terrorism. Foreign Terrorist Organizations (FTOs) are foreign organizations that are designated by the Secretary of State in accordance with section 219 of the Immigration and Nationality Act (INA). The US Department of State provides a public list of Designated Foreign Terrorist Organizations and warns donors to keep their distance.

“We all want to help innocent victims and their families,” said IRS Commissioner Danny Werfel. “Knowing we’re trying to aid those who are suffering, criminals crawl out of the woodwork to prey on those most vulnerable – people who simply want to help. Especially during these challenging times, don’t feel pressured to immediately give to a charity you’ve never heard of. Check out the charity first and confirm it is authentic.”

To that end, the IRS offers the Tax-Exempt Organization Search (TEOS) tool, which taxpayers can access on the IRS website to help them find or verify qualified, legitimate charities. Beyond this, how can a donor make sure that his or her charitable donations reach their intended recipients? The wise donor will do their research and will stick with charities they know and trust. It’s best to make targeted donations, designated towards specific purposes instead of to a general fund. Cyber-safety should always be paramount; never click on links or open attachments in unsolicited e-mails, texts, or social media posts. Also know that most legitimate charity websites end in “.org” rather than “.com.” Charities that ask for cash or wire payments raise a red flag. It is always more prudent to pay by credit card or write a check directly to a charity; and never make a charitable donation check out to an individual.

As charitable scams continue to evolve, it is vital for donors to stay vigilant and informed about how to identify potential fraud. Always verify the legitimacy of a charity through reliable resources, such as the Tax-Exempt Organization Search, Better Business Bureau or Charity Navigator, and be wary of unsolicited requests for donations. By staying aware and conducting due diligence, you can ensure that your contributions reach those who genuinely need support, while safeguarding yourself against scammers.

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If you’re a confident investor, this might be your moment. High interest rates, tighter financing options and general economic uncertainty have banks worried. Defaults and distressed properties are on the horizon, but surprisingly, banks seem more inclined to sell off their loan portfolios rather than dive into the real estate game. This may be the time for investors to move in and take advantage of bargains and buy-offs.

As the Federal Reserve continues to battle inflation, the resultant high rates have become worrisome to a broad range of investment sectors. The commercial real estate (CRE) industry’s $4.5 trillion of outstanding mortgage debt means that there’s what to worry about. According to research conducted by Ernst & Young LLP , the average reported mortgage rate exceeded the average reported property cap rate in Q4 2022 and Q2 2023. The last time this occurred was during the 2008 financial crisis.

The market’s high volume of distressed debt that is approaching maturity leaves investors operating in loss positions. According to Trepp, a financial data and analytics company that provides information, analytics, and technology solutions to the real estate industry, approximately $2.81 trillion of debt is coming due by 2028. It is likely that banks will be looking to generate workouts with needy borrowers to unload that debt.

Higher interest rates, stiffer financing options and high and rising operating costs have created a sluggish CRE market, negatively affecting real estate valuations. Despite the market’s uncertainty, experts agree that confident buyers, looking for long term results, may find worthwhile opportunities by buying out bank debt.

In an effort to minimize risk and avoid exposure banks are taking a more restrained approach and avoiding foreclosing and repossessions. They are opting instead to unload troubled assets by selling debt. This makes it a good time for the knowledgeable investor to step in. Because banks are looking to dispose of loan books, investors need to be prepared to act quickly. “Investors need to begin planning in advance for transactions in terms of how they plan to mobilize, how they get data, how they are going to underwrite the property cash flows and loan cash flows and ultimately arrive at a price for the portfolio,” says EY’s Kevin Hanrahan

How can the investor take up Hanrahan’s advice? Robust tech capabilities can ensure that the investor is able to pull data, and process and aggregate it swiftly, leaving a clear path for the underwriting process. An investor that can access his or her information efficiently will be able to jump into negotiations quickly with realistic pricing and valuation data.

The continued uncertainty in the real estate industry will be felt uniquely by banks, borrowers, and investors. Experts agree that, as banks make more moves to unload debt, and more loan books enter the marketplace, investors should make sure to be prepared to respond quickly to win deals.

Investors who’ve had the foresight to build relationships with banks, who are able to effectively rely on their technology to access data, and who have the know-how to use their data to calculate realistic pricing, will be in the driver’s seat when an opportunity presents itself. Do your homework and be there with them.

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The Qualified Business Income (QBI) deduction is a tax deduction that allows eligible self-employed individuals and small-business owners to deduct up to 20% of their qualified business income on their taxes. Eligible taxpayers can claim the deduction for tax years beginning after December 31, 2017, and ending on or before December 31, 2025 – so be sure to take advantage of this big tax saver while it’s around.

Deduction basics

Pass-through business entities report their federal income tax items to their owners, who then take them into account on their owner-level returns. So the QBI is written off at the owner level. It can be up to 20% of:

QBI earned from a sole proprietorship or single-member LLC that’s treated as a sole proprietorship for tax purposes, and
QBI from a pass-through entity, meaning a partnership, LLC that’s treated as a partnership for tax purposes or S corporation.

QBI is calculated by taking income and gains and reducing it by the following related deductions.

deductible contributions to a self-employed retirement plan,
the deduction for 50% of self-employment tax, and 3) the deduction for self-employed health insurance premiums.

Unfortunately, the QBI deduction doesn’t reduce net earnings for purposes of the self-employment tax, nor does it reduce investment income for purposes of the 3.8% net investment income tax (NIIT) imposed on higher-income individuals.

Limitations

At higher income levels, QBI deduction limitations come into play. For 2024, these begin to phase in when taxable income before any QBI deduction exceeds $191,950 ($383,900 for married joint filers). The limitations are fully phased in once taxable income exceeds $241,950 or $483,900, respectively.

If your income exceeds the applicable fully-phased-in number, your QBI deduction is limited to the greater of: 1) your share of 50% of W-2 wages paid to employees during the year and properly allocable to QBI, or 2) the sum of your share of 25% of such W-2 wages plus your share of 2.5% of the unadjusted basis immediately upon acquisition (UBIA) of qualified property.

The limitation based on qualified property is intended to benefit capital-intensive businesses such as hotels and manufacturing operations. Qualified property means depreciable tangible property, including real estate, that’s owned and used to produce QBI. The UBIA of qualified property generally equals its original cost when first put to use in the business.

Finally, your QBI deduction can’t exceed 20% of your taxable income calculated before any QBI deduction and before any net capital gain (net long-term capital gains in excess of net short-term capital losses plus qualified dividends).

