MGO CPA | Tax, Audit, and Consulting Services

Topic: Consulting

How Pro Athletes Choose Winning Financial Teams

Key Takeaways:

  • Professional athletes need to assemble teams of qualified advisors to properly manage their complex financial affairs, just as successful CEOs build executive teams to run their companies.
  • The business manager or CFO plays the crucial role of quarterbacking the athlete’s daily financial operations — providing advice, serving as a gatekeeper, and coordinating the overall strategy with other advisors.
  • Carefully vetting and selecting a highly qualified, ethical business manager is essential, as many professional athletes have fallen victim to mismanaged finances.

~

As an athlete entering the draft, you are no longer just a player. You are now a professional, paid to play the game you love at the highest level. But along with the title “professional athlete” comes the weight of greater financial responsibility.

The financial profile of a professional athlete more closely resembles a mid-sized, private company than a typical household. While the economics can be exceptional, an alarming number of players lack the support structure necessary to navigate the depth and complexity of their financial requirements.

A professional athlete is the CEO of the brand that bears your name. To ensure the long-term value of that brand, you need to embrace this role and re-imagine your future beyond the playing field.

How to Assemble a Team to Support Your Athletic Career

Six-time NBA champion Michael Jordan once said, “Talent wins games, but teamwork and intelligence win championships.” This is just as true in the business world as it is in the world of professional sports. That’s why the world’s top CEOs make team-building their top priority. The way they approach that process serves as a valuable roadmap for both CEOs and athletes alike.

The Corporate Model

Most businesses share a common structural framework. While details may vary across different industries and global regions, the core elements of the Corporate Model (below) remain consistent. This framework identifies the primary business functions and areas of expertise critical to an organization’s success.

The Corporate Model has been successfully adapted to a wide variety of business categories, evolving as necessary to the unique needs of each organization’s operating environment.

The Hollywood Model

The film and television industry shares many traits with professional sports. The quality of the product is determined largely by the quality of talent in the spotlight — driving significant demand and high salaries for the best actors, directors, writers, etc.

Over the years, Hollywood leaders recognized that many of the same principles of growth and financial governance in the corporate world apply to talent in film and television. This led to the evolution of what we call the Hollywood Model (shown below).

This model identifies the importance of each individual role in the Corporate Model, albeit by different names. For example, the Chief Financial Officer (CFO) becomes the Business Manager, taking the lead on the client’s financial affairs.

The Sports Model

Over the past several decades, the financial lives of professional athletes have become increasingly complex. Salaries, endorsements, appearances, and other sources of income have grown significantly, and so have demands for athletes’ time and attention. However, the average player’s support system has failed to evolve at the same pace. The model below shows how the support team of a typical athlete compares to Corporate Model.

While professional athletes understand the importance of experience, expertise, and teamwork, they often lack a clearly defined model for building their teams off the field. The majority of highly publicized financial failures in professional sports stem from athletes who were either (a) missing key role players on their teams, or (b) trusting important roles to inexperienced or sometimes even unscrupulous acquaintances.

The MGO Model

At MGO, we have been fortunate to work with some of the most successful executives and entrepreneurs in the world — as well as many of the biggest names in sports and entertainment. As a result, we have come to know the traits and practices that drive success across industries.

The MGO Sports Model identifies and defines the roles critical to success — and aligns the work of leading advisors under a common vision. While each role is important, we encourage you to begin with the person who will serve as the quarterback of your daily financial life: your CFO/Business Manager.

Roles and Responsibilities of Your Business Manager

While each member of your team plays a vital role, the CFO/Business Manager is the person with the most tangible daily impact on your financial life. 

Here are four ways your CFO/Business Manager contributes to your team: 

  1. Quarterback – Your business manager leads your financial operation, responsible for hands-on, real-time execution of the financial plan. This includes establishing budgets, paying bills, and monitoring the expenditures of anyone with access to your accounts or credit cards. 
  1. Advisor – Business managers serve as on-call financial advisors, working closely with you on your most important financial decisions — including family estates and trusts, marketing and name, image, likeness (NIL) deals, tax planning (including international tax), major purchases, potential investments, and charitable contributions. 
  1. Gatekeeper – High-profile athletes can be targets of investment scams and unwarranted requests for financial support. When these propositions come from friends, family, and former acquaintances, your business manager can serve an important gatekeeper function. By establishing a recognized first point of contact for all financial requests, most questionable requests can be filtered out before they reach you. 
  1. Strategist – Your business manager works closely with your entire roundtable of advisors, ensuring that everyone is aligned and working together to implement a common strategy. 

