In previous communications, we’ve discussed the significant changes brought about by the SECURE 2.0 Act. Effective implementation of many provisions within the act relies on guidance from the IRS and DOL. IRS Notice 2024-02 and IRS Notice 2024-55 offered clarification on several crucial aspects of SECURE 2.0. Guidance is helpful as plan sponsors make decisions regarding both required and optional provisions in the act. Here are some key provisions to consider: Automatic Enrollment Requirement  SECURE 2.0 mandates automatic enrollment features for 401(k) plans established after December 29, 2022, effective in 2025. The IRS guidance clarifies that a plan is deemed to be established when the employer adopts a 401(k) plan, regardless of the plan’s effective date. The notice also provides further clarity for plan mergers and spin-offs. Mergers: If a plan established after December 29, 2022, merges into a 401(k) plan that was established prior to that date, the ongoing plan will generally be subject to the automatic enrollment mandate unless the merger is: 1) a result of a business acquisition, and 2) the plans are merged by the last day of the plan year following the year of the transaction. Spinoff plans will be treated as a pre-December 29, 2022 plan as long as that portion of the plan had been established before that date. Higher Salary Deferral Catch-up Limits for Ages 60-63  For 2024, the salary deferral contribution limit is $23,000. If a 401(k) plan permits catch- up contributions, those age 50 and older can also make catch-up contributions up to $7,500. Those limits are expected to increase in 2025 based on cost-of-living adjustments to be announced later this year. Beginning in 2025, plans may also take advantage of a provision in SECURE 2.0 that would permit participants age 60-63 to make higher catch-up contributions. For those plan participants, employers may increase the catch-up limit to the greater of: * $10,000 (which will be indexed for cost-of-living adjustments in later years) or * 150% of the regular age 50 catch up deferral limit. De Minimis Financial Incentives  Employers can now provide “de minimis” financial incentives to encourage employee retirement plan contributions. These incentives must not exceed $250 and are available only to employees who have not previously elected to defer contributions. The incentive can be provided incrementally over time, contingent on the employee’s continued participation. Employees receiving these incentives are subject to regular tax, withholding, and reporting requirements. Terminal Illness Distributions  SECURE 2.0 introduced a new exception to the 10% penalty on early distributions for terminally ill employees. The IRS notice defines a terminally ill individual as someone who has been certified by a physician to have a condition or illness that can be reasonably expected to result in death in the next 84 months. This exception does not create a new type of distribution; rather, employees must still qualify for another permissible distribution from the plan. While this provision will be optional for employers, if a plan opts out, employees may categorize a distribution as a terminal illness distribution on their own tax return. If an employer does elect to recognize terminally ill distributions, the plan must obtain a specific certification from the physician rather than relying on an employee’s self-certification. Hardship Distributions with Self- Certification Most plans that permit hardship withdrawals allow such withdrawals only if the hardship satisfies one of the “safe harbor” reasons. Such reasons include the purchase of a principal residence, amounts needed to prevent eviction or foreclosure on a personal residence, qualifying medical expenses, tuition, funeral and burial expenses, certain expenses to repair the employee’s principal residence, and expenses and losses related to a federally – declared disaster. SECURE 2.0 provides that a plan can adopt employee self-certification rules. That means a plan sponsor may rely on an employee’s written self-certification that the distribution is for one of the plan’s safe harbor hardship reasons and is not more than the amount required to satisfy the financial need and they do not have alternate means that are reasonably available to satisfy the hardship need. The participant is expected to maintain records that support the hardship. Many plan sponsors are adopting self-certification.  Emergency Personal Expenses Distributions SECURE 2.0 permits a 401(k) or other defined contribution plan to offer emergency personal expense distributions. If the option is offered, eligible employees can withdraw up to $1,000, or their vested balance (if less) for “unforeseeable” or “immediate” personal emergency expenses once each calendar year. Self-certification is available. The distribution is not subject to the usual 10% tax on early distributions. Also, emergency expense distributions can be repaid to the account within a three-year window. Another emergency expense distribution can’t be made within the three-year window unless the previous distribution is fully repaid or contributions equaling the distributed amount are deposited.  Domestic Abuse Victim Distributions SECURE 2.0 permits a plan to offer domestic abuse victim distributions. This type of distribution may be made to a participant within a one-year period beginning on the date when a participant becomes a victim of domestic abuse by a spouse or partner. The maximum distribution is the lesser of $10,000 or 50% of the participant’s vested account. The $10,000 limit is subject to future cost of living adjustments. Self-certification is available. The distribution is not treated as an eligible rollover distribution for tax withholding purposes; however, the participant may repay the distribution any time during the next three-year period. The distribution is taxable, but there is an exception from the 10% early withdrawal penalty. (Note that plans which are subject to the spousal consent requirements for distributions may not be able to adopt this provision.) The IRS has also delayed the deadline for SECURE 2.0, SECURE, and CARES amendments until December 31, 2026. This gives them additional time to issue further clarifying guidance. As always, we are committed to keeping you informed as things develop.