Unfavorable rules for certain businesses

For a specified service trade or business (SSTB), the QBI deduction begins to be phased out when your taxable income before any QBI deduction exceeds $191,950 ($383,900 for married joint filers). Phaseout is complete if taxable income exceeds $241,950 or $483,900, respectively. If your taxable income exceeds the applicable phaseout amount, you’re not allowed to claim any QBI deduction based on income from a SSTB.

Other factors

There are other rules that apply to this tax break. For example, you can elect to aggregate several businesses for purposes of the deduction. It may allow someone with taxable income high enough to be affected by the limitations described above to claim a bigger QBI deduction than if the businesses were considered separately.

There also may be an impact for claiming or forgoing certain deductions. For example, in 2024, you can potentially claim first-year Section 179 depreciation deductions of up to $1.22 million for eligible asset additions (subject to various limitations). For 2024, 60% first-year bonus depreciation is also available. However, first-year depreciation deductions reduce QBI and taxable income, which can reduce your QBI deduction. So, you may have to thread the needle with depreciation write-offs to get the best overall tax result.

Use it or potentially lose it

Time is running out for self-employed and business owners to take advantage of the QBI; and while Congress could extend it, it’s doubtful that they will. Maximizing the deduction for 2024 and 2025 is a goal worth pursuing. Speak to your accounting professional to find out more.

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High-income earners who have not been filing their tax returns are in the crosshairs. A recent IRS news release announced an extensive plan to root out high-income taxpayers who have failed to file federal income tax returns in more than 125,000 instances since 2017. The agency estimates that this campaign will involve hundreds of millions of dollars in unpaid taxes.

The IRS hasn’t had the funds to pursue non-filers since 2016, but with the new Inflation Reduction Act, passed into law in 2022, and a directive from Treasury Secretary Janet Yellen, the IRS now has the resources to address this pervasive compliance issue – and it’s pulling out the stops.

At the start of March 2024, the IRS began its campaign by sending noncompliance letters to more than 25,000 people who earned more than $1 million per year, and 100,000 people with incomes falling between $400,000 and $1 million, who have failed to pay their taxes between 2017 and 2021. All of these cases have shown up on the IRS’ radar through third party sources – like Forms W-2 and 1099s – which show they have earned income but haven’t followed up with a filing. Since the IRS is not aware of any possible credits or deductions these filers may have, they have no clear estimate of the potential revenue that they hope to earn through this initiative. However, the third party information points to financial activity of more than $100 billion and the IRS estimates that hundreds of millions of dollars of unpaid taxes are in question. Conversely, because the IRS does not have all the details of the potential filings in hand, some of these non-filers may not owe the IRS anything at all and may even be due a refund.

The IRS expects taxpayers to take immediate action upon receipt of its compliance letter, formally known as the CP59 notice. Ignoring them means additional follow-up notices, higher penalties, and the potential for stronger enforcement measures. The IRS also advises non-compliant taxpayers to consult with their tax professionals for help filing late tax returns and paying delinquent tax, interest, and penalties. The failure-to-file penalty amounts to 5% of the amount owed every month – up to 25% of the tax bill.

For high-end non-filers, your time may be up. If the IRS’ manhunt applies to you, be sure to reach out to a tax professionals to refile, address your tax balance, and regroup.

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The end of one year and the beginning of the next is a great opportunity for reflection and planning. You have 12 months to look back on and another 12 ahead to look forward to. Here are five ways to strengthen your business for the new year by doing a little of both:

1. Compare 2019 financial performance to budget. Did you meet the financial goals you set at the beginning of the year? If not, why? Analyze variances between budget and actual results. Then, evaluate what changes you could make to get closer to achieving your objectives in 2020. And if you did meet your goals, identify precisely what you did right and build on those strategies.

2. Create a multiyear capital budget. Look around your offices or facilities at your equipment, software and people. What investments will you need to make to grow your business? Such investments can be both tangible (new equipment and technology) and intangible (employees’ technical and soft skills).

Equipment, software, furniture, vehicles and other types of assets inevitably wear out or become obsolete. You’ll need to regularly maintain, update and replace them. Lay out a long-term plan for doing so; this way, you won’t be caught off guard by a big expense.

3. Assess the competition. Identify your biggest rivals over the past year. Discuss with your partners, managers and advisors what those competitors did to make your life so “interesting.” Also, honestly appraise the quality of what your business sells versus what competitors offer. Are you doing everything you can to meet — or, better yet, exceed — customer expectations? Devise some responsive competitive strategies for the next 12 months.

4. Review insurance coverage. It’s important to stay on top of your property, casualty and liability coverage. Property values or risks may change — or you may add new assets or retire old ones — requiring you to increase or decrease your level of coverage. A fire, natural disaster, accident or out-of-the-blue lawsuit that you’re not fully protected against could devastate your business. Look at the policies you have in place and determine whether you’re adequately protected.

5. Analyze market trends. Recognize the major events and trends in your industry over the past year. Consider areas such as economic drivers or detractors, technology, the regulatory environment and customer demographics. In what direction is your industry heading over the next five or ten years? Anticipating and quickly reacting to trends are the keys to a company’s long-term success.

These are just a few ideas for looking back and ahead to set a successful course forward. We can help you review the past year’s tax, accounting and financial strategies, and implement savvy moves toward a secure and profitable 2020 for your business.

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Audit season is right around the corner for calendar-year entities. Here’s what your auditor is doing behind the scenes to prepare — and how you can help facilitate the audit planning process.

The big picture

Every audit starts with assessing “audit risk.” This refers to the likelihood that the auditor will issue an adverse opinion when the financial statements are actually in accordance with U.S. Generally Accepted Accounting Principles or (more likely) an unqualified opinion when the opinion should be either modified or adverse.

Auditors can’t test every single transaction, recalculate every estimate or examine every external document. Instead, they tailor their audit procedures and assign audit personnel to keep audit risk as low as possible.

Inherent risk vs. control risk

Auditors evaluate two types of risk:

1. Inherent risk. This is the risk that material departures could occur in the financial statements. Examples of inherent-risk factors include complexity, volume of transactions, competence of the accounting personnel, company size and use of estimates.

2. Control risk. This is the risk that the entity’s internal controls won’t prevent or correct material misstatements in the financial statements.

Separate risk assessments are done at the financial statement level and then for each major account — such as cash, receivables, inventory, fixed assets, other assets, payables, accrued expenses, long-term debt, equity, and revenue and expenses. A high-risk account (say, inventory) might warrant more extensive audit procedures and be assigned to more experienced audit team members than one with lower risk (say, equity).

How auditors assess risk

New risk assessments must be done each year, even if the company has had the same auditor for many years. That’s because internal and external factors may change over time. For example, new government or accounting regulations may be implemented, and company personnel or accounting software may change, causing the company’s risk assessment to change. As a result, audit procedures may vary from year to year or from one audit firm to the next.

