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The Problem with Series LLCs
Posted by: | CommentsThe new, Series LLC abandons the comforts of asset protection precedent, and introduces a new, completely untried and untested concept into which uninformed promoters and unwary business owners are stumbling.
The Series LLC is an exciting new development in business entity law that is currently getting a lot of attention by promoters. It is a business entity that makes a lot of promises about cost savings, asset protection and flexibility. The question is: Can it keep it’s promises? In this article, I will explain the benefits and risks of using the Series LLC, and why – for now – it should only be used in limited circumstances.
Limited liability companies have become the most popular type of new business entity in use today. The reasons for this popularity have to do with the flexibility of the LLC structure for ownership, management, and tax purposes. Organizationally, the LLC only has “members” (or owners), and “managers”, making it much simpler to administer than a corporation with it’s internal structure consisting of shareholders, directors, and officers. Additionally, the LLC doesn’t have the same statutory requirements governing formalities such as company meetings, resolutions, minutes, etc.
Traditional asset protection planning is built on the concept that business owners can separate themselves from business risk (and separate various business assets and risks from each other) by placing different assets into separately organized business entities that provide the benefit of “legal separation”. Depending upon the type of asset, the time-frame, the owner’s goals and other criteria, business entities such as corporations, limited liability companies, limited partnerships, and various types of trusts have been used to accomplish this legal separation.
This type of asset protection, when done properly, can be rock-solid. This is because the statutes, state case law, and federal bankruptcy law provide a relatively clearly defined path. In other words, attorneys and business owners can have confidence that a properly executed asset protection plan will hold up if tested under fire.
This is how the Series LLC works: A single limited liability company is given the power to create multiple internal series. In other words, the LLC can essentially replicate itself without limitation. Each internal series can have separate or uniquely comprised ownership, assets, and (in many cases) management. The few states that offer Series LLC statutes provide for a separation of risks between the various series. This, theoretically, allows a single business entity to own and manage many different assets for many different owners – with only the expense of a single filing fee!
But, as far as it’s ability to protect assets, the Series LLC has a couple of serious problems. Actually, more than a couple:
- Only 8 states have Series LLC statutes. Those states are: Delaware, Nevada, Utah, Illinois, Iowa, Oklahoma, Tennessee, and to a limited degree, Wisconsin. In other words, 42 states don’t. That’s a huge problem for businesses with assets or operations in the 42 non-series-LLC states. If a Series LLC, formed in Nevada, has property in a non-series-LLC state such as California, will California recognize the separateness of the internal series for asset protection purposes, or will the state apply it’s own, non-series-LLC laws and interpretation? The best answer to that question is that no one really knows. The second-best answer is that each state has the power and authority to act in it’s own best interest, and is not obligated to recognize legal separation for assets within it’s borders that is owned by an entity for which it has not adopted governing laws. Given that, who wants to volunteer to be the first test case with serious money on the line?
- No Series LLC has been tested in U.S. Bankruptcy Court. The ultimate test of the strength of any asset protection strategy or vehicle is bankruptcy. The federal court has power to set aside, modify, or create qualifications for state statutes that provide any level of asset protection. This power was recently used to set aside “charging order” protection for a single-member Colorado LLC, even though state statute provided for it. Can a single series file for bankruptcy without forcing the entire entity into the process? If an entire Series LLC files for bankruptcy, will each of the series be considered separately, or will they be thrown into the same legal pot? The answers to these questions are unknown. Because the bankruptcy court exists to balance the rights of debtors and creditors, it doesn’t take too much imagination to foresee that series protection could easily be set aside under circumstances that are yet to be defined.
