S Corps and Partnerships: Beware of Failure-to-File Penalties

fAILURE TO FILE PENALTY

The S corporation is a popular business structure that’s available only to privately held businesses. In fact, approximately 44 percent of small employer firms — generally defined as companies with fewer than 500 employees — have elected to operate as S corporations, according to the U.S. Small Business Administration’s Office of Advocacy. (By comparison, only 22 percent of small employer firms operate as C corporations.)

The primary reasons for electing S status are:

  1. To retain the limited liability of a corporation; and
  2. To pass corporate income, losses, deductions, and credit through to shareholders for federal tax purposes.

In other words, S corporations generally avoid double taxation of corporate income. Instead, S corporation shareholders report the pass-through of these tax items on their personal tax returns and pay tax at their individual income tax rates.

However, if you operate a business as an S corporation, there’s a relatively steep penalty for failure to file a timely federal return each year using Form 1120S. One recent U.S. Tax Court decision illustrates the point. A parallel failure-to-file penalty applies to partnership returns that aren’t filed on time using Form 1065.

S Corp Failure-to-File Penalty

The penalty for failure to file a federal S corporation tax return on Form 1120S — or failure to provide complete information on the return — is $195 per shareholder per month. The penalty can be assessed for a maximum of 12 months.

For example, the monthly penalty for failing to file a calendar-year 2014 Form 1120S for an S corporation with three shareholders is $585 ($195 times three). If the return remains unfiled for 12 months or more, the maximum penalty equals the monthly penalty multiplied by 12. So the maximum failure-to-file penalty for a three-owner S corporation would be $7,020 ($585 times 12).

Important Note: Many federal tax penalties are assessed based on the amount of tax owed. So these penalties cannot be assessed if the taxpayer doesn’t have positive taxable income and a resulting tax bill. However, the S corporation failure-to-file penalty can be assessed whether the S corporation produces positive taxable income or not. Therefore, filing S corporation returns can’t be ignored because no tax is owed.

Facts of the Recent Case

Babak Roshdieh was the sole shareholder of a California medical services S corporation, which was the taxpayer in this case. The corporation had a history of filing its federal income tax returns late. This case specifically involves the 2010 return, which was due on March 15, 2011. The corporate secretary claimed that he sent in a request for an extension to file the return by regular first-class mail. The IRS claimed the extension request was never received.

According to a certified transcript, the Form 1120S for 2010 was received by the IRS via regular first-class mail on January 31, 2012. The IRS then assessed a $2,145 failure-to-file penalty based on the return being filed 11 months late ($195 times 11 equals $2,145).

The IRS offered to settle for less than the full amount of the penalty assessment, but the offer was refused. Eventually, the case wound up in U.S. Tax Court. At trial, the taxpayer claimed that a timely request for a six-month filing extension to September 15, 2011, had been filed for the 2010 federal tax return, and that the 2010 return had been filed on October 15, 2011 (one month late). Therefore, the taxpayer claimed that only $195 was owed for the failure-to-file penalty. The IRS position was that no extension request was received, and the 2010 return wasn’t received until January 31, 2012.

The taxpayer’s corporate secretary also claimed that he had filed extension requests for every corporate tax year from 2002 through 2013. But the secretary offered no evidence to support his claim. The IRS provided certified transcripts showing that it had received extension requests for only six of the 12 years. Finally, the taxpayer was unable to offer proof that the 2010 return was filed on October 15, 2011, as claimed.

Tax Court Decision

Based on the available information, the Tax Court concluded that no request to extend the corporation’s 2010 return had been received by the IRS, and that the 2010 return wasn’t received by the IRS until January 31, 2012. Therefore, the full penalty assessment was upheld. (Babak Roshdieh M.D. Corp., T.C. Summary Opinion 2014-113)

Same Thing Can Happen with Late-Filed Partnership Returns

Subject to limited exceptions, unincorporated businesses and investment ventures with two or more participants are treated as partnerships for federal income tax purposes. It doesn’t matter if the venture isn’t formally organized as a partnership under applicable state law. Ventures that are treated as partnerships for federal tax purposes must file annual federal returns using Form 1065. The potential penalty for failure to file a partnership return — or failure to provide complete information on the return — is also $195 per partner per month. The penalty can be assessed for a maximum of 12 months.

Therefore, the same failure-to-file penalty issue can potentially arise with partnerships. But the risk may be even higher in this scenario because business venture participants sometimes don’t realize they have created a partnership for tax purposes, and that federal returns are due.