The risk assessment process starts with an auditing checklist and, for existing audit clients, last year’s workpapers. But auditors must dig deeper to determine current risk levels. In addition to researching public sources of information, including your company’s website, your auditor may call you with a list of open-ended questions (inquiries) and request a walk-through to evaluate whether your internal controls are operating as designed. Timely responses can help auditors plan their procedures to minimize audit risk.

Your role

Audit fieldwork is only as effective as the risk assessment. Evidence obtained from further audit procedures may be ineffective if it’s not properly linked to the assessed risks. So, it’s important for you to help the audit team understand the risks your business is currently facing and the challenges you’ve experienced reporting financial performance, especially as companies implement updated accounting rules in the coming years.

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Audited financial statements come with a special bonus: a “management letter” that recommends ways to improve your business. That’s free advice from financial pros who’ve seen hundreds of businesses at their best (and worst) and who know which strategies work (and which don’t). If you haven’t already implemented changes based on last year’s management letter, there’s no time like the present to improve your business operations.

Reporting deficiencies

Auditing standards require auditors to communicate in writing about “material weaknesses or significant deficiencies” that are discovered during audit fieldwork.

The AICPA defines material weakness as “a deficiency, or combination of deficiencies, in internal control, such that there is a reasonable possibility that a material misstatement of the entity’s financial statements will not be prevented, or detected and corrected on a timely basis.” Likewise, a significant deficiency is defined as “a deficiency, or a combination of deficiencies, in internal control that is … important enough to merit attention by those charged with governance.”

Auditors may unearth less-severe weaknesses and operating inefficiencies during the course of an audit. Reporting these items is optional, but they’re often included in the management letter.

Looking beyond internal controls

Auditors may observe a wide range of issues during audit fieldwork. An obvious example is internal control shortfalls. But other issues covered in a management letter may relate to:

Cash management,
Operating workflow,
Control of production schedules,
Capacity,
Defects and waste,
Employee benefits,
Safety,
Website management,
Technology improvements, and
Energy consumption.

Management letters are usually organized by functional area: production, warehouse, sales and marketing, accounting, human resources, shipping/receiving and so forth. The write-up for each deficiency includes an observation (including a cause, if observed), financial and qualitative impacts, and a recommended course of action.

Striving for continuous improvement

Too often, management letters are filed away with the financial statements — and the same issues are reported in the management letter year after year. But proactive business owners and management recognize the valuable insight contained in these letters and take corrective action soon after they’re received. Contact us to help get the ball rolling before the start of next year’s audit.

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Extending credit to business customers can be an effective way to build goodwill and nurture long-term buyers. But if you extend customer credit, it also brings sizable financial risk to your business, as cash flow could grind to a halt if these customers don’t make their payments. Even worse, they could declare bankruptcy and bow out of their obligations entirely.

For this reason, it’s critical to thoroughly research a customer’s creditworthiness before you offer any arrangement. Here are some ways to do so:

Follow up on references. When dealing with vendors and other businesses, trade references are key. As you’re likely aware, these are sources that can describe past payment experiences between a business and a vendor (or other credit user).

Contact the potential customer’s trade references to check the length of time the parties have been working together, the approximate size of the potential customer’s account and its payment record. Of course, a history of late payments is a red flag.

Check banking info. Similarly, you’ll want to follow up on the company’s bank references to determine the balances in its checking and savings accounts, as well as the amount available on its line of credit. Equally important, determine whether the business has violated any of its loan covenants. If so, the bank could withdraw its credit, making it difficult for the company to pay its bills.

Order a credit report. You may want to order a credit report on the business from one of the credit rating agencies, such as Dun & Bradstreet or Experian. Among other information, the reports describe the business’s payment history and tell whether it has filed for bankruptcy or had a lien or judgment against it.

Most credit reports can be had for a nominal amount these days. The more expensive reports, not surprisingly, contain more information. The higher price tag also may allow access to updated information on a company over an extended period.

Explore traditional and social media. After you’ve completed your financial analysis, find out what others are saying — especially if the potential customer could make up a significant portion of your sales. Search for articles in traditional media outlets such as newspapers, magazines and trade publications. Look for anything that may raise concerns, such as stories about lawsuits or plans to shut down a division.

You can also turn to social media and look at the business’s various accounts to see its public “face.” And you might read reviews of the business to see what customers are saying and how the company reacts to inevitable criticisms. Obviously, social media shouldn’t be used as a definitive source for information, but you might find some useful insights.

Although assessing a potential customer’s ability to pay its bills requires some work up front, making informed credit decisions is one key to running a successful company. Our firm can help you with this or other financially critical business practices.

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A primary estate planning goal for most people is to hold on to as much of their wealth as possible to pass on to their children and other loved ones. To achieve this, you must limit estate tax liability and protect assets from creditors’ claims and lawsuits.

The Tax Cuts and Jobs Act reduces or eliminates federal gift and estate taxes for most people (at least until 2026). The gift and estate tax exemption is $11.4 million for 2019. One benefit of this change is that it allows you to focus your estate planning efforts on asset protection and other wealth-preservation strategies, rather than tax minimization. One estate planning vehicle to consider is a “hybrid” domestic asset protection trust (DAPT).

What does “hybrid” mean?

The benefit of a standard DAPT is that it offers creditor protection even if you’re a beneficiary of the trust. But there’s also some risk: Although many experts believe they’ll hold up in court, DAPTs are relatively untested, so there’s some uncertainty over their ability to repel creditors’ claims. A “hybrid” DAPT offers the best of both worlds. Initially, you’re not named as a beneficiary of the trust, which virtually eliminates the risk described above. But if you need access to the funds down the road, the trustee or trust protector can add you as a beneficiary, converting the trust into a DAPT.

Do you need this trust type?

Before you consider a hybrid DAPT, determine whether you need such a trust at all. The most effective asset protection strategy is to place assets beyond the grasp of creditors by transferring them to your spouse, children or other family members, either outright or in a trust, without retaining any control. If the transfer isn’t designed to defraud known creditors, your creditors won’t be able to reach the assets. And even though you’ve given up control, you’ll have indirect access to the assets through your spouse or children (provided your relationship with them remains strong).

If, however, you want to retain access to the assets in the future, without relying on your spouse or children, a DAPT may be the answer.

How does a hybrid DAPT work?

A hybrid DAPT is initially set up as a third-party trust — that is, it benefits your spouse and children or other family members, but not you. Because you’re not named as a beneficiary, the trust isn’t a self-settled trust, so it avoids the uncertainty associated with regular DAPTs.

