Growing Pains: Structural Considerations for Growing Your Business

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Ask any small-business owner what he sees as the major challenges to growing his business, and chances are he’ll say: winning more sales. Ask any medium- or large-business owner what her major challenges have been, however, and she’ll probably say: structural growing pains — putting into place the necessary processes and structure to accommodate a higher volume of business. In fact, one of the most common reasons businesses plateau at a certain level is their inability — or unwillingness — to develop the structure needed for growth.

But aligning structural changes with sales growth is not simple. It is often more of an art than a science. The systems, processes, staff, and organization changes needed to grow are ongoing and dictated by myriad factors such as the nature of the business, its capital requirements and, ultimately, customer demands. Nonetheless, certain structural growth concerns — excluding financing and office/production space issues — are shared among all growing companies and fall into three overall areas: organizational structure, policies and procedures, and systems/technology.
Staffing/Organizational Structure

Among the most common growing pains small companies experience are those related to organizational structure. Organizational structure and reporting hierarchy for a 25-person company is quite different than it is for a five-person organization. Typically, an entrepreneur can manage fine until there are about a dozen people in the organization. At this point, the initial structure — where everyone usually reports to the owner — breaks down. In effect, nothing can be done without involving the owner, creating a communications log jam and a barrier to growth. A telltale sign of such a situation is the line of staff outside the boss’s office — waiting patiently for a decision before work can recommence. The best way to overcome or prevent this from happening is simple: Trust your key employees and learn to delegate. A good place to start is to look at where you are spending your time. You can still have final say on any important decisions, but you need not be involved with the time-consuming, day-to-day issues that can prevent you from focusing on larger, more strategic matters. It’s also important to formalize delegated authority with an organizational chart and job descriptions. These will help you better define functional expertise for a given job and for various departments across the organization, and provide the foundation for the growth of future personnel and key management staff.

Lack of functional expertise is another common growing pain of small companies. Too often, businesses fail to recognize that specific expertise is needed as they grow. Typically, small businesses are organized around the manager’s area of expertise, such as marketing, accounting, or production. This specialized expertise often prevents the business owner from recognizing problems that may arise in other parts of the business. It’s a good idea to periodically get an outsider’s opinion of where expertise may be lacking. These need not be paid consultants, but are often trusted business acquaintances. Tapping into this same group, you can also form an advisory board to give you periodic feedback on strategic direction.
Policies and Procedures

For most smaller businesses, written policies and procedures are often nonexistent and sometimes cursed. Typically, they are associated with the bureaucracy and inefficiency of big companies and the enemy of customer responsiveness and quick time to market. Not surprisingly, most smaller businesses have few documented operational policies or procedural guidelines. But it is precisely this lack of documentation — and the thought that goes into it — that can put a stranglehold on rapid growth. If your business is growing fast enough to require frequent additions to staff, formalized policies are a must for training purposes. Even if you are expanding at a moderate pace, documented policies will likely be necessary once you reach 20 or more employees.

What warrants a formal policy and what should be documented? This will depend on the nature of your business and average skill level of your employees. In general, however, it’s a good idea to document all HR policies in detail, expense approval authorization levels, inventory control policies, billing and collection procedures, and any operational policies that could materially affect your business if they went amiss. An annual budget and sales projection, updated monthly, are also a necessity if you are ever to obtain outside funding or sell your company. Later on, consider putting together a comprehensive policy manual where employees can get answers to questions when decision makers are unavailable.

As you grow bigger, you will also need to put into place more formalized communications channels for employees and customers. An informed and involved staff is usually a more productive and enthusiastic one; whereas a staff that is left in the dark often feels alienated and unappreciated. Regularly scheduled employee meetings, periodic e-mail updates, and a cascade communications policy are several ways to make sure your internal communications channels facilitate, not constrict, growth.
Is your business suffering from growing pains?
Here are some sure signs that structural changes may be in order.

* Sales continue to grow but profits do not.
* Everyone is working increasingly long hours.
* People spend too much time putting out fires.
* There are constant lines outside the boss’s door.
* There are no regularly scheduled meetings or employee communications.
* The “system” is constantly down.
* Aging equipment is not replaced.

Systems/Equipment

Perhaps more obvious than organizational or procedural growing pains are those associated with systems and equipment. Smaller businesses are often the last to upgrade to new technology, usually due to cost. Yet the costs of not upgrading are usually much higher. Low productivity, frequent down time, and incompatibility with newer client systems can cripple a business that’s poised for growth. There’s also the matter of keeping up with your competitors both operationally and across product and service offerings.