Bottom Line

S corporations and other business ventures with two or more participants, which are treated as partnerships for tax purposes, must file timely annual federal returns or potentially face steep failure-to-file penalties. These penalties can be assessed even though the S corporation or partnership in question doesn’t produce positive taxable income. Whenever you become involved in a business or investment activity, consult with your tax adviser regarding necessary tax filings and professional tax preparation.

Contemplating a Switch?

Many private businesses elect to operate as S corporations, but not every business is eligible.

In order to make the switch, your business must meet certain requirements, including:

  • Be a domestic corporation;
  • Have no more than 100 shareholders;
  • Have only one class of stock; and
  • Not be an ineligible corporation, including certain financial institutions, insurance companies, and domestic international sales corporations.

All shareholders must consent to the S corporation election by signing an IRS form.

Another important consideration when electing S status is shareholder compensation. The IRS closely monitors how much S corporations pay shareholders who work for the company. Agents are on the lookout for S corporations that underpay shareholders to avoid paying employment taxes. A combination of low salaries and high distributions could become a red flag that elicits unwanted attention from the IRS.

To the extent that a shareholder’s compensation doesn’t reflect the fair market value of the services he or she provides, the IRS may reclassify a portion of earnings as unpaid wages and additional employment tax on the reclassified wages will be owed.

Consider all the pros and cons and consult with your tax and legal advisers before making the switch from C to S corporation status.

Ten Tax Breaks Available for Parents

How much money do you need to raise a child? According to an estimate from the U.S. Department of Agriculture, it will cost a middle-income couple roughly $245,000 to raise a child born in 2013 to the age of 18. This is up 1.8 percent from the prior year. Plus, the estimated average cost is much higher in certain parts of the country. For example, high-income families living in the urban Northeast United States are projected to spend almost $455,000 to raise a child for 18 years.

These figures cover costs for housing, food, transportation, clothing, health care, education, childcare, and miscellaneous expenses such as cell phones and sports team fees. But they do not include college. That can easily add tens or hundreds of thousands of extra dollars to the tab.

Here is a list of 10 Federal Tax Breaks for Parents.

  1. Dependency Exemptions

You can generally claim a dependency exemption for a child under age 19 or a full-time student under age 24, if you provide more than half of the child’s annual support. Each dependency exemption is $4,000 for 2015. However, you may lose at least part of the benefit of your exemptions if your adjusted gross income (AGI) is above a certain amount.

  1. Child Tax Credit

Parents may be entitled to the child tax credit for each qualifying child under age 17 at the end of the year. The maximum credit for 2015 is $1,000 per child.

You may lose at least part of the benefit of your exemptions if your modified adjusted gross income (MAGI) is above a certain amount. To qualify, you must meet certain criteria regarding the child.

  1. Child and Dependent Care Credit

Another tax credit may be claimed if you pay someone to care for a child under the age of 13, allowing you (and your spouse, if married) to be gainfully employed. The child and dependent care credit is based on a sliding scale. For parents with an AGI of more than $43,000, it’s equal to 20 percent of qualified expenses paid to a qualified caregiver to ensure the child’s well-being and protection. The total expenses that you may use to calculate the credit should not be more than $3,000 for one qualifying child or $6,000 for two or more qualifying children.

  1. Earned Income Tax Credit (EITC)

This credit is only available to certain lower-income families. On a 2015 return, the maximum EITC amount available is $3,359 for taxpayers filing jointly with one child; $5,548 for two children; and $6,242 for three or more children. You may be eligible for the EITC without a qualifying child, but the credit is higher for families with children. If you can claim the EITC on your federal income tax return, you may be able to take a similar credit on your state or local income tax return, where available.

  1. Adoption Credit

If you adopt a child, you may be eligible for a special tax credit for qualifying expenses. On a 2015 return, the maximum adoption credit is equal to $13,400 of the qualified expenses incurred to adopt an eligible child. However, credit amounts are phased out for upper-income taxpayers based on MAGI. The adoption credit begins to phase out for taxpayers with MAGI of $201,010 and is eliminated for those with MAGI of $241,010 or more.

  1. Higher Education Credits

If you pay higher education costs for yourself or an immediate family member, including a child, you may qualify for one of two education tax credits (but you can’t claim both). The maximum American Opportunity Tax Credit is $2,500 per student while the maximum Lifetime Learning Credit is $2,000 per taxpayer. Both higher education credits are phased out for upper-income taxpayers based on MAGI.

