Business ownership: Business transition
ARTICLE | February 08, 2023
Authored by RSM US LLP
With the business either proving successful or buoyed by promise, owners can home in on how their professional and personal objectives align, while ensuring the business proceeds according to their wishes.
An exit can take many forms, whether it’s a strategic buyer, employee purchase, a sale to a private equity firm or a transfer to a family member. Just as importantly, a business transition is a nonsequential step that can happen at any point. That simply underscores the importance of planning.
Questions and answers:
Q: Have I started planning far enough in advance of the sale or transition?
Effective planning to maximize value while decreasing tax cost and ensuring your legacy takes strategy and time to execute. The most effective planning can take at least three years in advance of exiting a company. Although tax is usually the largest transaction cost in an exit scenario, this is also a great opportunity to use estate and charitable planning techniques to ensure your legacy aligns with your wishes. The topics you consider can include investments, the relevance of a family office model for your situation, a private foundation, how to support education or environmental causes or the arts, and the best mechanism for transfer of funds, such as grants and gifts.
Q: What happens in the final chapters of my business?
This is the last chance to ensure that your tax structure aligns with your personal and professional goals, whether you’ve decided on a successor strategy (either next-generation or management hand-over) or an outright third-party sale. Each brings a different set of questions. Also, a private-equity-backed exit looks very different from a private company exit.
Q: Am I doing everything necessary to be sure the company value holds steady?
Many business owners don’t realize that ignoring late-stage risks can put their company value in peril at the eleventh hour. Be sure you’re paying close attention to risks like cybersecurity, underutilized or inefficient ERP and CRM systems, maintaining your strategic market advantage and having capable succession leadership. Never coast, so that your company finishes as strongly as it began, and you maximize value all the way through to the time of sale or transition. Q: Have I considered my estate and legacy plans? With personal wealth comes tremendous responsibility. Your estate planning and legacy strategy should encompass many things: legacy (both personal and corporate), philanthropy, tax implications, where to live, what and where retirement looks like for you and more.
Q: What is the value of using an advisor?
Every business owner, regardless how mature the company is, will sometimes benefit from advice on complex issues. External advisors have a breadth and depth of knowledge and experience they can bring to your specific professional and personal situation. They provide an impartial, big-picture perspective. Their involvement can be fluid and scale as your business evolves. By forging a relationship with them early in your company’s life, they can become a valued partner whom you trust and consider a true business asset.
Best practices for owners of growth stage businesses
People, process, and technology
Start planning your business transition early
In a transition or exit, one of the largest expenses is often tax. Much planning can be done to minimize this expenditure, but it will often take time to implement. The best scenario is to start planning for an exit 36 months before the event to capture tax planning ideas that can help increase your after-tax cash flow.
How do entrepreneurs address the various lifecycle stages of business ownership?
Owning a business takes a certain confidence and grit. All owners are different, but all face similar challenges. Our business ownership lifecycle ebook shares insights gleaned from helping business owners face these challenges head on.
Contact us at one of our locations or fill out the form below and we'll contact you to discuss your specific situation.
This article was written by RSM US LLP and originally appeared on 2023-02-08.
2022 RSM US LLP. All rights reserved.
RSM US Alliance provides its members with access to resources of RSM US LLP. RSM US Alliance member firms are separate and independent businesses and legal entities that are responsible for their own acts and omissions, and each is separate and independent from RSM US LLP. RSM US LLP is the U.S. member firm of RSM International, a global network of independent audit, tax, and consulting firms. Members of RSM US Alliance have access to RSM International resources through RSM US LLP but are not member firms of RSM International. Visit rsmus.com/about us for more information regarding RSM US LLP and RSM International. The RSM logo is used under license by RSM US LLP. RSM US Alliance products and services are proprietary to RSM US LLP.
Johnson & Sheldon, PLLC is a proud member of the RSM US Alliance, a premier affiliation of independent accounting and consulting firms in the United States. RSM US Alliance provides our firm with access to resources of RSM US LLP, the leading provider of audit, tax and consulting services focused on the middle market. RSM US LLP is a licensed CPA firm and the U.S. member of RSM International, a global network of independent audit, tax and consulting firms with more than 43,000 people in over 120 countries.
Our membership in RSM US Alliance has elevated our capabilities in the marketplace, helping to differentiate our firm from the competition while allowing us to maintain our independence and entrepreneurial culture. We have access to a valuable peer network of like-sized firms as well as a broad range of tools, expertise and technical resources.