The average computer is virtually obsolete in just three years, and most of the widely used software applications come out with new versions every two years, so keeping on top of technological advances must be an ongoing endeavor. Start out by working regular capital upgrade costs into your budget. Consider dedicating a full-time person to information technology (IT), if you don’t already have one, and make sure he or she is current on the latest technological developments in your field. Even though you may not be able to afford all the latest equipment, at least you’ll be on top of technology trends in the industry and know what your competitors are up to — or are capable of.

The Financial Flipside Podcast, Episode 14: Can’t Knock the (Side) Hustle

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According to a recent Banrkate.com survey,  4 in 10 Americans have side hustles, or jobs that they work in addition to their primary source of income. Another survey of 1,000 Americans from CreditLoan.com found that 15% of side hustlers want to start a business of their own. If the legions of breathlessarticles aboutside hustling are any indication, we may be nearing a future in which everyone is living their entrepreneurial dreams and working 50 hour weeks.  Today’s episode tackles the hows and whys of side jobs, including making friends with fear, adjusting to irregular income, ethical side hustling, and turning your side hustle into a full-time business.

Discussed in this episode:

What You Need to Know when Your Hobby Becomes a Business

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Who knew you had a green thumb? You started gardening as a way to de-stress. Now, you’re growing exotic orchids in your family room. It was a pricey hobby until you learned how to propagate orchids and started selling them to other hobbyists. And now you’re thinking you might be able to turn growing orchids into an income source — and your hobby into a business.

Once people start making money from their hobbies, they frequently start to deduct all of their hobby-related expenses. At this point, the IRS can become very interested in the nature of the taxpayer’s hobby/business. There are certain tax guidelines to keep in mind.

Deducting Expenses

If you earn income from your hobby, you generally can deduct bona fide hobby-related expenses up to the amount of the annual income your hobby generates. You must itemize to claim the deduction. Hobby expenses fall into the “miscellaneous” category, so they are grouped with any other miscellaneous expenses you have, and only the amount exceeding 2% of your adjusted gross income is deductible.

These restrictions don’t apply to business expenses. If you operate an active business, your business-related expenses generally will be deductible, even if they exceed your business income (limitations apply).

Passing the Test

The IRS won’t just take your word for it. It has a set of guidelines to determine whether a hobby qualifies as a business. First and foremost, you must be pursuing the activity with the goal of making a profit. If you’ve made a profit in three of the last five years (two of the last seven if your activity is horse breeding, showing, or racing), the IRS assumes you had a profit motive.

If you don’t meet the profit criteria, here are a few of the other questions the IRS may ask:

* Do you keep accurate books and separate your venture’s finances from your personal finances?

*Do you spend significant time and effort carrying out the venture?

* Does the activity involve a significant element of personal pleasure or recreation?

Don’t deal with tax issues on your own. Call us right now to find out how we can provide you with the answers you need.

Life Insurance: A Flexible Business Tool

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As a savvy business owner, you understand the importance of having key person life insurance to protect your company in the event that you — or a partner — unexpectedly pass away. The policy proceeds can be used to pay off debts, hire a replacement, or buy time until a decision about the future of the company can be made.

However, you may not realize that business owners like you can use life insurance for a variety of other purposes. Here are some you may find helpful.
Fund a Buy-Sell Agreement

A buy-sell agreement is a legal contract that establishes who can buy an interest in a company and under what conditions they may do so. For example, a company’s shareholders may agree that if one shareholder dies, the company will redeem his or her shares. Or they may agree that the shares will be sold to the surviving shareholders. A buy-sell agreement can ensure that your family and other beneficiaries receive a fair price for your business interest. Life insurance is often used to fund buy-sell agreements.
Help With Your Estate Strategy

If you are like other business owners, the majority of your estate may be tied up in the value of your business. Were you to die without an effective estate strategy, your business could end up being liquidated in order to pay estate taxes. However, preparing ahead of time can prevent this scenario from occurring.

One approach to consider is establishing an irrevocable life insurance trust that would own a life insurance policy on your life. The trustee of the trust is named as the beneficiary of the policy proceeds, which are then used to pay any applicable estate taxes due on your estate after your death. When properly drafted, the trust strategy avoids estate taxation of the life insurance proceeds.

Life insurance is a flexible, multi-use business tool that can serve and help business owners in numerous ways. Ask your financial professional and estate planning attorney to help you determine how life insurance can be useful in your business situation.

The Financial Flipside Podcast, Episode 13: The Economics of Immigration

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The human consequences of the current administration’s zero-tolerance immigration policy have been inescapable during this summer’s news cycle. Each day seems to bring with it new stories of parents separated from children, inhumane conditions in detention centers, and the stripping away of previously installed protections for asylum seekers and early childhood arrivals in the United States.As people, we found these stories impossible to ignore. As a show about how finance and economics interact with the rest of our lives, we thought  it important to spend some time thinking about the economics of immigration. Specifically, why does so much of the rhetoric about immigration in the US revolve around money and labor? What do the numbers say? What are the effects of framing discussions about immigration in economic terms? Are there alternatives to this sort of thinking, and what might they be? We do not pretend to offer definitive answers or policy fixes, but we hope that this episode leads you to your own fruitful discussions.