  1. Tuition Deduction

The deduction for qualified tuition and fee expenses, which had expired after 2013, was retroactively extended for 2014 by new legislation. It’s on the list of tax breaks Congress will address extending in 2015. Depending on your MAGI, the deduction on a 2014 return is either $4,000 or $2,000 before it’s completely phased out. Note that you can’t deduct tuition expenses if you claim one of the higher education credits.

  1. Student Loan Interest

You may be able to deduct interest you paid on a qualified student loan up to a maximum of $2,500 for 2015. This “above the line” deduction can be claimed whether or not you itemize deductions on your tax return. You can only claim the deduction if your MAGI is less than a specified amount, which is set annually. The amount of student loan interest is phased out if your MAGI is between $65,000 and $80,000 ($130,000 and $160,000 if you are married and file jointly).

  1. Self-Employed Health Insurance Deduction

If you’re self-employed and pay for health insurance, you may be able to deduct premiums paid to cover your child, as well as yourself and your spouse, if married. This tax break, which was authorized by the Affordable Care Act, applies to children who are under age 27 at the end of the year, even if the child isn’t your dependent.

  1. Potential Lower Tax Rates

Last but not least, parents may be able to benefit from shifting income-generating assets to children. As a result, income that is normally taxed to the parents in their high tax bracket is taxed to the children in their lower tax brackets. Of course, this means you must give up control over the assets.

However, remember that this strategy may be mitigated by the Kiddie Tax. Under the “Kiddie Tax,” the unearned income received by a dependent child under age 19, or a full-time student under age 24, is taxed at the top rate of the child’s parents to the extent that it exceeds $2,100 in 2015.

For more information about any of the above 10 child tax breaks — including limitations, detailed rules, and exceptions — contact our tax advisor.

A Day in the Life of a CPA

A Day in the Life of a CPAI anxiously arrived at Deloitte for my first day of employment and met with my assigned mentor. He showed me the supply room and introduced me to some of the team members. I was so excited. The firm administrator, who everyone seemed to fear, delivered my business cards and gave me my first assignment. Throughout the interview process I knew I would be working on one of the largest engagements in the Tulsa office, however, it would not be starting for a couple of weeks so I got assigned to a special project working in the consulting group. I met with the consultant, Robert, to get started, and he outlined the project goals and indicated we would be working with a client located in Muskogee, Oklahoma.

The next morning we met at his house and drove to the client location. It was in January and very cold. During the 30 minute drive, Robert explained that the owner of the privately owned company, which manufactured and distributed toilet paper, was trying to understand why the manufacturing waste variance was at 27% when the industry standard was only 4%. Since we provided audit and tax services to the client, they decided to engage us to review the production records to determine the cause of the variance. Robert was certain it had to do with irregularities within upper management. Robert explained as we arrived that we were going to be disguised as the audit team starting the annual audit.

As we pulled up to the client, Robert explained things may get intense but not to worry if things get out of control. As he slid his Glock from under the seat, he reassured me that he would keep us safe if the situation became confrontational. I tried to recall from my college and CPA classes if this was something a CPA would normally encounter. I was very worried -but I was in Muskogee, Oklahoma with no car to run back to the office, so I decided to trust that it was going to be ok.

The receptionist led us to the conference room with the President and all the other officers of the client. They introduced us to our key contacts and we got started immediately. Our objective was simple: recreate ending inventory from production records. The process was tedious and the working conditions were difficult. It was 1992 and everyone that worked for the client smoked heavily so it felt like we were working in an ashtray.

As time progressed, the President and other officers became aware of our focus on inventory, so we told him that we rotated our testing and this was the year for us to focus on inventory. It was getting tense, but at the same time- we were making progress. The production manager fed us everything we needed to calculate what ending inventory should be based on production and shipments. Finally, we had the results.

We met with the owner and controller of the client to discuss our conclusions. It was obvious that inventory was being fraudulently removed from the warehouse. The owner wanted us to provide an opinion in writing that someone was stealing the inventory. We told him that under our CPA guidelines this was not possible. We could only give him the data we accumulated and he would have to handle it from there. He was furious and said he was not going to pay us and that he planned to contact his attorney to review his options of suing our firm for malpractice.