- Series LLCs are much more complicated to operate because they demand new levels of compliance requirements for formalities. As I discussed above, one reason the LLC has become so attractive to business owners is the fact that they require less maintenance and attention to corporate-style formalities. As a result, I suspect that a great many managers and members of Series LLCs will be unfamiliar with the fact that even when all the assets and operations within the entity is located in a state that recognizes Series LLCs, the asset protection across the various series is subject to whether or not each series has separate, complete and accurate records, including accounting records. Combining the accounts of the various series into a single “master” bank account, will constitute commingling of funds that will open the door for veil-piercing of the series. To ensure the separateness of the series, each series should have:
* Separate bank accounts
* Transactional documentation such as contracts, deeds, trusts, notes, etc., must be not only in the name of the Series LLC, but also in the name of the specific series.
* Transactions between series must be arm’s-length, conducted at Fair Market Value, using supporting appraisals.
* Each series should file for a “DBA” in each county where it owns property, which should reflect the series ownership in order to properly notify creditors of the series status.
* The Operating Agreement, and Articles of Organization must reflect series status.
Other Series LLC Problems
Other states are not likely to add Series LLC provisions. The National Conference of Commissioners of Uniform State Law (NCCUSL), have not included, and do not support series LLC statutes in the Uniform LLC Act that is adopted by various state legislatures. This omission makes it highly unlikely that other states will move to adopt series LLC statutes in the future. Proponents of the original Delaware Series LLC Act have testified that the Series LLC was originally intended strictly as a vehicle for Delaware-based investment fund manager to maintain and operate separate regulated investment funds such as hedge funds, venture capital funds and fractional share arrangements.. It was never their intention that the Series LLC concept be utilized in unregulated environments or for use by the general business community. Significant push-back to the series LLC has come from within many sectors of the legal community.
Foreign Filing. Again, because so many states do not have Series LLC statutes, there is going to be confusion about how to properly qualify a series to transact business within those states. Expect states to follow the example of California, which requires each series of a Series LLC that operates or has assets located within its borders to register separately with the California Franchise Tax Board. Each series, therefore, is subject to the minimum $800 filing fee.
Federal Tax Issues. The Series LLC allows for a single entity to have separate series, each with different ownership. This creates a potential problem under the Federal Tax Code. The IRS has issued a Private Letter Ruling (200803004) which concludes that each series of an LLC is a separate entity for tax purposes, and each series can elect its own tax status.
Securities Issues. There are significant legal question surrounding the use of series in soliciting investment and raising capital through offerings. Existing securities law does not address such questions as whether each series mush separately meet the Reg. 504D registration exemption, whether each series can conduct its own offering, or whether regulators would collapse all the series together.
Conclusion
Perhaps the day will come when the Series LLC is broadly adopted by all states, and the questions and concerns about how non-Series-LLC states will interpret the separateness of internal series will be resolved. Undoubtedly, in coming years we will see a Series LLC go through federal bankruptcy, at which time we will have a much more reliable indicator as to the conditions the court will look at in order to recognize the separation of series. Unfortunately, that day is not today.
My recommendation, for what it’s worth, is as follows: If all of your properties, assets, employees and operations are located within a state that provides Series LLC statutes – AND you recognize and are willing to accept the risk that the asset protection value of a Series LLC is merely theoretical for now, go ahead and use it. If you don’t meet that criteria, I would avoid it until the questions are answered and the issues resolved.
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Four Steps to Providing Feedback
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It is important to have a system that you can rely upon to provide feedback to your employees. Not only do they need feedback from you, but they actually want it, also. The fact is, most people really do want to succeed at their job, and they do want to please their employers.
Regular and consistent feedback is a great way to ensure that you are giving your people what they need in order to succeed. And, it gives you a great and timely opportunity to recognize accomplishments. An entrepreneur can instill trust and confidence in others, which can be helpful – if not essential later.
A simple system of providing feedback can consist of as little as Four Steps:
- Write a Report. Give a written account that describes what the employee has accomplished, and how the accomplishment compare with the targets that have been set.
- Analyze Shortcomings. In the event that there are shortcomings, point them out while focusing on why they occurred. By focusing on why they occurred instead of who fell short, you can keep this analysis positive and encouraging.