There’s little doubt that a properly structured third-party trust avoids creditors’ claims. If, however, you need access to the trust assets in the future, the trustee or trust protector has the authority to add additional beneficiaries, including you. If that happens, the hybrid account is converted into a regular DAPT subject to the previously discussed risks.

A flexible tool

The hybrid DAPT can add flexibility while offering maximum asset protection. It also minimizes the risks associated with DAPTs, while retaining the ability to convert to a DAPT should the need arise. Contact us with any questions.

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After insurance policies expire, many businesses just throw away the paper copies and delete the digital files. But you may need to produce evidence of certain kinds of insurance even after the coverage period has expired. For this reason, it’s best to take a long-term approach to certain types of policies.

Occurrence-based insurance

Generally, the policy types in question are called “occurrence-based.” They include:

General liability,
Umbrella liability,
Commercial auto, and
Commercial crime and theft.

You should retain documentation of occurrence-based policies permanently (or as long as your business is operating). A good example of why is in cases of embezzlement. Employee fraud of this kind may be covered under a commercial crime and theft policy. However, embezzlement sometimes isn’t uncovered until years after the crime has taken place.

For instance, suppose that, during an audit, you learn an employee was embezzling funds three years ago. But the policy that covered this type of theft has since expired. To receive an insurance payout, you’d need to produce the policy documents to prove that coverage was in effect when the crime occurred.

Retaining insurance documentation long-term isn’t necessary for every type of policy. Under “claims-made” insurance, such as directors and officers liability and professional liability, claims can be made against the insured business only during the policy period and during a “tail period” following the policy’s expiration. A commonly used retention period for claims-made policies is about six years after the tail period expires.

Additional protection

Along with permanently retaining proof of occurrence-based policies, it’s a good idea to at least consider employment practices liability insurance (EPLI). These policies protect businesses from employee claims of legal rights violations at the hands of their employers. Sexual harassment is one type of violation that’s covered under most EPLI policies — and such claims can arise years after the alleged crime occurred.

As is the case with occurrence-based coverage, if an employee complaint of sexual harassment arises after an EPLI policy has expired — but the alleged incident occurred while coverage was in effect — you may have to produce proof of coverage to receive a payout. So, you should retain EPLI documentation permanently as well.

Better safe than sorry

You can’t necessarily rely on your insurer to retain expired policies or readily locate them. It’s better to be safe than sorry by keeping some insurance policies in either paper or digital format for the long term. This is the best way to ensure that you’ll receive insurance payouts for events that happened while coverage was still in effect. Our firm can help you assess the proper retention periods of your insurance policies, as well as whether they’re providing optimal value for your company.

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Whole Foods Market is now famous as the upscale supermarket chain that was acquired by Amazon for close to $14 billion. However, Whole Foods Market began with humble beginnings. In 1978, John Mackey and Renee Lawson borrowed money from friends and family to open a small natural food store in Austin, Texas. As the store expanded to open more locations and Mackey and Lawson admitted two additional partners and designated specific tasks to each partner, such as finance, human resources, and sales. This process continues today where, although Whole Foods Market is a multinational food chain with 500 locations, each regional manager has the autonomy and flexibility to decide on suppliers and pricing.

The proverb “too many cooks spoil the broth” applies to the management of a business. Thus, establishing the sequence of control as part of a succession plan ensures that the company continues to operate effectively and efficiently – especially if the business is bequeathed to children who do not work in the family business.

The sequence of control of a business succession plan outlines the decision-making process of a closely-held, family business once the owner is determined to be incapacitated or deceased. Although this can be emotionally tolling, the sequence of control is essential for the continuity of the business. The following are questions that arise when planning the sequence of control.

What is the definition of incapacitated?

You undoubtedly know of instances in which the patriarch of a family suffered from dementia or a form of memory loss. You are probably familiar with cases in which people took advantage of individuals suffering from Alzheimer’s disease. Such undue influence can arise if a business owner can no longer exercise prudent business reasoning and judgment. Accordingly, the business succession plan should define “capacity” and specify who makes the determination, which can be a physician or a member of the clergy.

Who assumes control?

It may seem irresponsible to vest absolute control to the child or children who work(s) in the business; however, it may be imprudent to allow children who do not work in the company to be involved in the decision-making process of the business. A business administrator who requires approval for the day-to-day operational decisions in the ordinary course of business may be unable to perform basic administrative duties of the company, especially if consent is needed from an adverse party. Nevertheless, a proper business plan may require a vote of all members for significant business decisions, or decisions that may alter the business structure or significantly impact the business.

How can I secure oversight over the business administrator?

Proper internal controls are always recommended to promote accountability and prevent fraud, but it is even more critical when one heir controls the family business. The business succession plan can provide for a salary and fringe benefits or performance-based compensation, methods for removing or replacing the administrator, an arbitrator to adjudicate disagreements or disputes among family members, and an exit strategy or process of dissolving the business or partnership.

How can I provide for myself and my spouse while incapacitated?

If you are considered an owner of the business during your lifetime or so long that your spouse is alive, your succession plan can stipulate that you receive periodic distributions. However, a fixed withdrawal may prove to be insufficient for your medical needs or general cost of living. Conversely, the business may be dependent on its working capital that is now being distributed and accumulated in your personal checking account.

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There are many ways for employers to conduct annual performance reviews. So many, in fact, that owners of small to midsize businesses may find the prospect of implementing a state-of-the-art review process overwhelming.

The simple truth is that smaller companies may not need to exert a lot of effort on a complex approach. Sometimes a simple conversation between supervisor and employee — or even owner and employee — can do the job, as long as mutual understanding is achieved and clear objectives are set.

Remember why it matters

If your commitment to this often-stressful ritual ever starts to falter, remind yourself of why it matters. A well-designed performance review process is valuable because it can:

Provide feedback and counseling to employees about how the company perceives their respective job performances,
Set objectives for the upcoming year and assist in determining any developmental needs, and
Create a written record of performance and assist in allocating rewards and opportunities, as well as justifying disciplinary actions or termination.

Conversely, giving annual reviews short shrift by only orally praising or reprimanding an employee leaves a big gap in that worker’s written history. The most secure companies, legally speaking, document employees’ shortcomings — and achievements — as they occur. They fully discuss performance at least once annually.

Don’t do this!

To ensure your company’s annual reviews are as productive as possible, make sure your supervisors aren’t:

Winging it. Establish clear standards and procedures for annual reviews. For example, supervisors should prepare for the meetings by filling out the same documentation for every employee.

Failing to consult others. If a team member works regularly with other departments or outside vendors, his or her supervisor should contact individuals in those other areas for feedback before the review. You can learn some surprising things this way, both good and bad.