The next day we arrived at the client to gather our work papers and clear the field. It had been an exhausting 3 weeks and our efforts seemed to only make matters worse. As we were gathering our things, Robert asked me to fax his expense report to the office. The main fax machine was not working, so I asked the receptionist if there was another fax. She offered me the President’s fax machine and unlocked his office to allow me in to use it. I picked up a sheet that had been left on the President’s fax machine. It was a purchase order for toilet paper from a convenience store addressed to another company. I quickly realized the issues we had uncovered in ending inventory were directly connected to the President. He had been selling the inventory made by our client in the name of another company. I took it to Robert and by the next day they arrested the President. Robert and I went from goats to heroes, and the client was satisfied.

CPAs are called upon every day to help solve complex problems business owners face. We take both conventional and unconventional approaches to help business owners navigate seen and unforeseen challenges. We add value because our involvement provides our clients credibility in the financial markets.

I am now a partner at Cornwell Jackson with 23 years of experience. As CPAs and advisors, we work relentlessly to help our clients by going above and beyond to exceed our client’s expectations. Please contact us if you need a CPA that will provide solutions that help your business grow and prosper.

Blog post written by: Scott Bates, Audit Partner

Protect Your Invention by Applying for a Patent

In today’s complex world, every business owner should have a basic understanding of patents. Without this knowledge, you can’t protect your company’s inventions or defend yourself against lawsuits from other firms.

Supreme Court Defines a Patentable Process

In a computerized era, you may wonder: Can a business method (not tied to a machine or apparatus) be patented? The Supreme Court answered that question in a significant case.

In the case, the inventor came up with a method of hedging risk in the commodities trading field. Specifically, the invention explained how commodities buyers and sellers in the energy market could protect, or hedge, against the risk of price changes.

The Supreme Court ruled the inventor’s “application is not a patentable process.” (Bilski v. Kappos, No. 08-964, 6/28/10)

The court held that a claimed process is patent eligible if:

  •  It is tied to a particular machine or apparatus, or;
  • It transforms a particular article into a different state or thing.

In its decision, the Court noted the difficulty of answering questions like this in the Information Age. In an earlier time, patents were rarely granted for inventions that did not satisfy the machine-or-transformation test. This test would create uncertainty about the patentability of software, advanced diagnostic medicine techniques, and inventions based on linear programming, data compression, and the manipulation of digital signals.

This Age puts the possibility of innovation in the hands of more people and raises new difficulties for the patent law,” the court stated. With ever more people trying to innovate and thus seeking patent protections for their inventions, the patent law faces a great challenge in striking the balance between protecting inventors and not granting monopolies over procedures that others would discover by independent, creative application of general principles.”

The court added: “Nothing in this opinion should be read to take a position on where that balance ought to be struck.”

U.S. patents date back to the Constitution, where it says Congress can secure “for limited times to … inventors the exclusive right to their discoveries.” In other words, patents provide the owner with the right to exclude others from making, using, selling, offering for sale, or importing the invention for 20 years. Patents are granted by the U.S. Patent and Trademark Office.

Exclusive rights begin once a patent is granted and they expire 20 years after the application is filed. Most patents are owned by companies, inventors and universities. If your company is granted a patent, it is only good in the United States. Americans can apply for patents individually from foreign countries, but it is usually a complex process.

Applying for a patent involves more than just filling out a simple form. The application form is a legal document, which must be accompanied by the description and drawings of the invention.

A Provisional Application

It can be expensive, but there might be a cheaper alternative for your company. Since 1995, the Patent & Trademark Office has offered inventors the option of filing a “provisional application” for a patent.

With this lower-cost option, there are fewer requirements but you must provide a detailed written description of the invention, its intended use and, if appropriate, an informal drawing.

This allows you to claim “patent pending” status for one year. If you don’t follow up with a regular patent application, the provisional status will expire after that. You can still file for a patent on the same invention, but you won’t be able to benefit from an earlier effective filing date. (However, these applications can’t be filed for ornamental designs.)

What Can Be Patented?

The list includes machines, manufactured products, chemicals, computers, and applied technology. You can’t patent scientific principles and naturally occurring materials. Under U.S. law, there are three different patent types:

  1. A utility patent on the functional or structural aspects of an apparatus, composition of matter, method or process. (See right-hand box for a Supreme Court case defining a process.”)
  2. A design patent on the ornamental design of useful objects.
  3.  A plant patent on a new variety of living plant.

Contrary to popular belief, patents don’t protect ideas. Rather, they protect the structures andmethods that apply technological concepts. In return for receiving the right to exclude others, the inventor must relinquish the secrecy of the invention and fully disclose to the public the best mode of making and using the invention. For more information in your situation, consult with an intellectual property attorney.

