Every business owner wants to increase their profit margins. One way to do that is by reducing your personal taxes. Today’s guest shares with you a key method to reducing or eliminating your personal taxes without replacing your CPA. Joining Tersh Blissett for this episode is Mark Myers, founder/CEO of Peak Profit Solutions. Tune in as Mark gives you key tips that will reduce your tax by 30% to 60% and incur more profit for your business. It’s all about making the most of tax benefits. Listen in to learn all about it!
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Fine-Tune Your Finances And Reduce Personal Taxes Without Replacing Your CPA With Mark Myers
I’m super excited to have Mark on the show. Everybody loves this topic and it’s our taxes. The thing that I love about this episode is the fact that we’re going to talk about how we can reduce our taxes and what we have to payout. I got this shipped to me. I wanted to mention this because it’s something that we do. It’s part of our automation process. Sometimes I’ll completely forget that it’s done. It’s part of our wild packages. Whenever someone purchases something over a certain dollar amount, it’s maybe $5,000 or something like that. A package similar to this gets sent automatically. ServiceTitan notifies To Your Success and then To Your Success sends out a packet of coffee, a cup, everything with our logo and all that good jazz on it.
I don’t talk about To Your Success enough. It’s one of those things that is a great product and the automation part of it. When you open it up, they have a bunch of cookies in here. You can set it up for coffee or candies. The thing that I love about it is the fact that it is automated. You can set it and forget it within the platform. They are not officially a sponsor but anytime I need help with anything, the guys at To Your Success are amazing and always willing to help us out. I thought it was cool and it was top of mind. I was like, “I need to mention that on the show.”
We’re going to talk about taxes and more so, how to reduce your income tax by 30% to 60%. That’s without hiring a new CPA or adjusting your investment strategy. I’m super excited to have Mark on the show and learn more about Mark. My introduction says Mark is a former Marine but we all know that you’re never a former Marine. Once a Marine, always a Marine. I’m an Airman and I got out of the Air Force. It’s one of those things where we don’t take it quite to heart as a Marine does. I welcome you to the show, Mark.
Tersh, thank you so much. Thanks for your service. We’re all on the same team defending our country together.
Tell me a little bit about Peak Profit Solutions and how you even got into doing what you’re doing.
I’ll try to keep it as succinct as possible. People ask me that question all the time. When I tell them my background, they are like, “How did you get to where you are?” My background is I went to the University of Florida and got my undergraduate work in Exercise Physiology. I got my Master’s degree in Sports Management. Interestingly enough, when I finished my graduate program, I moved to the big city, Big Apple. I started working for a club company that was New York only, a high-end fitness club called Equinox. They are in a lot of big cities and only had eleven clubs.
At the timing that I had with that company, I ended up moving to Los Angeles and opening up several clubs for them in Los Angeles, Hollywood, Huntington Beach, Santa Monica and all these premiere locations. In the process, I became a business operator. I was running the clubs as an owner-operator would. I was responsible for driving revenue, managing expenses and EBITDA margin. My incentives were based on margins. I became a good operator of a business.
What I realized after about a decade of running other people’s businesses is that there are a lot more opportunities for me to grow financially to run my own. Instead of getting into running another fitness club and competing with these multimillion-dollar brands, I said, “I talk business owner language. I understand it. I’m going to be a consultant to business owners.” I initially went out and said, “I’m going to be a specialized insurance producer, high-level insurance, buy and sell premium finance and a key man but not to be securities licensed.” I didn’t want to do the whole broker-dealer Series 7.A tax architect is neither a CPA nor a tax attorney, but they will lead business owners to the right groups and blend the work together to make sure they have the additional layers of defense that they need. Click To Tweet
From that point forward, I grew. Over time, as I have traversed all these conversations, I started creating relationships with advanced tax consulting groups. Every single group has a specific area of focus. I have accumulated over a dozen of different relationships and I use those. I’m a tax architect. I’m not the CPA or attorney but I will lead the clientele that I’m working with to the right groups and blend the work to make sure they have the additional layers of defense that they need.