Join us on May 10 for a Lavelle Law Breakfast Briefs presentation in Schaumburg. Attend this free seminar as Lavelle Law attorneys Steve Migala and David O’Leary collaborate with Steven Ryan of GreatBanc Trust Company to discuss strategies for determining if an ESOP is the right structure for your business, or perhaps your client’s business. The benefits of an ESOP What makes a company a good ESOP candidate Tax benefits ESOP financing The parties involved in an ESOP transaction Transaction responsibilities Timing of an ESOP transaction Details and registration:

What makes an established business “bankable” as opposed to perpetually seeking investor capital? The standard suite of financials a bank looks for are pure data, such as the income statement, balance sheet, and AR-aging.  These are backward-looking, based on past performance.  However there are also a number of reports a client can create themselves that will help a bank grow comfortable with financing. Work In Progress (WIP) – this is a report with some standardized fields that will show current contracts a business is performing on.  It is typical to include total value, % completed, and anticipated extensions Profit and Loss projections – for any business requiring capital for expansion, two years of projections are a MUST HAVE, preferably with the first 12 months broken out monthly.  There should be detailed expense line items, and a list of assumptions.  Pro tip:  Don’t be too conservative as the bank will be conservative for you.  It’s common to see high / low / mid scenarios with projections. Contract waterfall – specific to government contractors, this is similar to a WIP with some additional contract related fields Business plan – for a new venture or business expansion, this includes some details for what the business hopes to achieve.  What business need will this solve?  Who will the new customers be?  What are the differentiators that make this company better than the competition?  What are the risks associated with the venture? In addition to helping justify debt service and cash flow, professional reporting can demonstrate that a business has competent management.  In case your client doesn’t know where to go for assistance, we have many professionals within XPX able to help!