Keeping employees in the dark. Nothing in a performance review should come as a major surprise to an employee. Be sure supervisors are communicating with workers about their performance throughout the year. An employee should know in advance what will be discussed, how much time to set aside for the meeting and how to prepare for it.

Failing to follow through. Make sure supervisors identify key objectives for each employee for the coming year. It’s also a good idea to establish checkpoints in the months ahead to assess the employee’s progress toward the goals in question.

Put something in place

As a business grows, it may very well need to upgrade and expand its performance evaluation process. But the bottom line is that every company needs to have something in place, no matter how basic, to evaluate and document how well employees are performing. Our firm can help determine how your employees’ performance is affecting profitability and suggest ways to cost-effectively improve productivity.

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Roth 401(k) accounts have been around for 13 years now. Studies show that more employers are offering them each year. A recent study by the Plan Sponsor Council of America (PSCA) found that Roth 401(k)s are now available at 70% of employer plans, up from 55.6% of plans in 2016.

However, despite the prevalence of employers offering Roth 401(k)s, most employees aren’t choosing to contribute to them. The PSCA found that only 20% of participants who have access to a Roth 401(k) made contributions to one in 2017. Perhaps it’s because they don’t understand them.

If you offer a Roth 401(k) or you’re considering one, educate your employees about the accounts to boost participation.

A 401(k) with a twist

As the name implies, these plans are a hybrid — taking some characteristics from Roth IRAs and some from employer-sponsored 401(k)s.

An employer with a 401(k), 403(b) or governmental 457(b) plan can offer designated Roth 401(k) accounts.

As with traditional 401(k)s, eligible employees can elect to defer part of their salaries to Roth 401(k)s, subject to annual limits. The employer may choose to provide matching contributions. For 2019, a participating employee can contribute up to $19,000 ($25,000 if he or she is age 50 or older) to a Roth 401(k). The most you can contribute to a Roth IRA for 2019 is $6,000 ($7,000 for those age 50 or older).

Note: The ability to contribute to a Roth IRA is phased out for upper-income taxpayers, but there’s no such restriction for a Roth 401(k).

The pros and cons

Unlike with traditional 401(k)s, contributions to employees’ accounts are made with after-tax dollars, instead of pretax dollars. Therefore, employees forfeit a key 401(k) tax benefit. On the plus side, after an initial period of five years, “qualified distributions” are 100% exempt from federal income tax, just like qualified distributions from a Roth IRA. In contrast, regular 401(k) distributions are taxed at ordinary-income rates, which are currently up to 37%.

In general, qualified distributions are those:

Made after a participant reaches age 59½, or
Made due to death or disability.

Therefore, you can take qualified Roth 401(k) distributions in retirement after age 59½ and pay no tax, as opposed to the hefty tax bill that may be due from traditional 401(k) payouts. And unlike traditional 401(k)s, which currently require retirees to begin taking required minimum distributions after age 70½, Roth 401(k)s have no mandate to take withdrawals.

Not for everyone

A Roth 401(k) is more beneficial than a traditional 401(k) for some participants, but not all. For example, it may be valuable for employees who expect to be in higher federal and state tax brackets in retirement. Contact us if you have questions about adding a Roth 401(k) to your benefits lineup.

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Businesses use two types of audits to gauge financial results: internal and external. Here’s a closer look at how they measure up.

Focus

Internal auditors go beyond traditional financial reporting. They focus on a company’s internal controls, accounting processes and ability to mitigate risk. Internal auditors also evaluate whether the company’s activities comply with its strategy, and they may consult on a variety of financial issues as they arise within the company.

In contrast, external auditors focus solely on the financial statements. Specifically, external auditors evaluate the statements’ accuracy and completeness, whether they comply with applicable accounting standards and practices, and whether they present a true and accurate presentation of the company’s financial performance. Accounting rules prohibit external audit firms from providing their audit clients with ancillary services that extend beyond the scope of the audit.

The audit “client”

Internal auditors are employees of the company they audit. They report to the chief audit executive and issue reports for management to use internally.

External auditors work for an independent accounting firm. The company’s shareholders or board of directors hires a third-party auditing firm to serve as its external auditor. The external audit team delivers reports directly to the company’s shareholders or audit committee, not to management.

Qualifications

Internal auditors don’t need to be certified public accountants (CPAs), although many have earned this qualification. Often, internal auditors earn a certified internal auditor (CIA) qualification, which requires them to follow standards issued by the Institute of Internal Auditors (IIA).

Conversely, the partner directing an external audit must be a CPA. Most midlevel and senior auditors earn their CPA license at some point in their career. External auditors must follow U.S. Generally Accepted Auditing Standards (GAAS), which are issued by the American Institute of Certified Public Accountants (AICPA).

Reporting format

Internal auditors issue reports throughout the year. The format may vary depending on the preferences of management or the internal audit team.

External auditors issue financial statements quarterly for most public companies and at least annually for private ones. In general, external audit reports must conform to U.S. Generally Accepted Accounting Principles (GAAP) or another basis of accounting (such as tax or cash basis reporting). If needed, external auditing procedures may be performed more frequently. For example, a lender may require a private company that fails to meet its loan covenants at year end to undergo a midyear audit by an external audit firm.

Common ground

Sometimes the work of internal and external auditors overlaps. Though internal auditors have a broader focus, both teams have the same goal: to help the company report financial data that people can count on. So, it makes sense for internal and external auditors to meet frequently to understand the other team’s focus and avoid duplication of effort. Contact us to map out an auditing strategy that fits the needs of your company.

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Life presents us with many choices: paper or plastic, chocolate or vanilla, regular or decaf. For businesses, a common conundrum is buy or lease. You’ve probably faced this decision when considering office space or a location for your company’s production facilities. But the buy vs. lease quandary also comes into play with equipment.

Pride of ownership

Some business owners approach buying equipment like purchasing a car: “It’s mine; I’m committed to it and I’m going to do everything I can to familiarize myself with this asset and keep it in tip-top shape.” Yes, pride of ownership is still a thing.

If this is your philosophy, work to pass along that pride to employees. When you get staff members to buy in to the idea that this is your equipment and the success of the company depends on using and maintaining each asset properly, the business can obtain a great deal of long-term value from assets that are bought and paid for.

Of course, no “buy vs. lease” discussion is complete without mentioning taxes. The Tax Cuts and Jobs Act dramatically enhanced Section 179 expensing and first-year bonus depreciation for asset purchases. In fact, many businesses may be able to write off the full cost of most equipment in the year it’s purchased. On the downside, you’ll take a cash flow hit when buying an asset, and the tax benefits may be mitigated somewhat if you finance.