Selecting a Trusted Business Manager

Despite the critical role played by CFOs/Business Managers in the financial lives of their clients, most states require no credentials to use the title. As a result, there are people with little or no accounting experience using that title today.

Many of the highly publicized financial challenges in sports and entertainment have stemmed from unqualified and/or unethical advisors serving in the role of business manager for high-profile clients. That’s why we suggest doing your own due diligence before hiring the quarterback of your financial team.

Things to consider when selecting a CFO/Business Manager:

  • Is the business manager a licensed CPA (certified public accountant)?
  • Is the business manager’s firm a licensed CPA firm?
  • What systems and certifications do they have in place to safeguard your money and data privacy?
  • What services will the CFO/Business Manager provide? For example…
    • Financial Planning
    • Bill Pay and Cash Management
    • Tracking Income/Receivables
    • Negotiating/Overseeing Major Purchases
    • Overseeing Insurance/Risk Management
    • Tax Consulting/Preparation
  • What types of reports will you receive? (ask to see samples)
  • How is bill pay managed? How are payment authorizations handled?
  • Do they have a dedicated staff? Do they have experience with similar clients?

Need Help Navigating the Complexities of Your Financial Journey?

MGO’s dedicated Entertainment, Sports, and Media team understands the unique challenges athletes face and provides tailored solutions that align with your goals. Reach out to us today to learn how we can help you achieve financial success beyond the field.

10 Things Government Contractors Need to Know About Tax Reform

The $1.5 trillion new tax law represents the most sweeping change to tax code in a generation. Tax reform of this magnitude will have broad implications for government contractors. While accountants and tax departments wade through the 185-page legislation, here are the top 10 things government contractors need to know:

1. The corporate tax rate was permanently reduced from 35 percent to 21 percent.

The top corporate tax rate has been permanently reduced from 35 percent to a flat rate of 21 percent, beginning in 2018. Unlike all other provisions in the new law, including tax breaks for individuals, the new corporate tax rate provision does not expire.

2. There’s a tax break for owners of pass-through entities.

The new law provides owners of pass-through businesses — which include individuals, estates, and trusts — with a deduction of up to 20 percent of their domestic qualified business income, whether it is attributable to income earned through an S corporation, partnership, sole proprietorship, or disregarded entity. Without the new deduction, taxpayers would pay 2018 taxes on their share of qualified earnings at rates up to 37 percent. With the new 20 percent deduction, the tax rate on such income could be as low as 29.6 percent. It should again be noted that certain service industries are excluded from the preferential rate, unless taxable income is below $207,500 (for single filers) and $415,000 (for joint filers), under which the benefit of the deduction is phased out.

3. There might be huge tax benefits to changing your company’s current choice of entity.

Taxpayers should consider evaluating the choice of entity used to operate their businesses. The 21 percent reduced corporate tax rate may increase the popularity of corporations. However, factors such as the new 20 percent deduction for pass-through income, expected use of after-tax cash earnings, and potential exit values will significantly complicate these analyses. The potential after-tax cash benefits ultimately realized by owners could make choice-of-entity determinations one of the most important decisions taxpayers will now make.

4. There have been significant changes to the international tax system.

In connection with these changes, some U.S. shareholders who own stock in certain foreign corporations will have to pay a one-time “transition tax” on their share of accumulated overseas earnings. Other changes include a “participation exemption,” which is a 100 percent dividend-received deduction that permits certain domestic C corporations to receive dividends from their foreign subsidiaries without being taxed on such dividends when certain conditions are satisfied. There is also a new requirement that certain U.S. shareholders of controlled foreign corporations (CFCs) include in income their share of the “global intangible low-taxed income” of such CFCs. Finally, there are new measures to deter base erosion and promote U.S. production.

5. The corporate AMT and DPAD are dead, but Research Tax Credits live on.

The law repeals the Section 199 Domestic Production Activities Deduction (DPAD) and the corporate Alternative Minimum Tax (AMT) for tax years beginning after 2017. The Research Tax Credit was retained and is now more valuable given the reduction of the corporate tax rate from 35 percent to 21 percent.