Back Office Cost and Causes of Failure to Execute Automation

Every small business owner knows the feeling… when morale is low around the office and it seems that everyone is complaining about processes and working amongst chaos just to keep their heads above water.  At the same time, everyone is fighting the adoption of the new software that has promised to make things run more smoothly in the office.  Even after multiple training sessions and trying different management styles to make the company more efficient, the back office still has frequent process issues. How hard can it really be to have an efficiently operating bookkeeping and administrative department? 

Improving processes and leveraging the technology investments that have already been made is a good place to start. But, let’s be honest, it can be difficult to find time and resources to make improvements while simultaneously running the business. So, what is the right way to delegate the proper execution of running your business?

Has there ever been an employee that made both you and your business look good constantly? If so, chances are you wanted to ensure that they stay with the company forever. Keeping the right employees and helping the negative, non-effective employees move on to other ventures are one of the two most difficult things about running a small business.

Let’s start by discussing the harder and more critical of the two: Removing negative employees from the company. This is important because if an employee is a bad fit for a number of reasons, for example: they can lose customers and even run good employees away.  Although it is easy enough to calculate the cost of a bad hire from lost revenue, inefficient use of resources, and recruiting fees to replace a bad hire, it is important to also consider the indirect costs that are compounded due to the current business environment.

For example, the pace of today’s work environment caused by technology and streamlined processes has eliminated most routine positions and therefore requires employees to work more effectively with less supervision. This may be most evident in employees with plenty of experience but who have trouble keeping pace in today’s environment. Technology and streamlined processes are making it difficult for some employees to see how they add value to the company. These employees are motivated by the fear of losing their jobs and wreak havoc on the growth and success of the company to ensure their job security.

If experienced employees are unable to adapt to streamlined processes, there will be a decline in knowledge translation to the younger generation that thrives in today’s environment. These types of indirect costs are extremely difficult to measure but wreak havoc on the success of the business.

Let’s revisit the question – what is the right way to delegate the proper execution of running your business?Hiring and retaining the right people could be much easier than once thought. Consider Outsourcing: no recruiting fees, job ads, technology investments, or other chaos.  Go and Grow can develop a solution tailor made for your business. The first step is to begin automating  your accounting processes. Next, develop processes to make the business smarter and more efficient to reduce costs and increase productivity.

Here are some examples:

  • Eliminate cumbersome and time-consuming manual tasks such as data entry, envelope stuffing, filing and check runs
  • Pay bills online at a fraction of the time it takes to process and sign checks
  • Automate customer collections
  • Stop opening mail by having the vendor emails sent directly into the accounting software
  • Reduce human error and increase accuracy with automated software
  • Improve internal controls to reduce the risk of fraud
  • Improve timely reporting of financial results
  • Improve collaboration of limited resources

Let us help put these processes in place and become the back office for your business at a much lower cost with better controls. Call us to get started today.

How Long Do You Have to Retain Payroll Records?

Recordkeeping

Just in time for spring cleaning, the Social Security Administration and the IRS have issued a joint publication — the Spring 2015 issue of SSA/IRS Reporter — which offers valuable pointers for employers who want to clean up their old payroll files. In most (but not all) cases, that means following a four-year retention rule. The Reporter cautions that failure to meet record retention requirements can result in sizable penalties and large settlement awards for employers that are unable to provide the required information when requested by the IRS or as part of an employment-related lawsuit. (Records could also be requested by state agencies.)

The Records-in-General Rule

As applied to employers that withhold and pay federal income, Social Security and Medicare taxes, the SSA/IRS Reporter says records relating to such taxes must be kept for at least four years after the due date of the employee’s personal income tax return (generally, April 15) for the year in which the payment was made.1

According to the SSA/IRS Reporter, these records include:

  • The Employer Identification Number;
  • Employees’ names, addresses, occupations and Social Security numbers;
  • The total amounts and dates of payments of compensation and amounts withheld for taxes or otherwise, including reported tips and the fair market value of non-cash payments;
  • The compensation amounts subject to withholding for federal income, Social Security, and Medicare taxes, and the corresponding amounts withheld for each tax (and the date withheld if withholding occurred on a different day than the payment date);
  • The pay period covered by each payment of compensation;
  • Where applicable, the reason(s) why total compensation and taxable amount for each tax rate are different;
  • The employee’s Form W-4, Employee’s Withholding Allowance Certificate;
  • Each employee’s beginning and ending dates of employment;
  • Statements provided by the employee reporting tips received;
  • Fringe benefits provided to employees and any required substantiation;
  • Adjustments or settlements of taxes; and
  • Amounts and dates of tax deposits.