A lot of people don’t even realize that this is even a thing. A lot of people don’t think about a tax attorney until they have tax issues like they are bad with the IRS. They get that dreaded letter like, “You’re getting audited. Please provide seven years’ worth of history.” You’re like, “What did I do with last year’s taxes?” For your role, it’s such an interesting role. You’re the connector for this. Let’s run through your process. You can use me as an example. Mark, I’m curious. How can I reduce my tax burden by 30% or 60%? What do I need to do to get started? What is our first step? Share that progression along the way.
The first questions that I generally ask are, “How are you structured? What kind of entity do you have? Do you have an entity?” A lot of our clients might be sole proprietors but they might also be LLC owners or S corp owners. Very rarely in the small business world are you going to find a C corp owner but they are out there. Our groups work anywhere from a small business to medium size like $100 million companies or a few hundred thousand a year. We’re looking at how they are structured because a lot of what we do is legal in its approach.
We’re not looking to replace the CPA. We’re looking to add the additional layer of defense. Depending on how they are structured, we immediately may see an opportunity to create a new pathway for them to receive a portion of their profits at a lower tax bracket. We look at the structure and then the next question will be, “On any given year, what are your revenues look like? What is your net income for the business look like? Approximately, how much tax liability do you have?” Those three things will give us an idea of what directions to go in about the different solutions we can bring to the table.
Are there typically several years in business before your services are warranted? Even the question you asked there, “What is your typical yearly revenue?” Some HVAC companies, when they first start may have, “I did $200,000 last year but my goal for this year is $2 million.” It’s like, “What are we going to do?” Is there like, “Do you have three years of trends that we can look back on?” something like that.
The only thing we need to look for is their current year’s success and ideally, their confidence that they can repeat that. It doesn’t need to be, “When you get to $2 million in revenue, give us a call.” It’s more about getting to a point where you’re going to be moving $50,000 or more of profit to yourself per year in some way, shape or form whether it be part salary and part income above salary.
That’s usually the lowest threshold we usually start with because they are paying $15,000 or so in taxes. We start working on how we can start being more efficient with that. Most of our heavy-hitting clients once they start paying taxes on $200 plus so they are hitting that $40,000 or $50,000 mark, sending that check to the IRS, the federal and the state, it’s like, “$10,000 to the state doesn’t feel too good.” Once we start getting there, that’s when we can start integrating a lot of different strategies for them.
When we went back when we were smaller and first started, most of the time, our CPA was like, “We figured this stuff out. You don’t have to pay any taxes this year. We were able to write it as a loss.” You can only depreciate things so much. Sometimes we become successful about a mistake. It’s like, “We were at $3 million more per year. It’s because we provide a good service and we happen to have enough demand but we don’t know what we’re doing when it comes to taxes. I don’t know how I did this. I got here by mistake and I hope that I’m not screwing myself up.”
I can give you some examples of experiences I have had working with business owners like that.
Share a couple of those examples. I have even been there myself. Hopefully, you’re doing this conversation quarterly but sometimes it’s yearly. Sometimes you file the extension. It’s October and it’s your first time walking into the CPA’s office. It’s like, “You should have done this stuff in January and all year long. It’s October so you’re screwed.” Share some stories that you have there.
At least 50% of the time, we’re working with a small business owner that has built their business on their back, has worked very hard and provided a great service. When they provide a great service, people come. All of a sudden, they got a tax problem and it snuck up on them. Generally, when we’re dealing with that situation, they are likely not doing quarterly meetings with their CPA.
Even if they were, their CPA probably has a lot of clients and they don’t have the bandwidth to do a lot of forward-planning. They do as much as they know to do but they are not saying, “We need to look at these additional solutions and integrate those in.” They are usually going to be saying, “What other expenses do you have? We can take that. Do you need to buy any equipment because we get Section 179?” It’s more like, “Spend $1 to save $0.35.”