6. They’ve scrapped NOL carrybacks and limited the use of carryforwards.

Previously, businesses were able to offset current taxable income by claiming net operating losses (NOLs), generally eligible for a two-year carryback and 20-year carryforward. Now NOLs for tax years ending after 2017 cannot be carried back, but can be indefinitely carried forward. In addition, NOLs for tax years beginning in 2018 will be subject to an 80 percent limitation. Companies will have to track their NOLs in different buckets and consider cost-recovery strategy on depreciable assets in applying the 80 percent limitation.

7. Tax reform’s impact on accounting methods may change when revenue is recognized, but new provisions could also lead to temporary and permanent tax benefits.

Under the new law, accrual basis taxpayers must now recognize income no later than the taxable year in which such income is taken into account as revenue in an applicable financial statement.

However, new provisions also provide favorable methods of accounting that were not previously available. That, coupled with the reduction in tax rates, creates a favorable and unique environment for filing accounting method changes.

There are many method changes still available for the 2017 tax year. Taxpayers should evaluate current accounting methods to identify any actionable opportunities to accelerate deductions and defer income for the 2017 tax year, which could result in significant tax savings.

8. There are new rules for bonus depreciation and full expensing on new and used property.

The new tax law allows a 100 percent first-year deduction — up from 50 percent — for the adjusted basis of qualifying assets placed in service after Sept. 27, 2017, and before Jan. 1, 2023, with a gradual phase down in subsequent years before sunsetting after 2026. The definition of qualifying property was also expanded to include used property purchased in an arm’s-length transaction. Businesses should pay close attention to any qualifying asset acquisitions made during the fourth quarter of 2017, as the full expensing can be taken on the 2017 return if the property was acquired and placed in service after Sept. 27, 2017.

Additionally, under new tax law, taxpayers may now deduct up to $1 million under Section 179 for properties placed in service beginning in 2018 — double the previous allowable amount. The phase-out threshold is increased to $2.5 million and will be indexed for inflation in future years and the types of qualifying property has been expanded.

9. The availability of the cash method of accounting expanded for small businesses.

Beginning in 2018, the average annual gross receipts threshold for businesses to use the cash method increases from $5 million to $25 million. Additionally, small businesses who meet the $25 million gross receipts threshold are not required to account for inventories and are exempt from the uniform capitalization rules. The $25 million is indexed for inflation for tax years beginning after 2018.

10. Now is the time to assess total rewards strategies.

Tax reform significantly impacts various components of an employer’s total compensation program — namely the expansion of the $1 million deduction cap on pay to covered employees; disallowed deductions for transportation fringe benefits provided to employees; income inclusion for employer-paid moving expenses; further deduction limitations on certain meal and entertainment expenses; and a two-year tax credit for employer-paid family and medical leave programs. As the IRS releases guidance, employers must immediately modify their payroll systems to reflect tax reform changes impacting individual taxpayers.

For more information about the impact of tax reform on the Government Contracting industry, please reach out to us.

Top 10 Procurement Issues for Public Agencies

Is your organization getting the most from your procurement department? Public sector procurement has more demands to meet than other sectors – deliver products/projects on budget, to specifications, adhering to government policies and regulations, while delivering quality products/performance that will benefit its citizens. Purchasing is no longer considered a clerical function. Today, purchasing agents are subject to emerging technologies, increasing product diversity and choice, environmental concerns, and a new emphasis on quality and best value, not just lowest price. The top ten issues in the procure to pay cycle are:

  • Insufficient outreach to vendors
  • Lowering of bonding requirements
  • Burdensome administrative requirements
  • Insufficient segregation of procurement approval and receiving duties
  • Lack of cross-department evaluation of vendor proposals
  • Inconsistent management and designated authority levels
  • Organizations are unaware of procurement process times – from start of requisition until vendors are paid
  • Procurement activities are not aligned with overall organizational activities
  • Too many sign offs/approvals

If any of these issues sound familiar, or your organization has not reviewed its procurement function in a while, you run the risk that your procurement strategies are inconsistent with organizational needs, which can result in paying higher prices for the goods and services required to run your agency, insufficient number of competitive bids, or worse, violating your grant or service agreements.

IntelliBridge Partners has the expertise to improve the procure to pay cycle through business process reviews, risk assessments, and performance audits. If you would like help with your procurement department, please contact Greg Matayoshi at [email protected].