Jennifer Jacobs – Living Benefits Update

jennifer jacobsIn this video, I speak to Jennifer Jacobs, President of LTCI Consulting Inc. to chat about the expectation of changes of living benefits / life insurance, in terms of what we see in the market place and what we can do to take advantage on what is available today.

IRONSHIELD Financial Planning’s “Fly On The Wall” update call.
These calls are recorded by Scott Plaskett and allow you to get a behind-the-scenes look at one of his professional update calls. Watch and listen as a “fly on the wall” and get some of the most valuable information you will find on the Internet.

7 things to do before signing a Letter of Intent to sell your business

Republished with permission from Built to Sell Inc.

time to sellYou may be years away from selling your business, but it’s never too early to understand what the process involves.

If you have ever promised your child a treat in return for good behaviour, you know all about negotiating leverage. When selling an attractive business, you also have leverage—but only up to the point where you sign a letter of intent (LOI), which almost always includes a “no shop” clause requiring you to terminate discussions with other potential buyers while your newfound “fiancé” does due diligence. 

After you sign the LOI, however, the balance of power in the negotiation swings heavily in favour of the buyer, who can then take their time investigating your company.  At the same time, with each passing day, you will likely become more psychologically committed to selling your business. Savvy buyers know this and can drag out diligence for months, coming up with things that justify lowering their offer price or demanding better terms.

With your leverage diminished and other suitors sidelined, you are then left with the unattractive options of either accepting the inferior terms or walking away.

Here are seven things you can do—before you even put your business up for sale, and before signing an LOI—to minimize the chances of your deal dragging on for months and becoming watered down:

1. Make sure your customer contracts have “successor” clauses.

Have customers sign long-term, standardized contracts, including a clause stating that the obligations of the contract survive any change in company ownership. 

raving fan2. Nurture and prepare a group of 10 to 15 “reference-able” customers.

Acquirers will want to ask your customers why they do business with you and not your competitors. Before you sign the LOI, cultivate a group of customers to act as references.

3. Ensure your management team is all on the same page.

During due diligence, acquirers will want to interview your managers without you in the room. They want to find out if everyone in your company is pulling in the same direction. 

4. Consider getting audited financials.

An acquirer will have more confidence in your numbers and will perceive less risk if your books are audited by a recognized accounting firm.

5. Disclose the risks up front.

Every company has some risk factors. Disclose any legal or accounting hiccups before you sign the LOI. 

6. Negotiate down the due diligence period.

Most acquirers will ask for a period of 60 or 90 days to complete their due diligence. You may be able to negotiate this down to 45 days—perhaps even 30 with some financial buyers.  If nothing else, you’ll alert the acquirer to the fact that you’re not willing to see the diligence drag out past the agreed-to close date.

7. Make it clear there are others at the table.

Explain that, while you think the acquirer’s offer is the strongest and you intend to honour the ‘no shop’ agreement, there are other interested parties at the table.

If you take all seven of these steps, you will protect the value of your business as the balance of power in the negotiations to sell your company swings from you to the buyer.

Why not find out now if your business is sellable?

This free online tool is the only no-risk step you can take to determine if your business is ready to get full value.  Fast-track your analysis by taking advantage of this free, no-obligation free online tool.

This Sellability Score you instantly receive is a critical component to any business owner’s complete financial plan and is something that, until now, we have only made available to existing clients.

However, we recognized that there is value in knowing in advance of working with a financial planner whether or not your largest asset is ready to be exchanged for your retirement nest egg.  Our view is that you are better to learn more about your businesses sellability today and find out how your business scores on the eight key attributes so that you can ensure you obtain full value.

If your business part of your retirement plan, finding out your sellability score will be the best 10 min. you could ever spend working “on” your business.

Take the Quiz here: The Business Sellability Audit

Sellability ScoreFor more free information on Creating A Business Owner’s Dream Financial Plan, you can listen to a free, eight part series we did exclusively for business owners.  The show is also available to subscribe to for free via iTunes.

