Let our advance worrying become advance thinking and planning.
Winston Churchill
Let our advance worrying become advance thinking and planning.
Winston Churchill
“If you feel like your VC [venture capitalist] is a proctologist, run for the hills.”
Brad Feld and Jason Mendelson, Venture Deals: Be Smarter than Your Lawyer and Venture Capitalist, Wiley 2103
As anyone who’s read my profile knows, I once wrote for Bloomberg–for three Bloomberg magazines, in fact. One of them was Bloomberg Wealth Manager, which was later sold and then sold again. I continued to write for the magazine in all its iterations. The other day, I stumbled upon a list of some of my articles for one of the later iterations. Since most of the articles are still (mostly) timely, I’m going to start posting them here. Here’s the first, called “A ‘True’ Story” about Casper, Wyoming’s Dave True and the family business. Enjoy, but with this one caveat: As I said, these stories are still (mostly) timely; the basic law underlying them is still (mostly) valid.
I’ll be posting a number of them. If one of them discusses a subject near and dear to your legal problems, don’t rely on the story as legal advice. Use it instead to prompt you to talk to an attorney about the problem to get more current insight on the subject.
Actually, this is not a quote but a paraphrase of some information I found the other day on the Internet. Can’t remember the source–I think I may have found it on Farm Bureau website and repeated in a variety of other places, including a Nationwide Insurance brochure I discovered online. With that, this:
Almost 97% of farms in the U.S. are owned by families, and only 11% of those families have succession or transitions plans in place to ensure that the farm stays in family hands after the current owner dies.
So I sometimes forget that everybody’s smart, just on different subjects. For example, I don’t know much about physics. My teachers tried, but my head could only hold so much gravity and speed of light and such. Well, today I was online in an online forum where non-lawyers posed legal questions to attorneys. These were real life people experiencing real life problems that involved the law in some way or the other.
Now let me be crystal clear: I don’t think these people are dumb. To repeat: we are all “smart,” just on different things. I happen to know a lot about the law, but boy am I at a loss about some other subjects (heck, even about some legal subjects). With that, here are a few things I learned while answering questions:
Now where do I go to find out how fast the speed of light was back in the days of horse and buggy?
Success usually comes to those who are too busy to be looking for it.
Henry David Thoreau
I’ve just finished reading the Estate of Purdue case, a tax court case decided in December. The case is interesting as an introduction to sophisticated tax planning strategies–FLLC, trusts, and all that. However, the real lesson from this case–and others like it–is that facts matter to courts.
In this case, the IRS was contending that the Purdue family used various strategies solely to avoid taxes. And the tax court disagreed with the IRS each time it threw a theory against the wall, hoping it would stick and support its argument. More importantly, in each and every case, the reason the IRS’s theory didn’t stick was the facts. The facts did not support the theory–and let me tell you, the tax court looked very closely at those facts.
Take just one example. The IRS argued that the Decedent’s transfer of some property to the Purdue Family LLC was not a “bona fide sale for adequate consideration” or value. The court first stated the rule:
In the context of family limited partnerships [and LLCs], the bona fide sale for adequate and full consideration exception is met where the record establishes the existence of a legitimate and significant nontax reason for creating the family limited partnership and the transferors received partnership interests proportional to the value of the property transferred. (emphasis supplied)
It then stated that “the objective evidence [ie, facts] must indicate that a nontax reason was a significant factor that motivated the partnership’s [LLC’s] creation” and that reason must be “an actual motivation, not a theoretical justification.”
Having laid out the rule, the court proceeded to examine whether in their planning, the Purdue family satisfied a list of factors that would suggest the family was motivated by nontax reasons, including did the taxpayer
But before addressing these six factors, the court looked at the evidence and agreed with the taxpayer that there were actually seven nontax motives for doing what they had done. For example, before the transfer to the FLLC, the taxpayer had five different brokerage accounts at three management firms. The Purdue Family LLC would enable them to consolidate accounts. Now her accounts had been consolidated with just one firm, “subject to an overall, well-coordinated . . . investment strategy.” Importantly, that strategy was in writing and acted upon.
One after the other, the court looked at the taxpayer’s seven motives and found that each reason was supported by actual evidence that the reason was not a mere sham. The taxpayer said she had wanted to simplify management. The evidence showed that management was simpler. The taxpayer wanted a mechanism to resolve disputes. The evidence showed that the family had used the dispute resolution mechanism in the plan. Etc. Etc.
Having approved each of the taxpayer’s seven motives, the court began its factor analysis:
Do you get the picture? The court sided with the taxpayer because she and her family not only had a plan, they executed the plan in detail.
Imagine the result had the taxpayer set up the plan but 1. commingled funds, 2. didn’t observe business formalities, 3. hadn’t consolidated accounts, 4. etc.
My point: It’s great to have a plan that will save you taxes, BUT (and notice that’s a big but) if you don’t have good nontax reasons for doing what you want to do AND if you don’t execute your plan in most every detail, the tax court will see through you like a thin glass window. And the court will slap you down.
That happened in the Estate of Purdue case decided on December 28, 2015–less than three months ago. And you can read a brief summary of why in the instructively titled article Attention to How Your Farm Business is Organized Pays Off for the Heirs at Tax Time.
Bottom line, a family limited liability company formed with 1. important non-tax purposes in mind and 2. appropriate attention to the legal niceties of of running such a company paid off in big tax savings for the Purdue family. As the court’s opinion demonstrates, it’s not easy, but it can be done. Families whose net worth is tied up largely in small, closely held business or family farms or ranches should take note.
Farm and ranch estate planning and business planning involve countless choices and numerous wrenching decisions but none that ranks with pursuing fairness between and among the heirs.10 In almost every situation where it is planned for the farm or ranch business to continue into the next generation, and it appears that there will be both on farm heirs and off-farm heirs, the issue of fairness is paramount if one of the objectives of the parents as property owners is to assure harmony within the family after the deaths of the parents.
Neil E. Harl, Farm and Ranch Estate (and Business) Planning–Part 1, Farms and Ranches, March 2015
After years of studying family businesses, we believe it’s possible to identify one just by walking into the lobby of its headquarters. Unlike many multinationals, most of these firms don’t have luxurious offices. As the CEO at one global family-controlled commodity group told us, “The easiest money to earn is the money we haven’t spent.” While countless corporations use stock grants and options to turn managers into shareholders and minimize the classic principal-agent conflict, family firms seem imbued with the sense that the company’s money is the family’s money, and as a result they simply do a better job of keeping their expenses under control. If you examine company finances over the last economic cycle, you’ll see that family-run enterprises entered the recession with leaner cost structures, and consequently they were less likely to have to do major layoffs.
Nicolas Cacher, George Stalk, and Alain Bloch, “What You Can Learn from Family Business,” Harvard Business Review
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