- Invite Questions. Encourage the employee to provide their own feedback of the job, including how well they felt they were supervised, and whether he or she would like to take on similar assignments in the future.
- Identify Training Needs. It is possible that your analysis will show that the real shortcoming has been in the area of training. So, determine what type of training is necessary, and schedule it.
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Five Essential Leadership Traits You Need When Times Are Tough
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I don’t have to tell you how turbulent the last couple of years have been. We’ve seen the impact of the economic environment on entrepreneurism in a big way over the last 18 months. On the bright side, I am seeing that businesses startups today – and those existing businesses that are surviving and flourishing in the current economic conditions – are much better companies than they were before the economic meltdown occurred.
We are learning. It’s an essential part of the entrepreneurial process.
So, I thought I would share the six characteristics and traits that organizations need today in order to be positioned to make solid decisions and be positioned to make the best out of challenging times:
- Credibility. This is harder than it sounds. How can you be credible – or even feel credible – when there is so much uncertainty all around you? There really isn’t any way to fake it or force it, is there? There may be many people who are looking to you right now to measure how credible you are right now – from your spouse, your business partners, your vendors, your customers, and your banker. Credibility in the storm around you comes from your ability to level with others with complete honesty and humility.
- Inspiration. People around you are probably fearful. Many have lost their savings, jobs, investments, and businesses. But never forget: Hope overcomes Fear! You can give hope to your team by giving them a realistic, but optimistic vision of exactly how you are going to succeed from here. No matter how dark, difficult and dreary things can appear to those who are in fear, you can open them up to a whole new world of possibilities that they are not thinking of, yet. Remember The Shawshank Redemption? That was the message of the entire movie: Hope overcomes Fear. Be realistic – but optimistic!
- Be Connected to Real-Time Realities. You simply can’t keep working with outdated assumptions that are based on what your model/market looked like a couple of years ago. Things have changed. Unless you continuously monitor those changes and stay on the pulse of the reality of your changing circumstances, you can find yourself quickly in the buggy-whip making business.
- Be Personally Involved. There has perhaps never been a time when it has been more important to have an accurate, ground-level assessment of your situation than right now. It can be easy for a business owner to become distant – and disconnected – from your team, your operations, and your customers. Now is the time they those around you need to see your intense, hands-on participation in working through challenges and finding solutions. You might be surprised at how much comfort that gives those around you.
- Be Bold. The economy runs in cycles. Your responsibility to your business is not only just to survive the current cycle, but also to build for what is to come. By creatively planning and executing right now, you can take advantage of the weaknesses, fears, and disconnection that your competitors are feeling right now. After all, entrepreneurs are – first and foremost – problem solvers! Find the problem your customers have, and solve it for them. That has always been the key to entrepreneurial success.
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Entrepreneurship & Well-Being
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If you are not familiar with it, the Gallup-Healthways Well-Being Index tracks and measures the emotional, psychological and physical health of Americans across all sectors. Their website is a fascinating current and historical snapshot of our country. From their data, many important lessons can be learned about us – individually and collectively.
Recently, Gallup-Healthways published a report that demonstrated that entrepreneurs have the highest overall well-being of any occupational group – despite the fact that business owners work longer hours than any other category. The research shows that working long hours doesn’t actually diminish one’s well-being with the exception of those who are not really engaged in their work.
The Gallup-Healthways report further breaks down the well-being ranking into six sub categories:
- Work Environment. Entrepreneurs score 16 percentage points higher than the next highest occupation. The ranking is based on job satisfaction, the ability to use strengths at work, and the level of trust and openness in the work environment.
- Basic Access. This metric is based on access to basic needs, such as food, shelter, healthcare, and a safe, satisfying place to live. Entrepreneurs placed fourth in this category, trailing Manager/Executives, Professionals, and Clerical.
- Emotional Health. Interestingly – but perhaps no surprise – those working in the Farming/Forestry sectors lead this category, followed by Professionals, Manager/Executives, and Entrepreneurs.