 

Three Pillars To Successful RRIF Investing

When building an investment portfolio for retirees, there are three criteria that when met, will provide you with the highest probability of success.

Now, most articles being written today about investing for income are all focusing on the income distributions, yield and consistency of both.  The problem is that if you don’t apply these three pillars to successful RRIF investing to those strategies, you will be accepting more risk than is appropriate for your age and stage of life because no matter how you slice it, when you are investing in a low interest rate environment, the only way to increase the yield or distributions are to take on more risk.  Plain and simple.

The problem with this approach is that the risk is hidden and will only reare it’s ugly head when you can’t afford it to.  Focusing on these three pillars to successful RRIF investing will provide you with an investment solution that is providing you with the highest probability of success to protect and preserve your RRIF portfolio.

  1. Quality Management

How do you rate an investment manager?  If your answer is by historical rate of return then you are potentially setting yourself up for failure.  As I always say, live by return, die by return.  Don’t focus solely on return, focus on consistency of return and you’ll be more inclined to stick with your discipline as opposed to make an emotional decision at the wrong time in the economic cycle.

Here is an example of how to determine if your investment manager is providing you with quality management.  (NOTE: I will not be promoting an investment solution in this post, only the methodology for you to use in order to assess your own portfolio.  However, these are actual audited numbers for one of our favoured Canadian investment counsellors – they are not made up)

  1. Availability of Tools To Those Managers
  2. Attention To Fees

5 RRIF Strategies For Retirees

RRIF StrategiesLike many Canadians approaching retirement, you probably have an RRSP that you have been contributing to and managing for years.  However, that magical date where you turn 71 and have to convert your RRSP to a RRIF is quickly approaching.   Now you need to know more about Registered Retirement Income Fund (RRIF) strategies as opposed to savings strategies that have been directing the management of your Registered Retirement Savings Plan (RRSP).

Here is what you need to know so that you can take full advantage of a RRIF?

5 RRIF Strategies For Retirees

1. Proper RRIF Wealth Accumulation Strategies

Your investment plan doesn’t need to change drastically just because you are converting your RRSP to a RRIF.  But, there is one critical trait that all of the investments in your RRIF need to share to protect you from a negative experience – accessability.

I’ll get into the rules pertaining to RRIFs in a minute but always keep in mind that you will need to make sure that all of the investments in your RRIF are easily converted to cash if you want to use the RRIF withdrawal as a retirement income.

Investing in investment solutions that are somewhat illiquid or carry redemption penalties or that can attract tax-clawbacks are investment you will want to avoid in your RRIF.

Here are some examples of investments to avoid in your RRIF:

    • Labour Sponsoured Investment Funds – a redemption from these types of funds prior to the claw-back period for the tax credits will attract a very nasty tax bill.
    • Private Equity – this asset class is a lot less liquid and therefore if you need income from your RRIF and can’t sell your shares of private equity, you may be strapped for cash.
    • Deferred Sales Charge (DSC) Mutual Funds – if you’ve amassed over $100,000 in liquid wealth and you are still investing in DSC mutual funds, you need to reconsider your investment plan.  These investments carry with them steep redemption fees and if you are required to redeem out of these funds to meet your cash requirements, you will be forced to incur this steep penalty fee.

2. What are the rules around converting to a RRIF?

As you approach retirement, it is important to know the rules surrounding the conversion of an RRSP to a RRIF.

In essence, the rules state that you will need to convert your RRSP to a RRIF by December 31st of the year in which you turn 71.

So, what this entails is completeing and signing a new application form with the company who you will be opening up the RRIF with (in most cases it’s the same company who you hold your RRSP with) to open up a RRIF account and then preparing and signing a Transfer Authorization For Registered Investments Form to transfer your RRSP to your RRIF either “in kind” or “in cash”.  In Kind transfers are simply the transfer of your portfolio “as is” and an in cash transfer is as it suggests, a transfer of the value of the RRSP portfolio in cash.

