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James has run a successful pool business for over three decades. Things are going great, but he worries about the future. What if he were to suffer a sudden decline in health, like a stroke or heart attack? What about when he passes — how can he help ensure the wealth he’s built in the business is distributed to his children without squabbling? What about other threats, like lawsuits?
If he should suddenly become incapacitated, who will run the enterprise for the benefit of his wife and children?
After consulting with his attorney, James comes up with a solution: a revocable trust that designates a skilled trustee. This person is authorized to run the business in the event James no longer can. The trust also provides protections from other threats and helps simplify and faciliate matters of estate. By helping to assure the longterm survival of the enterprise, the trust gives the family considerable peace of mind.
“A revocable trust is created while a business owner is still alive,” explains Michael P. Sampson, partner in Maslon LLP, a Minneapolis-based law firm. “It allows the owner to retain control of business assets while arranging for a trustee to step in and manage things in case the owner becomes incapacitated.” The revocable nature of the trust is important for anyone who, like James, wants to retain ownership and control of the business assets. And — as we will see next — a revocable trust will also help the family avoid costly probate if James should die.
Family businesses everywhere establish trusts to solve a host of critical problems. Upon the death of the business owner, for example, a trust can protect against costly probate, secure sensitive business information from prying eyes, guard family assets from crippling lawsuits and creditor claims and even prevent turf wars by surviving children. (The traditional use of trusts to avoid estate taxes has become less important since federal tax law recently increased the estate tax exemption to $11.2 million for individuals and $22.4 million for married couples.)
The good news is that trusts can be created by companies of all sizes. “Even smaller family businesses can utilize trusts,” says John J. Scroggin, partner in Atlanta-based Scroggin & Company, a law firm active in business and estate planning. “The issue is driven not by size, revenues or assets, but by a desire for long-term protection of a business.”
How can you use trusts to help your own family business? For starters, consider using one to efficiently allocate assets to the younger generation. Although a will can do the same thing, a trust is more difficult to challenge and has the advantage of avoiding probate.
“Probate can be expensive and time consuming,” Sampson says. “This is especially true in states such as California, Florida, Illinois and New York, where probate is very complicated, or for businesses operating in more than one state.”
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In addition to saving you money, avoiding probate can also protect your business secrets. “You might not want your competitors looking up your will at the courthouse to see how much money or debt your family has,” says Sampson. Public records are also sometimes accessed by predators who try to victimize people who have inherited money. “Having your property passed along under the terms of a trust avoids the creation of public records that result from court involvement.”
Can a trust that allocates family business assets to the next generation be revocable? Yes, but that has inherent risks. Consider Sarah, who wants to do just that. Sarah’s attorney tells her that if she makes the trust revocable, all of the business assets will remain under the ownership of the family. As a result, they will be at risk of being attached by creditors or lost in lawsuits. The assets might also be seized to satisfy any nursing home bills incurred by the person who establishes the trust.
For these reasons, Sarah decides to set up an irrevocable trust. Because the trust will own the business assets, they will not be subject to above risks of loss, either before or after Beth dies.
The terms of an irrevocable trust can address the demands of complex family dynamics. Here are a few examples:
Adam and Sylvia own Pool and Spa Pros and have a 9-year-old child named Jane. They establish an irrevocable trust that designates Adam’s brother Jason as the trustee. If the parents die, Jason will run the enterprise. Jane, the trust’s beneficiary, will receive profits from the business.
Andrew and Beth are concerned that when they die their children might squabble about the business, putting its survival at risk. Daughter Suzy has already said she wants to run the business, while her brother John feels it should be sold and the assets distributed.
“A trust can designate that Suzy will run the business, and that John will not be involved but will receive a certain amount of money monthly from the trust,” says Nicole N. Middendorf, CEO of Prosperwell Financial, Plymouth, Minn. “And the trustee will make sure the provisions of the trust are carried out.”
In a case like this one, Middendorf says, a trust is especially valuable because it can mandate the disposition of assets at a time when emotions might run high. “Money often brings out greed,” she says. “People can be tempted to make decisions based on their own interests rather than on what makes sense for the future of the company and the family.”
Bart and Susan want to avoid leaving a sudden windfall to their son Chet, who is struggling with drug addiction. How can they make sure Chet is taken care of in the event of their deaths while avoiding a waste of inherited assets?
“A trust can designate that Chet receive a certain amount of money every month,” says Middendorf. “Or, to avoid funding the addiction, a trust can pay his rent so he always has a roof over his head. The trust could even mandate that he pass a drug test to receive his monthly payment.”
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A similar arrangement can also help out when the beneficiary might have a mental disability.
Some people are just bad with money. Henry and Ida are afraid their daughter Beverly will spend her inheritance on fancy cars and travel. That’s why they decide to set up a “spendthrift trust” that will release funds only for expenses related to health, education, maintenance and support.
“A spendthrift trust can be a valuable way to protect beneficiaries from spending all of their inheritance,” says Arlene Cogen, a certified financial planner and philanthropic leadership consultant based in Portland, Ore. But she warns that it’s not a foolproof mechanism: “Bear in mind beneficiaries can be very creative when it comes to petitioning trustees for health, education, maintenance and support. This can create an adversarial relationship between the beneficiary and the trustee. One way around that is to create a trust that provides the individual with a set income stream, so they cannot keep knocking on a trustee’s door for money.”
While Amy and Clark feel their son Andy is skilled enough to run the family business, they are concerned about his marriage to a spouse they don’t trust. In the event of a divorce, will the spouse sue to obtain business assets?