Fine things about flexibility

Many businesses lease their equipment for one simple reason: flexibility. From a cash flow perspective, you’re not laying down a major purchase amount or even a substantial down payment in most cases. And you’re not committed to an asset for an indefinite period — if you don’t like it, at least there’s an end date in sight.

Leasing also may be the better option if your company uses technologically advanced equipment that will get outdated relatively quickly. Think about the future of your business, too. If you’re planning to explore an expansion, merger or business transformation, you may be better off leasing equipment so you’ll have the flexibility to adapt it to your changing circumstances.

Last, leasing does have some tax breaks. Lease payments generally are tax deductible as “ordinary and necessary” business expenses, though annual deduction limits may apply.

Pros and cons

On a parting note, if you do lease assets this year and your company follows Generally Accepted Accounting Principles (GAAP), new accounting rules for leases take effect in 2020 for calendar-year private companies. Contact us for further information, as well as for any assistance you might need in weighing the pros and cons of buying vs. leasing business equipment.

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As the old saying goes, success is going from failure to failure without losing your enthusiasm. The world is teeming with information and advice meant to help you take your great idea to business startup and onward to prosperity, but in the end success goes to those who don’t tire of tackling obstacles and confronting the inevitable predicaments.

Some mistakes are easier to avoid than others are, and they often involve the expertise of other professionals. The largest percentage of failed businesses have stumbled blindly into the financial abyss. Miscalculating and underestimating just how much money a startup needs is common; being hit with a hefty and unexpected tax bill at year’s end is another.

Confer with an attorney before going into business to decide upon the most appropriate legal structure and set up the appropriate filings, licenses or registrations. Make sure you are aware of all your legal responsibilities and liabilities and you will avoid costly errors and ethical issues down the road.

Sounds obvious, but sometimes it is not our instincts that get us in trouble, but our attachment to them, our belief that we know it all, can do it all and will always be right. Honesty and transparency are recent buzzwords in business marketing and PR, but being honest with yourself about your strengths and weaknesses and the risks your business faces is an imperative precursor. To be honest with the world, start by being fiercely honest with yourself then your top management. That’s the way to map out a plan, whether it’s your first business plan, or your tenth. Without proper planning, reality will certainly complicate the fantasy.

Some companies and organizations that are still thriving have made the most monumental and infamous mistakes of all time. Others were not as lucky with their blunders.

In 1977, Kodak filed a patent for one of the first digital camera technologies, but never brought it to market. Blinded by the success of their film business they simply failed to keep pace with the trend. Had Kodak only trusted that instinct and acted on it they might still be a leader in their field. Did they lose sight of their vision to be the means by which people capture their memories? Did they run out of steam to take on a major transition?

When the pressure to make money eases, what will motivate you to keep doing all the things you did to become profitable in the first place? The answer requires honesty.

In 1999, NASA and Lockheed Martin, a global aerospace and security company, collaborated on the design and production of a Mars Orbitor. Due to a simple error, that could have (should have!) been caught numerous times, engineers at Lockheed used English measurements while NASA used metric, a 125 million dollar probe malfunctioned and was lost in space. Both continued on to great achievements. Not without some difficult reckoning, certainly. But when you’re faced with your next failure, remember that your next success still lies ahead.

Roth&Co provides that much needed professional and experienced support to set a course for success and keep you on track.

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Many employers prefer to classify workers as independent contractors to lower costs, even if it means having less control over a worker’s day-to-day activities. But the government is on the lookout for businesses that classify workers as independent contractors simply to reduce taxes or avoid their employee benefit obligations.

Why it matters

When your business classifies a worker as an employee, you generally must withhold federal income tax and the employee’s share of Social Security and Medicare taxes from his or her wages. Your business must then pay the employer’s share of these taxes, pay federal unemployment tax, file federal payroll tax returns and follow other burdensome IRS and U.S. Department of Labor rules.

You may also have to pay state and local unemployment and workers’ compensation taxes and comply with more rules. Dealing with all this can cost a bundle each year.

On the other hand, with independent contractor status, you don’t have to worry about employment tax issues. You also don’t have to provide fringe benefits like health insurance, retirement plans and paid vacations. If you pay $600 or more to an independent contractor during the year, you must file a Form 1099-MISC with the IRS and send a copy to the worker to report what you paid. That’s basically the extent of your bureaucratic responsibilities.

But if you incorrectly treat a worker as an independent contractor — and the IRS decides the worker is actually an employee — your business could be assessed unpaid payroll taxes plus interest and penalties. You also could be liable for employee benefits that should have been provided but weren’t, including penalties under federal laws.

Filing an IRS form

To find out if a worker is an employee or an independent contractor, you can file optional IRS Form SS-8, “Determination of Worker Status for Purposes of Federal Employment Taxes and Income Tax Withholding.” Then, the IRS will let you know how to classify a worker. However, be aware that the IRS has a history of classifying workers as employees rather than independent contractors.

Businesses should consult with us before filing Form SS-8 because it may alert the IRS that your business has worker classification issues — and inadvertently trigger an employment tax audit.

It can be better to simply treat independent contractors so the relationships comply with the tax rules. This generally includes not controlling how the workers perform their duties, ensuring that you’re not the workers’ only customer, providing annual Forms 1099 and, basically, not treating the workers like employees.

Workers can also ask for a determination

Workers who want an official determination of their status can also file Form SS-8. Disgruntled independent contractors may do so because they feel entitled to employee benefits and want to eliminate self-employment tax liabilities.

If a worker files Form SS-8, the IRS will send a letter to the business. It identifies the worker and includes a blank Form SS-8. The business is asked to complete and return the form to the IRS, which will render a classification decision.

Defending your position

If your business properly handles independent contractors, don’t panic if a worker files a Form SS-8. Contact us before replying to the IRS. With a proper response, you may be able to continue to classify the worker as a contractor. We also can assist you in setting up independent contractor relationships that stand up to IRS scrutiny.

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Many businesses have a life cycle that, as life cycles tend to do, concludes with a period of decline and failure. Often, the demise of a company is driven by internal factors — such as weak financial oversight, lack of management consensus or one-person rule.

External factors typically contribute, as well. These may include disruptive competitors; local, national or global economic changes; or a more restrictive regulatory environment.

But just because bad things happen doesn’t mean they have to happen to your company. To prepare for the worst, identify a business turnaround strategy that you can implement if a severe decline suddenly becomes imminent.

Warning signs

When a company is drifting toward serious trouble, there are usually warning signs. Examples include:

Serious deterioration in the accuracy or usage of financial measurements,
Poor results of key performance indicators — including working capital to assets, sales and retained earnings to assets, and book value to debt,
Adverse trends, such as lower margins, market share or working capital,
Rapid increase in debt and employee turnover, and
Drastic reduction in assessed business value.