These two forms are required because they will allow you to transfer the funds from your RRSP to your RRIF on a tax-sheltered basis.  NOTE: If you redeem the funds from your RRSP expecting to be able to then deposit them into a RRIF, you will be taxed on the RRSP withdrawal and will not be able to contribute to the RRIF because new contributions are not allowed to RRIFs.

This takes care of the transfer of your RRSP to your RRIF but you haven’t yet received your first payment.  So, on the RRIF Application you will indicated how and when you would like to receive your first payment.

The rules state that a minimum amount of income needs to be withdrawn and de-registered from your RRIF each year.  This minimum amount (known as a RRIF Minimum) is calculated each year by the RRIF administrator.

If your goal is to defer the income from coming out of your RRIF for as long as possible then here is what you can do.

    • Convert your RRSP to a RRIF by December 31st of the year you turn 71.
    • Request an annual withdrawal from your RRIF for your RRIF Minimum.
    • Request your annual withdrawal be paid to you in December of the first year you need to make your withdrawal (i.e. the next year).  This will allow you to receive your first withdrawal at the end of the year you turn 72 – a full extra year of tax-sheltered growth.
    • If your spouse is younger than you, elect to have the RRIF Minimum amount calculated based on their age which in turn will reduce the amount that is required to be withdrawn.

investing3. What are the best investment practices to investing your RRIF?

I touched on it briefly earlier in the post but in general, your investment plan does not need to change very much when you convert to a RRIF from the plan you were following in your RRSP.

Think about it this way.  What is the most appropriate investment profile for an investor who has a 15 – 25 year time horizon.  it’s probably not too far off of the investment risk profile you are currently using in your RRSP.

But, here are some important things to consider:

    • Are you maximizing your plans “tax efficiency”?  Often times people have more than one registered plan (eg: Spousal RRSP, Locked-In RRSP, Regular RRSP, etc…).  Having multiple plans can make it more challenging to manage as each plan is seperate from one another.  Add to the proplem the fact that you may also have non-registered accounts that are not tax-sheltered and you have the potential for creating a dogs breakfast of a portfolio.
    • Take a wholeistic approach to the management of all of your plans to ensure tax efficiency.  By determining the overall asset mix for your overall plan, you can place tax innefficient investments (bonds and GIC’s) in your registered accounts and tax efficient investments (dividend producing or capital gain generating securities) in your non-registered accounts.  That way when a dividend or capital gain is realized in your portfolio, you receive the tax efficiency that these investments offer and when an interest payment is made from the fixed income side of your portfolio (i.e. bonds and GICs) this innefficient form of income is tax sheltered within the plan.
    • Finding investment solutions that truly allow you to manage your overall plan from this high level can often times be difficult.  Retail mutual funds often times don’t allow for the level of tax efficiency needed to obtain a high level of tax savings.

taxes4. How should you schedule your RRIF withdrawal?

There is a lot of debate as to whether you should take a monthly withdrawal, quarterly withdrawal, semi-annual withdrawal or annual withdrawal from your RRIF.  And, as in most financial planning strategies, the answer lies in the term – it depends.

It depends on your unique circumstances but one simple over-riding rule tends to apply in this situation.

The longer the funds stay in the tax-sheltered plan, the more growth you will receive.

My suggestion is to match your withdrawal frequency to your needs.  If you need the RRIF payment to be part of your monthly cash flow then set it up for a monthly withdrawal.

If other forms of income are already taking care of your monthly cash flow requirements then set it up as an annual withdrawal and consider (if you really don’t need the funds for cash flow purposes) re-investing the funds into your non-registered investment portfolio (or better yet, into a CRA approved Wealth Protection Plan to gain further tax sheltering on the funds).

beneficiary5. RRIF Beneficiaries and Taxes.