Employers should also follow the four-year retention rule for records relating to wage continuation payments made to employees by the employer or third party under an accident or health plan. Such records should include the beginning and ending dates of the period of absence, and the amount and weekly rate of each payment (including payments made by third parties). Employers also should keep copies of the employee’s Form W-4S, Request for Federal Income Tax Withholding From Sick Pay, and, where applicable, copies of Form 8922, Third-Party Sick Pay Recap.

A different rule applies for records substantiating any information returns and employer statements to employees regarding tip allocations. Under the tax code, these records must be kept for at least three years after the due date of the return or statement to which they relate.2

Claims for Refund of Withheld Tax

The SSA/IRS Reporter says employers that file a claim for refund, credit or abatement of withheld income and employment taxes must retain records related to the claim for at least four years after the filing date of the claim.

Fringe Benefit Records

The tax code provides an explicit recordkeeping requirement for employers with enumerated fringe benefit plans, such as health insurance, cafeteria, educational assistance, adoption assistance or dependent care assistance plan. They are required to keep whatever records are needed to determine whether the plan meets the requirements for excluding the benefit amounts from income.3

Note: Tax code provisions regarding fringe benefit records do not specify how long records pertaining to specified fringe benefits should be kept. Presumably, they are subject to the four-year rule under the records-in-general rule cited above, and thus should be kept at least four years after the due date of such tax for the return period to which the records relate or the date such tax is paid, whichever is later.

Caution: To the extent that any fringe benefit records must also comply with ERISA Title I, then a longer retention period of six years applies.4

Unemployment Tax Records 

The Federal Unemployment Tax Act (FUTA) requires employers to retain records relating to compensation earned and unemployment contributions made. Under the records-in-general rule, such records must be retained for four years after the due date of the Form 940,Employer’s Annual Federal Unemployment Tax Return or the date the required FUTA tax was paid, whichever is later.

Records should be retained substantiating:

  • The total amount of employee compensation paid during the calendar year;
  • The amount of compensation subject to FUTA tax;
  • State unemployment contributions made, with separate totals for amounts paid by the employer and amounts withheld from employees’ wages (currently, Alaska, New Jersey and Pennsylvania require employee contributions);
  • All information shown on Form 940 (with Schedule A and/or R as applicable); and
  • If applicable, the reason why total compensation and the taxable amounts are different.

The SSA/IRS Reporter reminds employers that record retention requirements are also set by the federal Department of Labor and state wage-hour and unemployment insurance agencies.

If you have additional questions, contact us at 972.202.8000.

Who’s the Boss???

Betty Sue Desk

Who’s the Boss? Her name is Betty Sue. She doesn’t have a title and if she did it wouldn’t matter anyway because she wears so many hats. She gets, opens, and distributes the mail, she represents your HR function, does payroll, and sometimes answers the phone and moon lights as your accountant just to name a few things. She is unappreciated, busy and spread thin. Not only does she go unappreciated the only feedback she gets is when she does something wrong. She started out with so much hope because nothing could be worse than the last place she worked. You were so glad she was hired because nobody could be as bad as your last office lady.

You look up one day and you realize she is the boss. She turns Burger King on you and has it her way, which you know little about what and how she is doing things because – let’s face it, you haven’t kept a close eye on the back office since Betty Sue took over. So the story goes, your role becomes break fix; you turn into the helicopter owner and when things go wrong you helicopter in and fix the issue at hand.   Your relationship works because they need a job and you need accountability. To ensure the success of the relationship Betty Sue becomes the boss!

For example, you have no idea she is booking eighty journal entries to close the books each month when she only needs to record five journal entries to produce quality financials. You begin to sense that things aren’t exactly right when your CPA and banker points out obvious problems, so you hire your CPA to fix the books. But when your CPA tells you he can’t help you because Betty Sue is behind, you blow it off because you think your CPA is too expensive and promise your banker you will get it fixed. Then the nightmare truly begins when you get audited by the IRS and realize you expensed something you shouldn’t have. You’re charged outrageous fines and get on the IRS watch list. Since you don’t have the cash you reach out to your banker to get money to pay the IRS but you’re not approved because you don’t have timely and reliable financial statements. All this is out of pocket costs to you!