Not every predicament that arises will threaten the very existence of your business. But when missteps and misfortune build up, the only thing that may save the company is a well-planned turnaround strategy.

5 stages of a turnaround

No two turnarounds are exactly alike, but they generally occur in five basic stages:

Rapid assessment of the decline by external advisors,
Re-evaluation of management and staffing,
Emergency intervention to stabilize the business,
Operational restoration to pursue or achieve profitability, and
Full recovery and growth.

Each of these stages calls for a detailed action plan. Identify the advisors or even a dedicated turnaround consultant who can help you assess the damage and execute immediate moves. Prepare for the possibility that you’ll need to replace some managers and even lay off staff to reduce employment costs.

In the emergency intervention stage, a business does whatever is necessary to survive — including consolidating debt, closing locations and selling off assets. Next, restoring operations and pursuing profitability usually means scaling back to only those business segments that have achieved, or can achieve, decent gross margins.

Last, you’ll need to establish a baseline of profitability that equates to full recovery. From there, you can choose reasonable growth strategies that will move the company forward without leading it over another cliff.

In case of emergency

If your business is doing fine, there’s no need to create a minutely detailed turnaround plan. But, as part of your strategic planning efforts, it’s still a good idea to outline a general turnaround strategy to keep on hand in case of emergency. Our firm can help you devise either strategy. We can also assist you in generating financial statements and monitoring key performance indicators that help enable you to avoid crises altogether.

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In the course of operating your business, you probably spend time and money “wining and dining” current or potential customers, vendors and employees. What can you deduct on your tax return for these expenses? The rules changed under the Tax Cuts and Jobs Act (TCJA), but you can still claim some valuable write-offs.

No more entertainment deductions

One of the biggest changes is that you can no longer deduct most business-related entertainment expenses. Beginning in 2018, the TCJA disallows deductions for entertainment expenses, including those for sports events, theater productions, golf outings and fishing trips.

Meal deductions still allowed

You can still deduct 50% of the cost of food and beverages for meals conducted with business associates. However, you need to follow three basic rules in order to prove that your expenses are business related:

The expenses must be “ordinary and necessary” in carrying on your business. This means your food and beverage costs are customary and appropriate. They shouldn’t be lavish or extravagant.
The expenses must be directly related or associated with your business. This means that you expect to receive a concrete business benefit from them. The principal purpose for the meal must be business. You can’t go out with a group of friends for the evening, discuss business with one of them for a few minutes, and then write off the check.
You must be able to substantiate the expenses. There are requirements for proving that meal and beverage expenses qualify for a deduction. You must be able to establish the amount spent, the date and place where the meals took place, the business purpose and the business relationship of the people involved.

Set up detailed recordkeeping procedures to keep track of business meal costs. That way, you can prove them and the business connection in the event of an IRS audit.

Other considerations

What if you spend money on food and beverages at an entertainment event? The IRS clarified in guidance (Notice 2018-76) that taxpayers can still deduct 50% of food and drink expenses incurred at entertainment events, but only if business was conducted during the event or shortly before or after. The food-and-drink expenses should also be “stated separately from the cost of the entertainment on one or more bills, invoices or receipts,” according to the guidance.

Another related tax law change involves meals provided to employees on the business premises. Before the TCJA, these meals provided to an employee for the convenience of the employer were 100% deductible by the employer. Beginning in 2018, meals provided for the convenience of an employer in an on-premises cafeteria or elsewhere on the business property are only 50% deductible. After 2025, these meals won’t be deductible at all.

Plan ahead

As you can see, the treatment of meal and entertainment expenses became more complicated after the TCJA. Reach out to your Roth&Co advisor with any questions on how to get the biggest tax-saving bang for your business meal bucks.

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It’s every business owner’s nightmare. Should hackers gain access to your customers’ or employees’ sensitive data, the very reputation of your company could be compromised. And lawsuits might soon follow.

No business owner wants to think about such a crisis, yet it’s imperative that you do. Suffering a data breach without an emergency response plan leaves you vulnerable to not only the damage of the attack itself, but also the potential fallout from your own panicked decisions.

5 steps to take

A comprehensive plan generally follows five steps once a data breach occurs:

1. Call your attorney. He or she should be able to advise you on the potential legal ramifications of the incident and what you should do or not do (or say) in response. Involve your attorney in the creation of your response plan, so all this won’t come out of the blue.

2. Engage a digital forensics investigator. Contact us for help identifying a forensic investigator that you can turn to in the event of a data breach. The preliminary goal will be to answer two fundamental questions: How were the systems breached? What data did the hackers access? Once these questions have been answered, experts can evaluate the extent of the damage.

3. Fortify your IT systems. While investigative and response procedures are underway, you need to proactively prevent another breach and strengthen controls. Doing so will obviously involve changing passwords, but you may also need to add firewalls, create deeper layers of user authentication or restrict some employees from certain systems.

4. Communicate strategically. No matter the size of the company, the communications goal following a data breach is essentially the same: Provide accurate information about the incident in a reasonably timely manner that preserves the trust of customers, employees, investors, creditors and other stakeholders.

Note that “in a reasonably timely manner” doesn’t mean “immediately.” Often, it’s best to acknowledge an incident occurred but hold off on a detailed statement until you know precisely what happened and can reassure those affected that you’re taking specific measures to control the damage.

5. Activate or adjust credit and IT monitoring services. You may want to initiate an early warning system against future breaches by setting up a credit monitoring service and engaging an IT consultant to periodically check your systems for unauthorized or suspicious activity. Of course, you don’t have to wait for a breach to do these things, but you could increase their intensity or frequency following an incident.

Inevitable risk

Data breaches are an inevitable risk of running a business in today’s networked, technology-driven world. Should this nightmare become a reality, a well-conceived emergency response plan can preserve your company’s goodwill and minimize the negative impact on profitability. We can help you budget for such a plan and establish internal controls to prevent and detect fraud related to (and not related to) data breaches.

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Merger and acquisition activity has been brisk in recent years. If your business is considering merging with or acquiring another business, it’s important to understand how the transaction will be taxed under current law.

Stocks vs. assets

From a tax standpoint, a transaction can basically be structured in two ways:

1. Stock (or ownership interest). A buyer can directly purchase a seller’s ownership interest if the target business is operated as a C or S corporation, a partnership, or a limited liability company (LLC) that’s treated as a partnership for tax purposes.

The now-permanent 21% corporate federal income tax rate under the Tax Cuts and Jobs Act (TCJA) makes buying the stock of a C corporation somewhat more attractive. Reasons: The corporation will pay less tax and generate more after-tax income. Plus, any built-in gains from appreciated corporate assets will be taxed at a lower rate when they’re eventually sold.