One of the biggest mistakes people make when they set up their own RRIFs either through a discount brokerage account or through the tellor at their bank is they forget to realize that the beneficiary election that they had on their RRSP will not carry over to the new RRIF.  There have been some very heated court cases that illustrate the importance of paying attention to the details – and this detail is important.  Make sure you name a beneficiary on your RRIF.

Here is a listing of the types of beneficiaries you can list on your RRIF and their accompanying tax treatment:

    • Spouse: Tax free rollover.
    • Child: Balance of the RRIF is included in the annuitants final years tax return and then tax is paid on this as if it were income for the year.
    • Relative: Balance of the RRIF is included in the annuitants final years tax return and then tax is paid on this as if it were income for the year.
    • Charity: Balance of the RRIF is included in the annuitants final years tax return and then offset by a charitable receipt little to no tax is paid on the balance of the account.

Hopefully this post has taken the mystery out of Registered Retirement Income Funds.

Three Key’s To Successful Curb Appeal For Your Business

luxuryhomeDoes Your Business Have Curb Appeal?

Let’s say you’re in the market for buying a house and you go to view one that looks appealing in the ad. How does it look on the inside? The outside? What about the location? What is your general impression?

Like your house, your business projects an image to potential buyers. When they come to see your business for the first time, your “curb appeal” can attract a buyer to your business—or cause them to walk away from it.

Do you need to improve your curb appeal?

Here’s a three-step plan:

1. Fix Your Leaky Faucets

leaky faucetPerhaps, like many other business owners, you started your business from scratch with one or two employees and now you have 20 people working for you. But do you have the appropriate HR infrastructure in place for that size of a company?  Perhaps you even take pride in your informal management style, but it can prove to be a liability when it comes time to sell.

Make sure your human resources policies are at least as stringent as those of the company you hope will buy your business. Some basics to have in place:

  • A written policy making it clear you forbid any form of harassment or discrimination;
  • A written letter of employment for each staff member;
  • A written description of your bonus system;
  • Written policies for employee expenses, travel and benefits.

2. Assemble Your Binder

company binderWhen you go to buy a house, it will give you confidence if the owner has the instruction manuals for the appliances, information on where they were purchased, and who to call if one of them breaks down.

Similarly, when a potential buyer looks at your company, he wants to see that you have your business information in order.  Documenting your office procedures, core processes, and other intellectual capital can help you attract more bidders and a higher price for your company, while also lowering the chance of the deal falling apart during diligence.

If you want to attract a buyer one day, your business needs a binder with instructions for basic functions, such as:

    • Opening up in the morning and closing down at night;
    • Forms and step-by-step instructions for routine tasks;
    • Templates for key documents;
    • Emergency numbers for service providers;
    • Billing procedures for customers.
    • How your company is positioned in the market and your marketing tools.

3. Document Your Intangibles

check list bookIntangibles for house buying might include:

  • Is the house near a good school or daycare?
  • What kind of neighbourhood is it?
  • What kind of commute are you looking at to get to work?

Your business also has intangible, often intellectual, assets that a potential buyer needs to be made aware of, such as:

  • Proprietary research you’ve conducted;
  • A formula for acquiring new customers;
  • Criteria you use to evaluate a potential new location;
  • Your unique approach to satisfying a customer.

As with selling a house, your company’s curb appeal can go a long way toward closing a deal.

Six Reasons You May Want To Sell Your Business Now…

HandOverKeysIs Now the Time To Sell Your Business?

Have you been thinking about selling your business but just can’t decide if now is the best time?  Do you find yourself repeatedly analyzing the economic situation and wishing you had a crystal ball? There are positive signs and there are negative signs….

If you’re still up in the air and can’t quite decide whether or not to hit the eject button, here are six reasons you might want to consider getting out now.

1. You’re less interested in fighting the good fight

A lot of business owners took the Great Recession in the teeth. If you’ve got your business stabilized and the prospect of possibly having to fight through another recession leaves you panic-stricken, it could be time for you to get out.