- Healthy Behavior. This sub-index measures four behaviors strongly linked to physical health: eating healthy, smoking, regular consumption of fruit & veggies, and frequency of exercise. Again, Farming/Forestry workers lead this, followed closely by Entrepreneurs.
- Physical Health. This measures nine items that indicate chronic or daily illness. Construction workers rate in a statistical tie with Manager/Executives, then Professionals, Sales, Installation, Farming/Forestry, followed by Entrepreneurs. This is the category where Entrepreneurs rank lowest in the survey.
- Life Evaluation. This measures where people evaluate their present and future lives on a scale of 1 to 10. Entrepreneurs rank fourth in this category, trailing Professionals, Manager/Executives, and Sales workers.
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Should You Hire Yourself?
Posted by: | CommentsWhen you make the decision to start your own business, this is a really THE critical question.
The answer to this question should consider several different factors:
- If you currently have a job, what problem is going to be solved by leaving it? If you are leaving your current job just to get away from the stress, the hours, and responsibility – you better re-think things.
- How long can you survive without any income? Expect the first business revenues to go right back into the business.
- Will your lifestyle support your entrepreneurism? What about your spouse, and kids? Starting your own business is going to have an impact on those closest to you. How are you prepared to manage that?
- What adjustments do you need to make in your current circumstances to pull this off? And, can you make the changes necessary? If you need additional skills, experience or contacts to make it work, you might be better off taking time to develop them before making the jump.
- Have you really looked at the downside? Sometimes the grass IS greener on the other side of the fence, but that doesn’t mean there aren’t a lot of weeds. Talk to others who have gone down this path and ask them about what they can’t stand, and what they wish they could change.
- Are you most interested in the money – or in being happy and fulfilled? They aren’t necessarily mutually-exclusive, but if you are only driven by the money, your odds of succeeding drop considerably. Those most likely to achieve success are those who are driven by their passions.
- Do you have any other choice? Unfortunately, in the current environment, many people don’t have a lot of options – but that doesn’t mean you can overlook all the other issues.
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Capital, Confidence and Concept
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Conventional wisdom says that starting your new business is risky, although these days “risk” is a relative term.
It turns out that working for someone else is risky, too – as so many people have discovered in the past 18 months. Evidently, joining a union for the perceived promise of stability doesn’t remove that risk, and neither does working for the government.
In the presence of the risks of entrepreneurism, there are, however, two things you need to bring to the table in some combination when you make the leap to start your own business: Capital and Confidence. The need for these two elements exists in a constantly evolving, symbiotic dance because the amount of either that is available at any given moment varies. In a general sense, the less capital you have, the more cajones you need to survive.
Nevertheless, many small business epitaphs have been written by entrepreneurs who had an abundance of both, but who lacked a solid, well-thought-out concept of what they were actually doing. In other words, a bad business idea – or a good business idea executed poorly – has the power to trump everything else when it comes to achieving ultimate success.
The concept of concept is multi-faceted. You can have a general idea of something that might make a successful business model and still have absolutely no idea how to actually make it work. Which is why it makes sense to test your assumptions, build a good support system, increase your business skills and knowledge, and continually adjust your plan as you move forward. That is a powerful reason why business coaching makes so much sense for first-time entrepreneurs and new business owners.
Of these three elements – Capital, Confidence and Concept – the risks of entrepreneurism are only alleviated by improving your concept. Contrary to the assumptions of many first-time entrepreneurs, having what is perceived as “sufficient” capital doesn’t remove the risks at all – it only defines the amount of risk. And, confidence – although absolutely essential to any entrepreneur – can actually increase your risk if it isn’t appropriately balanced by the other two pieces.
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Recommended Reading on the Health Care Crisis
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Nevertheless, I thought I would share one of the most intelligently written and carefully thought-out pieces that I have read on the state of health care in the United States. Everybody seems to agree that the system is broken, but there are disagreements about “what” is actually broken, and how to fix it. The article, How American Health Care Killed My Father, written by David Goldhill and published in the September issue of The Atlantic, makes a powerful statement about the real problems in our nations health care system, and proposes a unique solution that nobody in Washington D.C. is discussing.