How do you get started fixing things? How do you get control of your business? How do you get a peaceful team that works for you with a smile? Fortunately, Go and Grow has a solution for you. The first step is to begin automating your processes. You also need to develop ways to make your business smarter and more efficient to reduce costs and increase productivity. Here are some examples:

  • Eliminate cumbersome and time-consuming manual tasks such as: data entry, envelope stuffing, filing and check runs
  • Pay bills online at a fraction of the time it takes to process and sign checks
  • Automate customer collections
  • Stop opening mail by having the vendor email the bill directly into the accounting software
  • Reduce human error and increase accuracy with automated software
  • Improve internal controls to reduce the risk of fraud
  • Improve timely reporting of financial results
  • Improve collaboration of your limited resources

Let Betty Sue help your employees and customers which will ultimately help you grow the company and have the peace of mind that your company is operating in a smarter and more profitable way. We can help you put the processes in place and become your back office at a much lower cost than you are paying today.

Call us at 972-202-8000 or email scott.bates@cornwelljackson.com.

Client Spotlight: Cambodian Refugee to VIP

From a barefoot Cambodian Refugee to a VIP guest hanging with the President at The Samaritan Inn Gala

P2WGJEvery so often we like to feature one of our clients in our newsletter, but this story isn’t about the latest, coolest business in the area. Instead a human interest story that we think our readers might like.

This is a story about resilience and we wanted to share it because it’s also the story of one of our favorite clients, Pithou Nuth (known to us simply as P2). This is a story about how a kid that lived through “the killing fields” terror reign of the middle 70s’ by the Khmer Rouge has now become a successful and happy business guy here in Dallas and is using his influence to pay it forward at The Samaritan Inn.

At a very young age, Pithou Nuth overcame great adversity in Cambodia, fighting for his life for six years against hunger, oppression, and “ideological cleansing” that cost his dad’s life under the terrorist regime of the Khmer Rouge.

Pithou spent six years of his childhood enduring the “revolution” brought on by the Khmer Rouge. In 1975, the Nuth family was torn apart by the evacuation of Phnom Penh – the capital of Cambodia, and a city once populated with 2.5 million people. During the evacuation Pithou’s father was taken away from his family, never to be seen again. For the next four years, Pithou, his mother and three brothers were forced to travel from one rural area to the next to work in labor camps and commune farms.

While working in labor camps and in the rice fields, Pithou and his brothers sometimes spent months away from their mother, fighting for their own survival. Even though he was just the same age of a 7th grader, Pithou witnessed first-hand the brutality of war. He saw bodies of the fallen alongside the roads. He watched his grandparents and youngest brother weaken, wither and die because of the harsh living conditions.

Pithou’s mother fought through her own illness and struggles to keep Pithou and his two other brothers alive by trading all of their possessions for food.  In 1979, after four years of fighting for survival, Vietnamese forces took control over Cambodia, and the Nuth’s got their freedom back. After hearing of a refugee camp at the Thai-Cambodian border, they made the journey to the camp in hopes of finding food. However, upon their arrival to the refugee camp, one thing led to another and, with the help of the Catholic Diocese of Dallas, Pithou and his family were evacuated to (of all places) Dallas, Texas.

Once he and his family had settled in Dallas, Pithou was enrolled in ninth grade at Newman Smith High School in Carrollton, TX. Even though he had only completed school through the equivalent of fourth grade and knew no English, he immediately surprised his teachers by succeeding in math, and learning English and French at the same time. Pithou and his siblings quickly became known as the Fabulous Nuth Brothers, outshining all other students in each class they took.

Because of either his innate or learned RESILIENCE – Pithou continued his success by winning an academic scholarship to the University of Texas. After getting his accounting degree and earning his CPA, Pithou held positions and worked his way up the ranks at Deloitte and Touche and Ernst and Young, and eventually was hired as CFO at Wilson Office interiors. He has also worked at Landmark Redevelopment where he and his partners began creating equity in the businesses he served. At his next position, he became both a shareholder and officer of one of the fastest growing companies in North Texas – NTR Metals, which has subsequently merged with Ohio Precious metals and become Elemental USA with operations in North America and throughout Europe.

However, it hasn’t all been business. In 1995, Pithou met and married his wife Sinna, and they have two children, ages 12 and 13 who attend St. Marks and Greenhill schools, respectively. On a funny note, Pithou and his family now live in Preston Hollow just around the corner from Laura and W.

This industrious and resilient young man has achieved much success and accomplished much from – let’s face it – a challenging and troubled beginning. Beyond resilience, his story is also cool because it’s a story of a person overcoming so much and keeping a heart of gratitude. Pithou and his partners at NTR have been perennial contributors to the homeless and the displaced through our partnership with The Samaritan Inn.