2. The worst is behind you

Let’s say you were mentally ready to consider selling a few years ago and then 2008 hit, and in 2009 you made cuts and adjustments, and now you’re seeing some profit and revenue growth.  With your numbers going in the right direction, now might be just the right time to make your move.

taxes3. The tax man is coming

Governments around the world are looking for money to fund the cost of an aging population. At some point this will mean increased taxes.

4. Nobody is lucky forever

If you’re lucky enough to be in a business that actually benefits from a bad economy, congratulations… you’ve probably just had the four best years of your business life. But no cycle lasts forever and right now might be a great time to take some chips off the table.

5. The coming glut

As a business owner, demographics are not on your side.  As the baby boomers start to retire in droves, we’re going to have a glut of small businesses coming on the market. That’s great if you’re buying; but if you’re a seller, you may want to avoid the flood and head for higher ground now.

6. The closing window

Since 2008, it’s been tougher for private equity companies to raise money; so many firms had their last successful round of fundraising a number of years ago. Many of these funds have a five-year window in which to invest or they have to give the money back to the people who gave it to them. Some boutique private equity firms will make investments in companies that have at least one million dollars in pre-tax profits (larger private equity firms will not go below $3 million in EBITDA); so if you’re in the seven-figure club, you could get a bidding war going for your business among private equity buyers keen to invest their money before they have to give it back.

The bottom line is that now could be a tremendous opportunity for you to take advantage of. But, doing so could be very challenging in terms of time and effort on your part.

Why not find out now if your business is sellable?

This free online tool is the only no-risk step you can take to determine if your business is ready to get full value.  Fast-track your analysis by taking advantage of this free, no-obligation free online tool.

This Sellability Score you instantly receive is a critical component to any business owner’s complete financial plan and is something that, until now, we have only made available to existing clients.

However, we recognized that there is value in knowing in advance of working with a financial planner whether or not your largest asset is ready to be exchanged for your retirement nest egg.  Our view is that you are better to learn more about your businesses sellability today and find out how your business scores on the eight key attributes so that you can ensure you obtain full value.

If your business part of your retirement plan, finding out your sellability score will be the best 10 min. you could ever spend working “on” your business.

Take the Quiz here: The Business Sellability Audit

Sellability Score

For more free information on Creating A Business Owner’s Dream Financial Plan, you can listen to a free, eight part series we did exclusively for business owners.  The show is also available to subscribe to for free via iTunes.

 

The Key To A Successful Canadian Retirement

I have recognized that there is one single problem facing Canadians today (really, it’s not just Canadians but for this post, I’ll only discuss issues that relate to Canadians) and this problem, is erratic, irrational and unpredictable.

  • Government decisions to keep interest rates low – they are artificially low to keep the economy moving but there will come a day that we can’t hold them down any longer and then inflation will go through the roof.
  • Governments are focusing on removing tax-exempt strategies – take advantage of what is available now – otherwise you will lose the opportunity.
  • Regulators are changing the rules on the insurance industry forcing them to either close their doors or to increase rates.
  • Financial community is focused in embedded commissions and people aren’t getting value for what their advisor is receiving in most cases.

(the problem is government decisions)

So, what is the key to retiring in Canada – you guessed it – working with a Canadian financial planner you can trust.

The C-word and 7 Others That Entrepreneur’s Should Avoid…

Republished with permission from Built to Sell Inc.

WaggingFingerThe majority of businesses in Canada today started out as service companies. If you want to own a web design firm, you didn’t need a lot of money, just a technical knack. Enterprising professionals who know how to get the media’s attention can start their own pubic relations firms without much more than a mobile phone. No capital required.