It’s a nice conversation because we can say, “Mr. or Mrs. Business Owner, the way you are structured, the profit that flows to you from your business is like a waterfall. Whatever you don’t buy an expense out to business expenses and then maybe defer in a qualified account.” It’s a whole other conversation, which we don’t have. We don’t take over the advisor’s role. We give them more money to work with. That’s why a lot of advisors like us.
It waterfalls down and hits that 1040. If you think about that punch right between the eyes, it’s like, “Here’s your profit and the federal tax bill. If you’re in a lovely state that has the state tax on top of it, you’re going to have that as well.” I always say that’s a retail tax bill. What we do is say, “Tersh, let’s look at the wholesale pathways because you may or may not know this.” Fifty-five of the top Fortune 500 companies in 2020 like Duke Energy, Nike, to name a few, had hundreds of millions of dollars worth of profit. They paid zero federal income tax. Instead, they got rebates.
How are these 55 companies navigating that much profit and paying zero federal income tax? They know some things that we don’t know and have high-level legal planning. A lot of the groups that I work with, one in particular, has 40 years of experience at Deloitte. Years ago, they said, “We’re going to take this knowledge and experience. We’re going to help that 9.5 million small to medium-sized business owners out there.”
They don’t realize that they could create a new pathway. They could have another entity that earns money from their main entity but that entity is created simply for their family. Their family can take a whole bunch of benefits out of it that are much more tax-efficient and some of them tax-free than utilizing them in their main business. Sometimes they can’t even utilize them in their main business because they are not legally structured the right way. We’re always looking for new paths to move their profit to themselves.
You’re saying an individual would even create another business entity separate from the actual business itself. What about hiring our children to do certain jobs? Can that be done within the business or would that have to be done within the second entity? That muddies it a little bit.
Generally speaking, when you’re starting to look at the fringe benefits, there are twenty different ways in the tax code and they have been there forever. You can take benefits from the company and deem them not taxable because they are not profit, income or salary. Some of that is paying kids. Some of it is like, “We can reimburse college tuition.” It’s all these different things. Any dollar amount over your HSA, like if you have out-of-pocket medical expenses, could be tax-deductible over. Things that generally have limits on all go away. It is case-by-case.
At the end of the day, we don’t usually recommend putting all those policies in the main entity because when you start putting those policies in there, you have to offer them to everyone in your company. We carve out and say, “We’re going to have a service company like a consulting-based company or management company, which is fine.” A lot of these policies are going to be written in. They are for the benefit of the family and whoever they want to add to that company. It becomes more of an exclusive. This is what owners of large companies have done for decades. They have a marketing and management company and it peels out.
I know people who have these other entities for the licensing aspect of things but we have never had the conversation on the tax ramifications that come along with that. Let’s say I’m in a state where I have to be the license holder or the business owner has to be a licensed holder to bring on new trade like plumbing but I don’t have the license so I want to bring somebody in.
I have heard of people taking and having another entity that that person is a partial owner in that entity. They don’t bring them in as an owner of your big corporation that you have been building up in case there is any need to separate in the future. I haven’t heard the conversation specifically about the taxes. Correct me if I’m wrong. I’m spit-balling here. I feel like it may add another layer of protection or security when it comes to tax auditing. Is that an accurate statement?
Absolutely. You’re looking at your P&L as an aggregate and you’re not looking at profit from one business. You’re looking at profit from multiple businesses. The idea behind the other businesses is that they are going to be net-zero companies because the whole idea is that they are doing and providing a service to the main entity that is legitimate and has economic substance. It’s work being done.
The idea is that you’re able to extract the profits from those entities because there can be more than one, depending on what they need to do at a much lower tax bracket. Some being tax-free fringe benefits. If we want to get into a little bit bigger cases, we’re looking at what the bigger companies do, which is profit relocation. A lot of bigger companies are like, “Why is Apple in Ireland?” It’s not because they want to hire Irish citizens. All the big companies have divisions of their company in more tax-efficient areas.
It’s probably not a small business like a mom-and-pop HVAC company, even if you’re in the $20 million range.