 

If you want to talk to us about any of the many topics discussed in this episode, you can find us on Twitter or Instagram (@financeflipside) or send us an email: [email protected].

Missed an episode? All of our previous episodes are  on Apple Podcasts , Google Play, andStitcher. Looking for our  RSS feed? You can find ithere.

A correction: Switzerland held a referendum about introducing universal basic income in 2016, but it was rejected. At least part of the right-wing opposition to the measure centered on immigrant access to basic income payments.

Mentioned on the show:

 

The height of deportations in the US? 2012, when 34,000 people were deported each month

 

The (big) business of immigration enforcement

 

The Chinese Exclusion Act of 1882 and more about the act’s history

 

The Immigration and Naturalization Act of 1965, which put a premium on skilled labor and family reunification

 

2017 Immigration statistics from the American Immigration Council , a nonprofit that bills itself as  “powerful voice in promoting laws, policies, and attitudes that honor our proud history as a nation of immigrants.” It’s worth noting that The Center for Immigration Studies, a “non-partisan, non-profit, research organization” that seeks to “provid[e] immigration policymakers, the academic community, news media, and concerned citizens with reliable information about the social, economic, environmental, security, and fiscal consequences of legal and illegal immigration into the United States.” presents its own set of statistics (2016) that frame immigration in a much less favorable light. This is perhaps in keeping with its tagline, “low-immigration, pro-immigrant” and with its almost exclusively partisan testimonials.

 

On the sort of work done by immigrants to the US

 

Federal taxes paid by immigrant households (2014)

 

State and local taxes paid by undocumented immigrants (2014)

 

DACA recipients’ tax contributions (2016)

 

Immigrant impacts on native employment rates in the US

 

Immigration’s impact on native wages in the US

 

The UN Universal Declaration of Human Rights, which enshrines free movement as a human right.


While many arguments for open borders are accompanied by critiques of capitalism, there are some capitalist arguments for free movement as well.
How some Indigenous people in the US and Canada are responding to the current administration’s policies

 

Universal Basic Income is already being trialled in Stockton, CA.
Give People Money, a recent book by economics writer Annie Lowery, argues that universal basic income has the potential to transform society as we know it.

As an S Corporation Shareholder do You Need to Worry about Taxes?

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S corporation shareholders have an added reason to worry about their company’s annual performance: It has a direct impact on their own income taxes.
How It Works

Unlike a regular C corporation, an S corporation usually doesn’t pay federal income taxes itself. Instead, each shareholder is allocated a portion of the corporate income, loss, deductions, and credits on a special “K-1” tax form. The shareholder then must report the items listed on the K-1 on his or her personal tax return.

The K-1 allocations are based on stock ownership percentages. So, for example, if an S corporation has $100,000 of taxable business income for the year, a person who owns 75% of the stock in the corporation would be allocated 75% of that income, or $75,000.

This scheme can get complicated. Case in point: The K-1 may show more income than the shareholder actually received from the company during the year. That’s because the K-1 figure is based on the corporation’s actual taxable income — not on the distributions made to the shareholder.

Here’s an example: Tom starts a new corporation, electing S status. In the first year, Tom draws a $30,000 salary and receives no other distributions from the company. The company’s ordinary business income (after deducting his salary) is $10,000. Since Tom is the only shareholder, all the company’s $10,000 of income is allocated to him on his K-1. Tom must include both the $30,000 of salary and the $10,000 on his personal income tax return, even though all he actually received from the corporation was his salary.

This result seems harsh, but it’s not the end of the story. Special rules in the tax law prevent the same income from being taxed again. Essentially, Tom will be credited with already having paid taxes on the $10,000 so that any future distribution of the funds will not be taxable.
Tracking Basis

To determine whether non-dividend distributions are tax free, S corporation shareholders must keep track of their stock basis.1 The computation generally starts with a shareholder’s initial capital contribution (or the stock’s cost if it was purchased) and changes from year to year as the shareholder is allocated corporate income, loss, etc. Non-dividend distributions that don’t exceed a shareholder’s stock basis are tax free.

Note that starting in 2018, S corporation shareholders may be eligible to deduct up to 20% of their S corporation pass-through income. Eligibility depends on taxable income and other factors. S shareholders will want to consult their tax advisor to see if they can take advantage of the deduction to lower the taxes on their business income.

Source/Disclaimer:

1Most distributions made from an S corporation are non-dividend distributions. Dividend distributions can occur if the company was previously a regular C corporation (or in other limited situations).