But if you want to build a valuable company – one you can sell – you’ll want to stop presenting yourself as a service firm. Consultancies are not usually valuable businesses, because acquirers generally view them as a collection of people who peddle their time on a hamster wheel. The typical way to sell a consultancy is for the consultants themselves to trade their equity for a job, in the form of an earn-out that may or may not have an upside.

If you want to build a valuable company consider re-positioning your business out of the ‘consultancy’ box.  Depending on your business, you may need to change your business model and ‘productize’ your service. One of the first things to do is to stop using consulting company terminology and replace it with the terminology of a valuable business:

Consultancy

Defining your company as a ‘consultancy’ will announce to the market you are a collection of people who have banded together around an area of expertise. Consultancies rarely get acquired, and when they do, it is usually with an earn-out. Replace ‘consultancy’ with ‘business’ or ‘company’.

Engagement

An engagement is something that happens before two people get married; therefore, using the word in a business context reinforces the people-dependent nature of your company. Replace the word ‘engagement’ with ‘contract’, and you’ll sound a lot more like a business with some lasting value.

Deck

A deck is a place to have a glass of wine. It’s not a word to use to describe a PowerPoint presentation unless you want to look like a ‘consultancy’.

Consultant

Instead of describing yourself using the vague term ‘consultant’, describe what you consult on. If you are a search engine optimization consultant, who has developed a methodology for improving a website’s natural search performance, say you ‘run an SEO company’ or ‘help companies improve their ranking on search engines, such as Google’.

Deliverables

Consultants promise ‘deliverables’. The rest of the world guarantees the features and benefits of their product or service.

Associate, engagement manager, partner

If you refer to your employees with the telltale labels of a consultancy, consider replacing ‘associate’, ‘engagement manager’ and ‘partner’ with titles like ‘manager’,” ‘director’ and ‘vice-president’, and  you’ll reduce the chance of your customers expecting a bill calculated at 10-minute increments.

Clients

The word ‘client’ implies a sense of hierarchy in which service providers serve at the pleasure of their client. Companies with ‘clients’ are usually prepared to do just about anything to serve their clients’ needs, which sounds great to clients, but also telegraphs to outsiders that you customize your work to a point where you have no leverage or scalability in your business model. Would your ‘clients’ really care if you started referring to them as ‘customers’?

It’s easy to get stuck in a low-growth consulting company. ‘Clients’ expect to deal with a ‘partner’ on their ‘engagements’, so the business stalls when the partners run out of time to sell. If a company ever decides it wants to buy your consultancy, acquirers will know they have to tie up the partners on an earn-out, to transfer any of the value. When it comes to the value of your business, optics matter and the first step in avoiding the consulting company valuation discount is to stop using the lingo.

Financial planning for business owners is different.  Following the same traditional financial planning methods appropriate for your employees will lead you down the wrong path. Your business is where your wealth is and planning how to access that wealth when it comes time to retire is key.

Wondering if you have a sellable business? The Sellability Score® is a quantitative tool designed to analyze how sellable your business is. After completing the questionnaire, you will immediately receive a Sellability Score out of 100 along with instructions for interpreting your results.

Take the Quiz here: The Business Sellability Audit

Why not find out now if your business is sellable?

This free online tool is the only no-risk step you can take to determine if your business is ready to get full value. Fast-track your analysis by taking advantage of this free, no-obligation free online tool.

This Sellability Score you instantly receive is a critical component to any business owner’s complete financial plan and is something that, until now, we have only made available to existing clients.

However, we recognized that there is value in knowing in advance of working with a financial planner whether or not your largest asset is ready to be exchanged for your retirement nest egg. Our view is that you are better to learn more about your businesses sellability today and find out how your business scores on the eight key attributes so that you can ensure you obtain full value.

If your business part of your retirement plan, finding out your sellability score will be the best 10 min. you could ever spend working “on” your business.

Sellability ScoreFor more free information on Creating A Business Owner’s Dream Financial Plan, you can listen to a free, eight part series we did exclusively for business owners. The show is also available to subscribe to for free via iTunes.