One of the groups I work with is the predominant group. They can turnkey the profit relocation scenario. They are duplicating what the large companies do. The reason why they do that is that they helped the large companies do it when they worked with Deloitte in their first 25 years of business. They know exactly how to do it. The smaller company doesn’t have the bandwidth. They don’t have to go get the grants and set up shop, “What is the company going to do? How do we manage it? On the other side, how do we access those profits at that lower tax bracket?” They turnkey it.A lot of business owners don’t realize that they can legally eliminate or defer, depending on the situation, to capital gains tax that they have to pay when they sell their business. Click To Tweet
We have had companies that shift as little as $150,000 or $200,000 of their profits. You need to have $400,000 or $500,000 of profit to start thinking about that solution. For as little as that, we can start saying, “You don’t have to do all of the work that your company is currently doing in your current main entity. We can carve out some of the work that you’re doing and do it better and more efficiently because that’s the key. It has to have value.”
The cool thing is the other division that’s doing work that you were doing in-house is what’s being done in the economic development zone and they have the right to earn profits. Let’s say you’re paying bills. Those bills, when you generally pay them from your main company and you’re paying out, say, $1 million a year in vendor costs and expenses, paying from your main company in Georgia was an expense. How a procurement company in an economic development zone, the same expense goes out but that procurement company can charge an invoice for doing the work.
You’re pulling profit from your Georgia company to your economic development zone. You want the profit to be earned in the economic development zone because maybe there’s a 4% corporate tax and maybe you could take the rest of the tax-exempt dividend. That’s where you’re starting to do what big companies do but you’re working with a company that could plug you in. It’s like, “We have the whole setup. How big of a space do you need?”
When I talk to business owners, the conversation that we’ll have is like, “How are these persons making money and they are showing losses? They are showing profits but they are not getting killed.” When you even dabble into any of the conversations, a lot of times, it’s like, “Are we penalized when we take the money out of that company? Are we robbing Peter to pay Paul and create more busywork for ourselves?”
That is the key. A lot of times, when we’re doing analysis work for businesses that have started to get a little bit more sophisticated, they have 5 or 6 entities. You’re like, “Why do you have this entity? This is a leasing company.” The net result still flows to you at a retail tax rate. Maybe you have a little bit more asset protection because maybe your leasing company is an LLC but there are no real tax benefits. Everybody has their KPIs, Key Performance Indicators, in the profit centers. It’s hardly any small business owner because the big businesses do this. One of the profit centers for big businesses is their tax bill. That’s a profit center.
People are like, “We think this is a dreadful time. Let’s make some money off this.”
What I like to do is to say, “We can bring that big company approach to a smaller company and turnkey it.” Not to say, “You have to walk away from the CPA that you know and love.” We’re adding these additional layers in. As the company grows, we can add more layers. At the end of the day, going back to your question, we’re not looking to create entities that are moving the ball around.
We want to make sure that this entity is earning more of the profit over here because we can take some of it as tax-free fringe benefits or zero-tax. Maybe it’s earning it over here because it’s in an economic development zone and we can take it at a lot lower corporate tax plus some tax-exempt dividends. We could even get trust scenarios involved as well, where you can have a part of your company be owned by a trust and that trust can give the business owner significant advantages as well. It’s a lot of things that can be done.
What happens whenever we have a business acquisition scenario? Do you run into that very often? Is it like, “Here are our five accounts. Here are our ten different things,” but you’re only purchasing the main corporation or all of this? Do you ever see a scenario where they are like, “You have six different entities. That’s shady. I’m not buying your business. That’s too confusing. I don’t want to purchase your business?” Have you ever seen that type of scenario?
I have that question sometimes with business owners that we’re working with that are saying, “We have been doing this for a while. We’re not ready to stop yet but we’re probably going to be looking to sell in 3, 4 or 5 years. How is it going to work with these different divisions? One is obviously for our family.” It’s an easy conversation. We say, “These divisions can be shut down as fast as they can be set up.” What the acquirer is buying is your base company but you’re showing them an aggregate. You’re saying, “Here’s where all our profit is going.”
