Five-Pillared Planning for Exits and Other Liquidity Events

Michael J. Nathanson (), Jeffrey T. Craig (), Jennifer A. Geoghegan (), Nadine Gordon Lee (), Michael A. Haber (), Max B. Haspel (), Seth P. Hieken (), Matthew C. Ilteris (), D. Scott McDonald (), Joseph A. Salvati () and Stephen R. Stelljes ()
Additional contact information
Michael J. Nathanson: The Colony Group
Jeffrey T. Craig: The Colony Group
Jennifer A. Geoghegan: The Colony Group
Nadine Gordon Lee: The Colony Group
Michael A. Haber: The Colony Group
Max B. Haspel: The Colony Group
Seth P. Hieken: The Colony Group
Matthew C. Ilteris: The Colony Group
D. Scott McDonald: The Colony Group
Joseph A. Salvati: The Colony Group
Stephen R. Stelljes: The Colony Group

Chapter 13 in Personal Financial Planning for Executives and Entrepreneurs, 2021, pp 199-215 from Springer

Abstract: Abstract A successful entrepreneur can spend decades building and nurturing a business only to have much of its value unnecessarily evaporate because they didn’t plan appropriately for an eventual liquidity event. At a minimum, effective planning for a liquidity event should begin no less than 18 months in advance of the event. A well-structured, coordinated advisory team is essential for optimizing a substantial liquidity event. Cash-flow planning is an important part of planning for a liquidity event, as is understanding its potential impact on achieving financial independence. There are a wide variety of techniques available to minimize federal and state income taxes, as well as estate and gift taxes, while also planning for others such as family members, charities, and employees. The planning process should also involve a comprehensive insurance review.

Date: 2021
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DOI: 10.1007/978-3-030-65400-9_13

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