This is not just a story of resilience and accomplishment, it is a story about paying it forward.

Sales Tax Solutions for Small Businesses

Starting, growing, and running a successful business is one of life’s truly great pleasures. With that pleasure, however, comes various laws and record-keeping requirements. As States look to grow their revenue base, they are continually modifying their sales tax laws. In recent years, the sales tax laws have grown more complex since it has become easier and easier to complete interstate transactions online.

For instance, during its inception, Amazon correctly omitted sales tax from many of its interstate sales. The States quickly realized this and have begun to update their sales tax laws accordingly. Most states now require a business to collect and remit sales tax if the business has nexus. Nexus is the term used to refer to whether or not a business has a presence in the state. To make this determination, most states first look at if the business has a brick and mortar (rent still counts!) –physical presence in the state. Additional factors include whether or not the company has employees or salespeople in the state, or the manner in which the product was delivered and payment by the customer made.

Amazon has a team of employees dedicated to its state sales tax research and compliance. This team, in conjunction with the Amazon software developers, have created processes and applications to track sales by jurisdiction and automatically charge, collect, and remit sales tax when applicable. This is fine for a large company with the resources needed to fulfill this mandate, but what about small and medium sized business that are still subject to the same laws but aren’t large enough to hire one dedicated person much less an entire department?

There is a simple answer with extraordinary results: Outsource your sales tax compliance!

By outsourcing, your business will have a dedicated sales tax team at an affordable price. Cornwell Jackson’s sales tax team builds on our combined experience with clients from across the United States to offer you the same expertise you would find at any large corporation. By partnering with our outsourcing team, you get a dedicated team to manage your filings, payments, research, exemption certificates, and develop solutions in real time. Additionally, we stay up to date with the increasingly complex tax law changes and keep you in compliance, so that you can focus on the success of your business.

How to Catch Fraudulence in Your Business, Before it’s too Late!

How to Get away with Fraud Header

In today’s entertainment culture, the hot topic is how to get away with something. Plot lines in shows like How to Get Away with Murder, Scandal, Revenge, and many others are surrounded by this idea. But have you ever tossed around the thought of someone committing fraud in your business? It happens all too often, and most of the time it can be easily prevented. I’ve written a short blurb called How to Commit Fraud and Get Away with It to prove just how easy it would be for employees to pull a fast one if your business does not have a checks and balances system in place to prevent it.

How to Commit Accounting Fraud and Get Away with It

What if I could tell you there is a way to commit fraud and steal from your employer and not get caught?  I’m serious; I can teach you. Think about it, you could have new cars, expensive clothes, and all those things you have always dreamed about. Companies large and small experience fraud everywhere, every day and most people don’t get caught.

So, let’s get started. Because larger companies have more corporate governance, its best to find a position with a smaller company. These work better because the owner will be so busy with building the business, the last thing he wants to do is manage a back office.

It’s really important to impress early because that gives you the pinstripes which help you shine and give the owner reassurance he does not need to get involved. He’ll hand you the checkbook, some keys, and give you instructions to get the mail every day. They key to get started is make sure he does not open the bank statements. Chances are that he probably doesn’t look at them on-line either. In order to make sure, you need to start small by forging a check for $200 to yourself out of sequence. Don’t be worried about the bank verifying signatures because they typically don’t do it, and with the handy new technologies you can just use an electronic signature.  If the owner notices you can just say it was for petty cash. If he does not, then you know you are in the clear to pillage the company’s bank account and line your pocket book!

Cornwell Jackson’s recommendations to prevent fraud from happening in your business:

  1. Be diligent in checking references.  If checking references would jeopardize the candidate’s current position, insist on checking with a previous employer.
  2. Keep a close eye on company bank records. The key for owners to catch forgery is to open their bank statements and review for unusual signatures, checks out of sequence, and investigate any vendors that appear improper.
  3. Secure check stock and financial information in a safe place. Always keep company checks locked away to reduce the opportunity for temptation.
  4. Maintain an active role in payment authorization. Working with an online software platform, like Bill.com, that requires authorization from the manager greatly reduces the probability for things to slip by unnoticed.
  5. Include a Trusted Advisor in all Financial Activity. Hiring an outside consultant, like Go and Grow, to close the books monthly and handle financial reporting is a great way to set up a system of quality controls to prevent against fraud in your business.

Talk to one of our Business Services Specialists to discover any fraud risks in your company. We’ll help you learn how to protect your business from fraud.

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