BLUE RIDGE ESOP ASSOCIATES ACQUIRES CROWE LLP ESOP BUSINESS Crowe Employee Stock Ownership Plan (ESOP) and certain tax-related 401(k) Plan services will transition to Blue Ridge CHICAGO (August 11, 2022) – Blue Ridge ESOP Associates, the nation’s largest independent ESOP administration and recordkeeping firm, announced today that it has acquired the ESOP services and certain tax-related 401(k) services of Crowe LLP, a leading public accounting, consulting and technology firm. Financial terms of the transaction were not disclosed. Following the transaction, significantly all assets and Crowe professionals associated with the Benefit Plan Services (BPS) business will transition to Blue Ridge. “We’re excited to integrate Crowe’s ESOP business and people with Blue Ridge,” said Bill Yoerger, Chief Executive Officer of Blue Ridge. “It’s a great fit for our organization, as the BPS team’s technical expertise and personalized client-centric culture mirrors ours.” “The Crowe ESOP and 401(k) plan administration practice offers true expertise in ESOP and retirement plan services.” said Tom Roback, President of Blue Ridge. “Together we form a powerful combination of thought leadership, high quality, technological innovation and customer service.” Pete Shuler, VP–Senior Consultant at Blue Ridge and a former Crowe partner who transitioned as part of the transaction, added, “We look forward to transitioning the BPS clients to Blue Ridge, where they can expect to receive the same exceptional service to which they’ve become accustomed. Given the nature of our complementary businesses, clients will benefit from the expertise provided by both Blue Ridge and BPS. This is a win for our clients, a win for our people, and a win for both organizations.” About Blue Ridge ESOP Associates Founded in 1988, Blue Ridge ESOP Associates is the largest independent ESOP and 401(k) Third Party Administration and Recordkeeping firm. Blue Ridge provides high quality, technically proficient independent plan administration and repurchase obligation forecasting. Blue Ridge administers over 1,400 ESOP company clients servicing over 500,000 participants along with thousands of 401(k) plans. The Blue Ridge family of companies employs over 165 talented professionals and is headquartered in Charlottesville, Virginia. Crowe LLP is a leading public accounting, consulting and technology firm with offices around the world. Crowe uses its deep industry expertise to provide audit services to public and private entities. The firm and its subsidiaries also help clients make smart decisions that lead to lasting value with its tax, advisory and consulting services. Crowe is recognized by many organizations as one of the best places to work in the U.S. As an independent member of Crowe Global, one of the largest global accounting networks in the world, Crowe serves clients worldwide. The network consists of more than 200 independent accounting and advisory services firms in more than 130 countries around the world. # # # Contact: Bill Yoerger, Blue Ridge, +1 434 443 2137, byoerger@BlueRidgeESOP.com Tom Roback, Blue Ridge, +1 434 220 7947, troback@BlueRidgeESOP.com Mark Semer / Sara Widman, Gasthalter & CO, +1 212 257 4170, llcp@gasthalter.com  

Employee stock ownership plans (ESOP) give ownership interest to employees in the form of stock shares. We’re going to break down what this complex deal looks like, including the potential benefits and risks, and why it’s critical to have a strong team in place to successfully guide you through the process and to the finish line. What is an ESOP? When a business reaches a certain maturity point, an ESOP can be an attractive substitute to an outside sale. If majority owners are weighing the possibility of an exit strategy, typical options include 

Internal Revenue Code Section 401(a)(28) allows employees to diversify a portion of their stock once they meet certain eligibility requirements. There are specific age and service requirements outlined by the IRS to determine who is a Qualified Participant, however your plan may allow for rules that are less restrictive. Statutory Requirements: 

When an employee terminates employment with the company due to a disability, his or her ESOP account may be subject to certain procedures and additional benefits. Before these procedures and benefits can be applied, it is important to understand how your ESOP Plan Document defines disability and whether or not the employee’s circumstance meets that definition. How is Disability Defined? 

Why are business owners and their advisors talking about ESOPs? With capital gains taxes on the rise, ESOPs are playing an increasing pivotal role as an exit strategy. Come join us on October 19 for an important webinar on Tax Reform & ESOPs. We will provide an overview of Employee Stock Ownership Plans, including the structure, mechanics and benefits – to selling shareholders, employees, and the business itself. Special Guest Shane Lieberman of the US Office of Public Policy at UBS will also share his perspectives on tax reform and other issues impacting business owners and investors. To register and for more information, please view the attached invitation. Or contact David Fasi (david.fasi@ubs.com; 860-275-8006).

This recorded webinar introduces ESOPs as an exit strategy for business owners contemplating a sale. Lavelle Law attorneys Steve Migala and David O’Leary describe the structure of an ESOP, when it makes sense for a corporation and its shareholders to consider an ESOP, its typical use cases, and an ESOP’s unique tax advantages for corporations and their shareholders. If you have any follow-up questions or to set up a consultation, call Steve or David at 847-705-7555 or email us at info@lavellelaw.com.

