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specialized servicesBusiness Owners.

for business ownersAn extension of your team.
Not a replacement for it.

You’ve already built the team — CPA, attorney, banker, insurance partner, operating leadership. We work alongside them. Not over them, not around them. Our role is to coordinate the financial picture across what you’ve already built, fill the gaps no one else owns, and make every existing advisor sharper at their own job.

Built to plug into the team you already trust.

The advisors who have served you well have earned that seat. Our job is to make their work easier, fill the gaps between disciplines, and translate the financial picture across the whole table.

  • i. We collaborate with your CPA.

    We bring planning ideas your CPA can implement. We send draft memos before tax meetings. When the work crosses jurisdictions or touches multi-year strategy, we get on the call — not in your inbox forwarding emails.

  • ii. We coordinate with your attorney.

    When the buy-sell needs funding, when the trust needs a beneficiary update, when the operating agreement needs language to support a strategy — we show up with the financial work done, the questions clear, and your attorney’s time used well.

  • iii. We support your operating team.

    Retirement plan design that your HR director can administer cleanly. Executive comp structures your controller can model. Key-person coverage your CFO actually understands. We build for the people who run your company day-to-day.

  • iv. We translate across the table.

    An owner’s biggest planning errors usually happen in the seams between specialists. We sit at the center and translate — the personal balance sheet to the business balance sheet, the long-term plan to the next quarter’s decision, and the technical work to the family conversations.

i.

Building

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ii.

Scaling

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iii.

Pre-Sale Window

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iv.

Post-Liquidity Stewardship

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i.Building

Years 1–10. The chapter where decisions feel small and outcomes compound enormously.

  • i. Entity selection (or correction). LLC vs. S-corp vs. C-corp — and the question of whether the entity you started with is still the right one.
  • ii. Owner-comp structure. Reasonable salary, distributions, accountable plans — coordinated with your CPA, designed for both today’s tax bill and tomorrow’s exit value.
  • iii. First-tier retirement plan. A Solo 401(k) or SEP that actually fits the size of the business. 
  • iv. Key-person and disability. If you fall, the business needs runway. If your right hand falls, you need replacement value.

Ii.Scaling

Years 5–15. The business is real. The complexity is real. The exposures are too.

  • i. Cash-balance & combo plans. Six-figure annual contributions, properly designed, properly administered — the single biggest deduction most owners are missing.
  • ii. Buy-sell architecture. Cross-purchase vs. entity-purchase, valuation triggers, and the insurance that actually funds the agreement.
  • iii. Executive comp. NQDC, phantom equity, profit interests — for the operators you can’t afford to lose.
  • iv. Asset protection layering. Umbrella, entity structuring, titling discipline, and the irrevocable structures appropriate to your state.

iii.Pre-sale window

Years -5 to -1 before transaction. The window where the most valuable planning gets done — or doesn’t.

  • i. QSBS qualification. The five-year clock, the gross-asset test, the active-business requirement. We start the audit early.
  • ii. Trust funding. Gifts of business interests pre-sale shift appreciation outside your estate — when structured before negotiation begins.
  • iii. Goodwill allocation. Personal vs. enterprise goodwill — a decision with potential seven-figure tax implications, made years before closing.
  • iv. Charitable strategy. CRTs and donor-advised funds funded with pre-sale shares may change the math meaningfully — when appropriate and timed right.

iv.Post-liquidity stewardship

The check cleared. Now what? 

  • i. Concentration & diversification. Pacing the unwind of stock, equity earn-outs, or seller notes without destroying the basis advantage.
  • ii. Income architecture. Building a paycheck again — from a portfolio that has to last the rest of your life.
  • iii. Multi-generational structures. Trusts, family LLCs, and the governance question of who decides what for whom.
  • iv. The next chapter. Boards, philanthropy, real-estate operations, or simply being present. The plan honors what comes next.

Questions business owners bring.

  • No. We are explicitly designed not to. Your CPA stays the tax authority. Your attorney stays the legal authority. We coordinate, translate, and fill the planning gaps the seams produce.

  • Because our work is built around depth and long-term relationships, we're selective about who we bring on. Full engagements are reserved for households and business owners whose situations align with the depth of planning we offer, not a dollar amount.

  • We're licensed in over 20 states. We have meaningful client concentrations in agriculture, professional services, manufacturing, and healthcare — but the work translates wherever the entity is domiciled.

  • We work together to determine the most suitable solution for you and your current situation.

  • Yes — and we’d prefer to. The most valuable pre-sale work begins three to five years before the transaction. Twelve months is workable. Six months is mostly damage control.

The First StepBegin a Conversation.

An introductory call — thirty minutes, no obligation, no pitch. We'll listen to where you are and tell you, candidly, whether we can help.

Schedule Your Consultation