A lot of times, they say, “We want to keep that division going because the tax benefits move to the new owner.” They don’t have to. Let’s say they don’t like it. It’s not that this is not black and white. It is tax code stuff. You’re there like, “I like paying retail. I don’t want to do anything outside of what I know.” That becomes a whole other conversation because a lot of business owners don’t realize that they can legally eliminate or defer, depending on the situation, the capital gains tax that they have to pay when they sell their business.
We have had several business brokers on the show and they were like, “It’s very important the way it’s worded when you sell your business or when you’re purchasing a business because of capital gains tax. The seller doesn’t want all of this stuff.”
I’ll get two scenarios. The business owner that’s like, “I heard you’re good at tax efficiency and I have a big tax bill.” I’m like, “Tell me about it.” They are like, “I sold my business about six months ago and I’m going to have to pay taxes on $1 million.” I have seen more. Some of them say $20 million but some of them say a few hundred thousand. It doesn’t matter. They still have to pay capital gains tax, which is generally going to be the lowest amount at 23.8%. In other states like California, it’s 35%.
That’s a big chunk to change for something you sold that you worked your whole life on or a long time to build. That’s when I’m like, “I could have helped you a lot more if you told me before you sold because it’s an assignment of income.” It’s saying, “When you’re structuring that sale, the seller doesn’t care who they are paying as long as they acquire the business wholly. If the income is assigned to you, Mr. Business Owner then the tax bill is due as soon as that payment is made.”
It doesn’t have to be all of it. It can be a portion of the sale into another environment where it’s controlled. You might not own that environment, say, it’s a trust but you control it fully. There are no taxes due. You can bifurcate the tax bill either 100% or a portion of it by simply assigning or conveying a portion of your interest in the business into another environment before the sale. You can put that money to work instead of saying, “Thirty percent went to the government. I can put it to work.” I got almost all of it and I can put it to work.
You sold it and you’re like, “The way my calculations work here, I need about $500,000 to live out the rest of my life. When I sell the business, I’m going to make $500,000 and 23% of it is going to the taxes. I’m short 23% of my $500,000. I got to get another job.”
We can take that $500,000 and say, “Let’s put the assignment of your asset in here first that you can fully control. The $500,000 makes it in here. You can start reinvesting and earning interest without gains. Depending on the structure, it may be that you’re paying taxes as you take money out in little pieces.” Some structures are efficient in almost eliminating tax but that’s a whole other more complex conversation.
One of the things that you mentioned early on, I don’t want to go back to it because I know we can get into a rabbit hole with this conversation but I want the audience to catch it. That’s the fact about visiting your CPA quarterly. A lot of CPAs can be stretched thin and at their limit of being able to offer additional services. I’m guilty of it.
I have a CPA that’s 300 miles away from me. I have been the person who was like, “Mom, who is your CPA?” She was like, “It’s Sally down the street. She gets online and does our taxes once a year.” A CPA, in the grand scheme of things, shouldn’t cost you money. They should make you money. You should be meeting and they should be proactive instead of reactive.
You mentioned getting their taxes. Even meeting quarterly, they have enough bandwidth to react to what you have already done. Hopefully, you didn’t wait almost two years because you waited until October of the previous year’s taxes stuff. Somebody might say, “It’s going to be $2,000 to use the CPA.” You might be used to paying a couple of hundred bucks and then someone says it’s $2,000 but that CPA may be someone who is proactive and they may make you an additional $10,000.
Keep that in the back of your mind whenever you’re thinking about this entire situation as far as if you’re getting to that point where the numbers are getting bigger than where you’re comfortable and you’re like, “I need to hire a CPA.” I had a guest on the show and something he mentioned that stuck with me is having your five people. We all know that we are the five people that we surround ourselves with. One of the things that he mentioned was, “Have a good banker that’s your first name basis with. Have a CPA that’s the same. Have a tax lawyer and an investment advisor that does the same thing and then a mentor.”