The TCJA’s reduced individual federal tax rates may also make ownership interests in S corporations, partnerships and LLCs more attractive. Reason: The passed-through income from these entities also will be taxed at lower rates on a buyer’s personal tax return. However, the TCJA’s individual rate cuts are scheduled to expire at the end of 2025, and, depending on future changes in Washington, they could be eliminated earlier or extended.

2. Assets. A buyer can also purchase the assets of a business. This may happen if a buyer only wants specific assets or product lines. And it’s the only option if the target business is a sole proprietorship or a single-member LLC that’s treated as a sole proprietorship for tax purposes.

Note: In some circumstances, a corporate stock purchase can be treated as an asset purchase by making a “Section 338 election.” Ask your tax advisor for details.

Buyer vs. seller preferences

For several reasons, buyers usually prefer to purchase assets rather than ownership interests. Generally, a buyer’s main objective is to generate enough cash flow from an acquired business to pay any acquisition debt and provide an acceptable return on the investment. Therefore, buyers are concerned about limiting exposure to undisclosed and unknown liabilities and minimizing taxes after the deal closes.

A buyer can step up (increase) the tax basis of purchased assets to reflect the purchase price. Stepped-up basis lowers taxable gains when certain assets, such as receivables and inventory, are sold or converted into cash. It also increases depreciation and amortization deductions for qualifying assets.

Meanwhile, sellers generally prefer stock sales for tax and nontax reasons. One of their main objectives is to minimize the tax bill from a sale. That can usually be achieved by selling their ownership interests in a business (corporate stock or partnership or LLC interests) as opposed to selling business assets.

With a sale of stock or other ownership interest, liabilities generally transfer to the buyer and any gain on sale is generally treated as lower-taxed long-term capital gain (assuming the ownership interest has been held for more than one year).

Keep in mind that other issues, such as employee benefits, can also cause unexpected tax issues when merging with, or acquiring, a business.

Professional advice is critical

Buying or selling a business may be the most important transaction you make during your lifetime, so it’s important to seek professional tax advice as you negotiate. After a deal is done, it may be too late to get the best tax results. Contact us for the best way to proceed in your situation.

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As an individual, you’ve no doubt been urged to regularly check your credit score. Most people nowadays know that, with a subpar personal credit score, they’ll have trouble buying a home or car, or just getting a reasonable-rate credit card.

But how about your business credit score? It’s important for much the same reason — you’ll have difficulty obtaining financing or procuring the assets you need to operate competitively without a solid score. So, you’ve got to be vigilant about it.

Algorithms and data
Business credit scores come from various reporting agencies, such as Experian, Equifax and Dun & Bradstreet. Each agency has its own algorithm for calculating credit scores. Like personal credit scores, higher business credit scores equate with lower risk (and vice versa).

Credit agencies track your business by its employer identification number (EIN). They compile data from your EIN, including the company’s address, phone number, owners’ names and industry classification code. Agencies may also search the Internet and public records for bankruptcies, judgments and tax liens. Suppliers, landlords, leasing companies and other creditors may also report payment experiences with the company to credit agencies.

Important factors
Timely bill payment is the biggest factor affecting your business credit score. But other important ones include:

Level of success.
Higher net worth or annual revenues generally increase your credit score.

Structure.
Corporations and limited liability companies tend to receive higher scores than sole proprietorships and partnerships because these entities’ financial identities are separate from those of their owners.

Industry.
Some agencies keep track of the percentage of companies under the company’s industry classification code that have filed for bankruptcy. Participation in high-risk industries tends to lower a business credit score.

Track record.
Credit agencies also look at the length and frequency of your company’s credit history. Once you establish credit, your business should periodically borrow additional money and then repay it on time to avoid the risk of being downgraded.

Best practices
Business credit scores help lenders decide whether to approve your loan request, as well as the loan’s interest rate, duration and other terms. Unfortunately, some small businesses and start-ups may have little to no credit history.

Build your company’s credit history by applying for a company credit card and paying the balance off each month. Also put utilities and leases in your company’s name, so the business is on the radar of the credit reporting agencies.

Sometimes, credit agencies base their ratings on incomplete, false or outdated information. Monitor your credit score regularly and note any downgrades. In some cases, the agency may be willing to change your score if you contact them and successfully prove that a rating is inaccurate.

Central role
Maintaining a healthy business credit score should play a central role in how you manage your company’s finances.
Contact us for help in using credit to help maintain your cash flow and build the bottom line.

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With the year underway, your business probably has a strategic plan in place for the months ahead. Or maybe you’ve created a general outline but haven’t quite put the finishing touches on it yet. In either case, there’s a time-tested approach to refining your strategic plan that you should consider: a SWOT analysis. Let’s take a closer look at what each of the letters in that abbreviation stands for:

Strengths. A SWOT analysis starts by identifying your company’s core competencies and competitive advantages. These are how you can boost revenues and build value. Examples may include an easily identifiable brand, a loyal customer base or exceptional customer service.

Unearth the source of each strength. A loyal customer base, for instance, may be tied to a star employee or executive — say a CEO with a high regional profile and multitude of community contacts. In such a case, it’s important to consider what you’d do if that person suddenly left the business.

Weaknesses. Next the analysis looks at the opposite of strengths: potential risks to profitability and long-term viability. These might include high employee turnover, weak internal controls, unreliable quality or a location that’s no longer advantageous.

You can evaluate weaknesses relative to your competitors as well. Let’s say metrics indicate customer recognition of your brand is increasing, but you’re still up against a name-brand competitor. Is that a battle you can win? Every business has its Achilles’ heel — some have several. Identify yours so you can correct them.

Opportunities. From here, a SWOT analysis looks externally at what’s happening in your industry, local economy or regulatory environment. Opportunities are favorable external conditions that could allow you to build your bottom line if your company acts on them before competitors do.

For example, imagine a transportation service that notices a growing demand for food deliveries in its operational area. The company could allocate vehicles and hire drivers to deliver food, thereby gaining an entirely new revenue stream.

Threats. The last step in the analysis is spotting unfavorable conditions that might prevent your business from achieving its goals. Threats might come from a decline in the economy, adverse technological changes, increased competition or tougher regulation.

Going back to our previous example, that transportation service would have to consider whether its technological infrastructure could support the rigorous demands of the app-based food-delivery industry. It would also need to assess the risk of regulatory challenges of engaging independent contractors to serve as drivers.

Typically presented as a matrix (see accompanying image), a SWOT analysis provides a logical framework for better understanding how your business runs and for improving (or formulating) a strategic plan for the year ahead. Our firm can help you gather and assess the financial data associated with the analysis.

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