No matter what position you find yourself taking in the current political debate, Goldhill will assuredly challenge your assumptions and make you re-think your position. I know it had that impact on me.
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Cut out excess sources of adrenaline
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Adrenaline is a powerful substance that has a strong impact on the body. From Wikipedia:
Epinephrine is a powerful action, “fight or flight”, hormone and also plays a central role in the short-term stress reaction. It is released from the adrenal glands when danger threatens or in an emergency, hence an Adrenaline rush. Such triggers may be threatening, exciting, or environmental stressor conditions such as high noise levels, or bright light and high ambient temperature.
When in the bloodstream, it rapidly prepares the body for action in emergency situations. The hormone boosts the supply of oxygen and glucose to the brain and muscles, while suppressing other non-emergency bodily processes (digestion in particular).
It increases heart rate and stroke volume, dilates the pupils, and constricts arterioles in the skin and gastrointestinal tract while dilating arterioles in skeletal muscles. It elevates the blood sugar level by increasing catabolism of glycogen to glucose in the liver, and at the same time begins the breakdown of lipids in fat cells. Like some other stress hormones, epinephrine has a suppressive effect on the immune system.
Clearly, adrenaline serves an essential purpose in our very survival by preparing us for the “fight or flight” response when we face danger or stress. But how many unnecessary activities, relationships, attitudes or situations leave us feeling the “rush” of that response?
Too much adrenaline not only has important health implications, but it also distracts us from completing important projects, leaves us feeling anxiety, and intensifies the feeling that time is flying. By identifying and reducing these unnecessary sources of adrenaline in our lives, we would all be healthier, more focused, and feeling less stressed out.
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The Five Factors of Customer Loyalty
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One of the important trends in the realm of customer relations has been the transition away from focusing on Customer Satisfaction, and instead focusing on Customer Loyalty. As a performance standard, “customer satisfaction” is a rather low bar. We should have higher goals in business than to just meet our customers expectations. Increasingly, businesses that do no more than satisfy their customers are losing their customers’ loyalty to companies that exceed expectations.
Fred Reichheld wrote a terrific book called The Ultimate Question, that introduced the concept of a “Net Promoter Score” or NPS, which measures Customer Loyalty by asking questions based on the idea of how likely customers are to refer a company to their friends. It is an important idea that can revolutionize how a business looks at its customer, and I recommend it highly.
When you break down the components of customer loyalty, there are five factors that influence and determine its strength:
- Price. Customers are more price sensitive now than they have ever been. In the new, post-recession economy, I think that price will continue to be a primary driving factor that will determine how loyal our clients and customers are to our business.
- Product. There is no substitute for delivering a quality product. With so many options in the marketplace, if your product or service doesn’t live up expectations, or is less than perfect, customers won’t come back. I know that for me, one bad meal in a restaurant is all it takes for me to not return.
- Delivery. The experience of receiving a product or service encompasses the entire corporate promise to the customer. It includes every aspect of what the customer sees, feels, touches, and experiences.
- Service. Customer’s expectations about service are continually increasing. To some degree, we’ve become spoiled by immediacy of information that technology provides. When we have questions or problems, we expect to be able to get answers and solutions now – and in the format we want it.
- Recognition. We all want to be recognized – for who we are, for what we do. We love it when people know and remember our names. We all like to feel important to someone. A key factor in building customer loyalty is in finding a way to provide that recognition, and provide it consistently.
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Closing the Money Hole
Posted by: | CommentsThis is a brilliant parody newscast by The Onion that really nails the current debate about the rising national debt, out-of-control government spending and fiscal responsibility – not to mention the cable news networks wonky talking heads. Enjoy!
In The Know: Should The Government Stop Dumping Money Into A Giant Hole?
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