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What is your goal for your business? As fractional CFOs, when we first meet with our clients, this is among the first questions we ask. Your goals will inform much of our work supporting your company – whether we focus on preparing you for a near-future exit or growing and building the value of your business over time. This is what makes our fractional CFOs – many of whom are also CEPAs – a vital (and often missing) piece of the exit planning puzzle. Many business owners enlist exit planning experts as they approach the exit process, bringing in an army of resources to make the most out of what has already been built. A fractional CFO, however, becomes embedded in your business over time and, in the process, comes to serve as a value growth advisor – a financial expert who can help you 

ROBS – or use funds from their existing personal 401(k) or other retirement accounts as capital for buying a business.   In addition to creating cash flow and minimizing the use of debt, ROBS are an attractive source of funds unlocking value from an individual’s retirement savings to fund a business, what are the tax advantages that make considering a ROBS strategy worthwhile?  First, there is the aspect of tax deferral. Financing through ROBS avoids the early withdrawal penalty normally incurred when funds are withdrawn from retirement savings prior to retirement. When you use the capital from your 401(k) to fund a new income taxes or penalties, more money is available to go into the business, thus maximizing your available capital.  In addition to increasing capital efficiency, you avoid loan obligations because ROBS is not a debt product. It’s simply accessing the equity you already have built up in your retirement plan, so there’s no monthly repayments or interest like you would incur with a loan.  Accessing Business Capital Through ROBS  Here are some points to remember about how the flow of money works when using a ROBS strategy:  The new business entity to be funded must specifically be established as a C-Corp.  After a new 401(k) or profit-sharing plan is the business advisory space and how to implement a ROBS strategy. For a consultation on your business plans and objectives, please contact us at 770.740.0797 or email info2@SJGorowitz.com. 

As a small business owner, your instinct might tell you to seize every opportunity that knocks on your door. Let’s face it: saying yes can be a thrilling ride into new ventures. Sometimes, you need to remind yourself of your organizational Sweet Spot.  Does your team have the bandwidth, the people power, and the infrastructure to take it on? Sometimes, saying no is not just the better option; it’s a powerhouse move that aligns your business with your growth goal. Here’s the lowdown on when, how, and why flexing your “no” muscle is your smartest play. The Unmanageable Yes When you’re overcommitted and under-resourced, every additional yes is like adding more weight to an already overstretched team. If saying yes means sacrificing the quality of your work, spreading your resources thin, or burning out your team, then it’s time for a firm, resolute “no.” Remember, quality over quantity isn’t just a great saying – it’s the golden rule for sustainable growth. The Misaligned Opportunity Some opportunities seem golden on the surface, but they won’t help you achieve your business mission, vision, or values. Listen up: Your business is your compass; every decision should steer you to your true north. If it doesn’t fit, say no. It’s not just about avoiding the wrong turn; it’s about staying true to your course and your team’s potential. The Power of Prioritization Here’s a reality check—you can’t do it all. When you say no to less important things, you say yes to more focus, energy, and time for what truly matters. Embrace the art of prioritization because knowing what to decline is as vital as knowing what to pursue. Make your yes count! Cultivating Respect Saying no isn’t just about protecting your time and energy; it’s about setting boundaries. Assertiveness isn’t rude; it’s a sign of respect – for yourself, your team, and your business’s vision. When you respect your limits, others will follow suit. It signals to the world that your time, team, and resources are valuable. Conclusion Saying no is a tough decision. It’s not a negative judgment; it’s a selective choice. Think of the word no as a complete sentence and a powerful tool to guide your business to where it truly belongs. So, the next time you’re faced with a request that doesn’t feel right, plant your feet, take a deep breath, and remember that saying no is not just okay—it’s essential for your business’s health and ongoing success.   Do you need to get in your Owner Sweet Spot?

GAAP traps often occur when a business owner sells a company to a third party. The transaction is commonly memorialized by a Purchase Agreement. That agreement contains certain representations (or “reps”) and warranties. Some of these are common sense and should pose no problem to someone who has operated a good business. The Accounts Receivable represent money that is actually owed to the company. Taxes have been filed on a timely basis. The seller doesn’t know of any pending litigation. The owner has the right and authority to enter into a sale agreement. There is one, however, that is frequently required by attorneys who don’t understand privately held business, and agreed to by owners and their attorneys who don’t understand what they are guaranteeing. They are Generally Accepted Accounting Principles, or GAAP. What is GAAP? To start, the term “Generally Accepted” is misleading. It could easily be interpreted as “what everyone typically does.” Nothing could be further from the truth. GAAP is determined by two organizations, the Financial Accounting Standards Board (FASB) and the Securities and Exchange Commission (SEC). Per I

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