Scroggin offers this solution: The couple establishes a trust that calls for Andy to be paid a salary for his work, while the equity of the business, along with any profits, remains in the trust for protection from lawsuits. In the same way, a trust can protect business assets from the claims of creditors if the inheriting person is in debt.
Multiple marriages can create their own problems. James wants to make sure that if he dies, his wife, Mary, receives income for life from the company dividends and asset distributions so she can take care of their children. However, if Mary should remarry and then later die, James wants to make sure the money from the business then goes directly to his kids, and not to Mary’s new spouse or to that individual’s own children.
Again, a trust can mandate this more complex asset distribution pattern. “The division between ownership and benefits can be helpful when people get married more than once and have children from multiple spouses,” Sampson says.
Harris and Marge have three children: Deborah, Francine and Oscar. Deborah is married to a man named Frank, and they do not have children together. Harris and Marge are concerned that if Deborah is given some of the equity and then dies, the equity will pass on to Frank, who is not related by blood and who may try to dictate business decisions and make unreasonable demands, such as the hiring of his friends.
Furthermore, if Frank remarries and then dies, his new spouse, a stranger to the family, might end up owning a third of the business. And that person might demand an exorbitant buyout to avoid a lawsuit. “In this example, when Deborah dies without any descendants, a trust can call for her interest to pass on to her siblings or their descendants,” Scroggin says. “Trusts often are used to assure that business interests are retained for the benefit of family members rather than passing to outsiders.”
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The above scenarios illustrate the flexibility of irrevocable trusts. They can do all kinds of things for people who are too young to run a business, have no interest in doing so, are incapacitated or need to be protected from their own bad decisions. Trusts solve business problems by separating legal ownership and control of a business from the enjoyment of the business assets by beneficiaries.
Flexibility, though, runs both ways. Attorneys advise against micromanaging the family business transition. “Sometimes people take control too far by not including enough flexibility for the beneficiaries,” says Sampson. “As a result, what seems like a reasonable provision in a trust today might make no sense some years down the road.”
Sampson gives an example: Mark heard that “incentive trusts” could be established to avoid the problem of a child becoming a “trust baby” and slacking off instead of working. So to inspire a work ethic in his son, Jerry, Mark established a trust that would provide distributions to match his son’s earned income each year. However, Mark’s attorney encouraged adding a provision allowing additional distributions in the trustee’s discretion, just to provide flexibility. One day Jerry was driving home on a motorcycle when a serious accident left him unable to ever work again. If it were not for the provision allowing discretionary distributions beyond the amount of Jerry’s earned income, the trust assets would not have been available to provide the money required for his medical care.
That story carries a moral. “Don’t try to design for a scenario that is too specific,” Sampson says. “It’s a good idea to include a provision that the trustee can make distributions of income and principal in the trustee’s discretion just in case something unanticipated happens.”
Sampson also suggests another point of flexibility: the ability to change a trustee who is uncommunicative or too tight with distributions. “There should be a way to replace the trustee,” he says. “You can even give that power to beneficiaries as long as the new trustee is truly independent. The replacement should not be an employee of one of the beneficiaries, for example, or a relative. The flip side is that the trustee must be strong enough to sometimes say ‘no’ to the beneficiaries. The balancing act is to provide enough flexibility without giving so much freedom that the trust becomes a sham.”
As the above comments suggest, trusts need to anticipate the possibility of future surprises. That’s why the trend today is toward the use of “discretionary trusts,” irrevocable trusts that do not specify a set amount of income for beneficiaries but allow for trustee discretion.
Sampson says many business owners tell the trustees something like this: “I want my kids to be educated, and I don’t want them living in a van because they encounter a health problem. But I do not want the money used for lifestyle enhancement.” Such terms may be included in the trust itself or in a side letter addressed to the trustee.
Discretionary trusts offer considerable protection from creditors and lawsuits. That’s because the law says a creditor can only access the assets of an irrevocable trust to the same extent as the beneficiary. So if the beneficiary cannot get at the money in the trust to pay a business expense without the permission of the trustee, neither can a creditor.
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Discretionary trusts also free the trustee to invest for the highest total return without needing to worry about meeting arbitrary mandated payouts. So, for example, the trustee may decide to invest more money in a broad basket of stocks and bonds rather than only in lower-yielding bonds that would provide guaranteed but limited income.
Starting the trust-planning process early will help protect your family business assets from a sudden loss through an unexpected lawsuit or death. “Planning should start as soon as your business has assets worth protecting,” says Bill Babb, senior consultant at the Family Business Institute, Raleigh, N.C. “You want a smooth and safe transition program in place before the death of someone in an ownership position.”
When seeking outside help to plan your trust, toss a wide net. A family business transition has implications for income and estate taxes, the protection of assets and the outstanding agreements of banks and creditors. Because so many areas are involved, experts suggest assembling an advisory team of an attorney, an accountant, a management consultant and a banker.
Having bank lenders represented is especially important. “It often happens that when a key person dies, the banks get squirrely and call outstanding notes,” says Babb. “To avoid that, take the initiative long before the actual transition takes place by helping your bankers develop working relationships with whoever will be taking over the reins of the business.”
If designing a trust takes resources away from management duties, the result is worth it. “Protecting family business assets requires a commitment of time, effort and money,” Babb says. “It’s easy to procrastinate and allow the decision-making process to get bogged down. But no one has the promise of tomorrow. The risk of delay is that your business assets go to creditors and the IRS rather than to the people you want to receive them.”
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