That’s something that stuck with me. I don’t have an amazing tax lawyer that I’m good friends with. If anybody is reading this and you’re a tax lawyer, hit me up. It’s something that resonates with me. It’s a “Do as I say, not as I do” type scenario but I can speak from experience. You don’t want to be calling out to tax lawyers and CPAs when you’re in trouble with IRS-type stuff. It’s the same with Mark here. I love this conversation because it’s very proactive work versus reactive work.CPAs are good general practitioners. The reason why they have never been apt to refer to specialists is that most of the specialists say, You don't need your CPA anymore. Come with us. Click To Tweet
A lot of times, we stay so busy in our businesses because we’re putting out fires. That’s what everybody says. “I can’t do X, Y and Z because I’m busy putting out fires all day long.” If you’re proactive in your taxes and all of this investment stuff, you’re less likely to have to spend the time putting out fires because you’re being proactive in the situation. I super appreciate you coming on the show and sharing all this information, Mark.
Before we go, I would be remiss if I didn’t ask because it’s something that I’m thinking and also everybody else. With the CPA and cost difference, what typically is an investment? I know that it’s going to range because you can’t charge a $200,000 company the same as you charge a $200 million company. What is a typical investment in this process in getting the ball started?
The good news is the first step is a complimentary consultation. I only need twenty minutes of someone’s time to determine what pathways are readily available. Depending on those pathways, there might be a small retainer initially to get the analysis work done. We’re talking like a few hundred dollars. If it’s a lot of analysis work, maybe it’s $1,000 to $1,500. It’s not a big deal. The good news is we’re not going to do the analysis work.
I’m not going to even allow for the analysis work to happen unless I know proactively based on the conversation I have had and the facts that I have found from the complimentary analysis that we’re going to save them, depending on the size of the business, 30%, 40% or 50% of their current tax bill. We always look at it in percentages.
When I’m talking to a business owner, I’m saying, “There’s likely a 20% reduction. We could have 30%.” If they are paying $10,000 in tax, I’m looking at, “We could probably carve 30% off of that.” If they are paying $50,000, $9,000, $12,000 or whatever it is, if they know that they can do some analysis work for a few hundred bucks and then maybe engage with us for a couple of thousand bucks and all of a sudden, they are saving three times more in the same year. We’re talking about an ROI in the very first year.
I always go back to investments. When you gave your investment advisor that $1,000 and you were like, “I hope it can give me 6%,” you might lose all your money too. I’m saying, “This is pretty much a guarantee. We’re using tax law to take that dollar that you’re using for us to help you structure better. We’re going to give you back 5% from tax.”
Once the relationship has been initiated, can you typically figure it out within that first year or is this something that you need to do an analysis every year on?
Most of the strategies that we put in place when I say we are the core group of tax because we have tax attorneys and CPAs. They are evergreen. Once the structure is in place, it’s like, “You continue to use this for as long as you’re in business.” If tax law changes because it does, it’s like, “The fairway might shift a little bit and you don’t want to be in the rough. You want to be in the fairway.” Most of the groups I work with have retainer packages where they can stay.
You can go back with them every year or so and say, “I want you to re-evaluate what you put in place for us a year or two ago. If anything has changed, let us know.” They shore them up. There’s always an ongoing opportunity to stay engaged because CPAs don’t have the bandwidth to know what the latest court case is specific to this tax code that’s in 70,000 pages that maybe not everybody even knows about, to begin with.
What happens if you get into analyzing our situation and you’re like, “I’m going to be blunt with you. Your current CPA is garbage. I recommend this person here.” Do you have that ability? If I come to you and say, “There’s no love relationship with this CPA. Sally is just Sally.” If I need somebody else, can you recommend someone to me?”
Here’s the thing. I want to make sure this is important to communicate. The goal for what I do and what the groups that I work with do is not to put the current professional on notice. It’s more to evaluate what’s currently being done and provide additional layers of efficiency and integration. There are going to be times that we might see that, “The CPA was asleep at the wheel.” Normally, it’s not because we’re doing things that most CPAs don’t have the licensing to do. They are not attorneys. Every once in a while, we’ll have a seat.
What normally we run into is only 2 or 3 out of the 10 CPAs out there are forethinking and know that there are more things they can do that are outside of their scope. The other 7, 8, 9 or sometimes it’s 1 out of 10. They are like, “If I don’t know and understand it, I don’t like it.” The business owner has got to make a decision. That’s when I say to the business owner, “It’s your decision. You’re the business owner.” I have got dozens of accounting groups and CPAs because we work in all 50 states and we have been doing this for many years for small businesses that will love to have your business that already has clients that are doing this.
Even within our peer-to-peer coaching groups, I’ll hear them say like, “My CPA would not allow me to do that or let me write off a van wrap as marketing expenses.” They would say like, “My CPA won’t let me do this because that’s not how they have ever done it before. If it’s not that way, they refuse to do it.” It’s like, “Are you working for them? They work for you. How does this relationship work again?”
One of the analogies I use is, “If you were to look at your primary care medical physician as the end all be all, you probably would run into some problems down the road because you might need some neurology assistance. You might need some ear, nose and throat assistance. God forbid, you need oncology assistance.” They are specialties. CPAs are good general practitioners. The reason why they have never been apt to refer to specialists is that most of the specialists say, “You don’t need your CPA anymore. Come with us.”
What we do is say, “We will be the specialist that doesn’t take business away from your CPA unless they are being hard-headed or you realize they are not a value to you.” We say, “We’re not going to become your CPA but we have dozens of CPAs we can refer you to. Why don’t you interview these too? They already know us and already have clients that work with us. Maybe you’ll like one of them.” That’s how we roll.
What is the website or the best place to get in touch with you?
It’s PeakProfitSolutions.com. You’ll have my ugly mug on it, a little bit about me and some ways to schedule a complimentary consultation if you want it.
Mark, I appreciate it. I have gotten tons of knowledge out of this. I even thought about things that I had forgotten about in the past that I needed to rekindle relationships with people. A huge shout-out to you and I appreciate you spending some time with us.
This has been my pleasure, Tersh. Thank you so much for hosting such a good show.
If anybody has any questions, please do not hesitate to reach out to Mark. This is one of those things that I believe is going to be of massive value for you. If you have any questions for me, as always, don’t hesitate to reach out to me as well. I hope you have a wonderful and safe week until we talk again next time on the show. It’s a show focused on serving business owners, managers and technicians who are considering becoming business owners themselves. Be safe.
About Mark Myers
Over 90% of America’s successful small and medium sized businesses significantly overpay in tax, even if they are working with a highly experienced CPA or accounting firm.
Most individuals that sell highly appreciated assets do not know that they can significantly reduce or completely eliminate their capital gains tax if the sale is structured properly.
Most high income earning w-2 employees do not know they can reduce or eliminate their tax with special, government approved programs.
We help our clients accomplish all of the above WITHOUT replacing their CPA or Investment Advisor(s).
We also DO NOT provide the standard depreciation, expense related or tax deferral advise.
We bring highly experienced and skilled tax attorneys, accountants and business strategists to the table to work with you.
We have helped thousands of individuals significantly and permanently reduce their annual tax bill to help them better grow their business and accelerate their wealth.
Ask us about our fortune 100 caliber tax savings analysis that can be completed in less than 5 business days. It’s not what you earn, it’s what you keep!
Business Success & Leadership Experience
22 years of experience in leadership, sales and education. Successful track record in improving EBITDA profit, creating superior service relationships and developing talent.
United States Marine Corp Reserve (May 1995-May 2003)
Platoon guide in basic training and mission occupation specialty school. Second line platoon section leader within Bravo Company, Fourth Marine Division. Acquired rank of Sergeant prior to honorable discharge in 2003.
HONORS – AWARDS
Distinguished Medal Award
Granted by the Armed Forces Association of America for outstanding leadership provided during active duty mission occupation schools training at Marine Corp Base Camp Pendleton, CA (Sep 1996).
Robert A. Mette Award
For outstanding leadership and service during amphibious orientation training at Naval Amphibious Base Coronado, CA (Jul 1998).