Category: Blog

Tips for Early Retirement Planning

Tips for Early Retirement Planning

5 min read

Tips for Early Retirement PlanningRetirement planning starts with retirement spending. Ideally, retirees are mortgage-free and relatively debt-free before they leave the working life behind. In retirement, a key strategy is to maintain low monthly staple expenses.

Therefore, if you want to devise a financial plan that will allow you to retire early, consider cutting back your basic household expenses a year or more before your target retirement date. Some retirees choose to downsize their home, which also tends to reduce property taxes, homeowner’s insurance and maintenance costs.

Also, use that time to shop for cable, internet, or cell phone plans that may be cheaper and suit your needs in retirement. Be aware that seniors often get additional discounts they may not be aware of, so be sure to explore those options. By reducing your pre-retirement cost of living, you can reduce the amount of income you’ll need after you retire.

Build up Coffers

Another way to plan for retirement is to increase your savings while still earning income. You should have more than the typical emergency fund when you retire – so you won’t deplete it before you die. You also don’t want to have to take large, unscheduled withdrawals from retirement accounts because that would deplete your principal and potentially reduce the ongoing income you receive from those sources.

Social Security

Remember that if you start taking benefits before your official retirement age, you will lock into a lower payout level for the rest of your life. So even if you can afford to retire early, it’s generally a good idea to hold off tapping Social Security until full retirement age or even up until age 70, when you earn additional income credits. Factors to consider in making this decision include your health and life expectancy, needs for income, and other retirement assets. Remember, Social Security will last the rest of your life with cost-of-living increases and no investment market risk, so it is one income source you should wait to maximize as long as you can.

By establishing an account at the Social Security website, you can check your benefit amount at various ages based on current earnings; these projections are updated every year. If you are married, consider both spouses’ benefits as it might be better to start one early while allowing the other benefit to accrue.

Pension

If you expect a pension from your employer, you can request projected payouts to help devise your early retirement plan. If you have the option to receive either annuity payments or a lump-sum distribution, you might want to consult with a financial advisor to determine your best option within the context of your entire portfolio of assets.

Investment Accounts

If you have a 401(k), 403(b), or traditional IRA, remember that once you turn 73, you must begin required minimum distributions if you haven’t already. As a general rule, the common strategy for drawing down invested assets in retirement is to use taxable accounts first, tax-deferred accounts second, and tax-free accounts (e.g., Roth IRA) last. Roth IRAs do not require distributions at any age and can continue to grow throughout retirement.

Rule of 55

There is a legal strategy for tapping 401(k) or 403(b) retirement funds before the age of 59½ without incurring a penalty. The Rule of 55 enables you to make a series of substantially equal periodic payments from a former employer’s retirement plan (not a rollover account) between the ages of 55 (50 for a government defined-benefit plan) and 59½. While this strategy waives the 10 percent early withdrawal penalty, distributions are still subject to income taxes.

Health Insurance

If you wish to retire before age 65, consider your health insurance options.

  • Employer-sponsored coverage through COBRA
  • Health insurance marketplace plans at HealthCare.gov
  • Joining your spouse’s health insurance plan
  • Potential discounted coverage through membership organizations (e.g., AARP)

When you become eligible for Medicare, you must apply during the seven-month period that begins three months before you turn 65 and three months after your 65th birthday. If you do not apply during this enrollment period, you may face penalties.

Long-Term Care

If you’re thinking about early retirement, you may not be thinking much about nursing home expenses. However, long-term care can be quite expensive, so it’s important to plan for it early so you don’t run out of money when you need it most. Help from family can reduce the need for paid long-term care in your later years, so you may want to consider moving closer to them before or after you retire. Note that Medicare generally does not cover ongoing long-term care, although it may provide limited coverage for skilled nursing and rehabilitation services.  As a result, you’ll either need to self-fund, purchase some form of long-term care insurance, or spend down your assets in order to qualify for Medicaid long-term care assistance.

An early retirement plan usually involves a number of moving parts, so carefully consider withdrawal strategies and your specific tax situation in order to develop a plan that works best for your circumstances.

Supreme Court Will Decide What Homeowners Are Owed When Tax Sale Erases Equity

A county in Michigan was owed about $2,200 in back taxes. To collect it, the government took a home worth close to $200,000, auctioned it for a fraction of that, and called the matter settled. The family is now putting a simple…

4 min read

Supreme Court Will Decide What Homeowners Are Owed When Tax Sale Erases EquityA county in Michigan was owed about $2,200 in back taxes. To collect it, the government took a home worth close to $200,000, auctioned it for a fraction of that, and called the matter settled. The family is now putting a simple question to the Supreme Court: when the state sells your house over a small debt, does it owe you the real worth of what it took or only whatever the auction happened to fetch?

The Rule that is Already on the Books

Three years ago, the court drew a clear line. Geraldine Tyler, then in her 90s, had let a $2,311 levy on a Minneapolis condo balloon to about $15,000 once penalties and interest stacked up. Hennepin County took the unit, found a buyer at $40,000, and held onto all of it. By any fair reckoning, the $25,000 above her debt was Tyler’s money – even though the county walked away with it. Minnesota law blessed that, as did 11 other states and the District of Columbia, plus nine more states under narrower terms.

A unanimous court ended the practice. Chief Justice Roberts wrote that a government can sell property to satisfy a tax debt but cannot help itself to more than the debt is worth. Leftover equity belongs to the owner, and a state cannot dodge that by defining the property interest away.

The Question Tyler Left Hanging

Tyler was tidy because the surplus was undeniable. Subtract a debt near $15,000 from a $40,000 sale, and the leftover is beyond dispute. The justices never had to confront the messier case where the sale price itself is artificially low. If a forced auction brings in far less than a home would fetch on the open market, is that depressed number really the measure of what the owner lost?

That is the gap, and tax auctions are where it opens. Unlike an ordinary listing, these sales draw a thin crowd of investors and speculators, and the government has little reason to chase top dollar. A county could therefore obey Tyler to the letter, hand back every cent of the auction surplus, and still watch most of a family’s equity vanish.

How the Pung Family Got Here

Three-and-a-half decades ago, Timothy Scott Pung paid $125,000 for a roughly 3,000-square-foot house in Isabella County, and for years it carried Michigan’s Principal Residence Exemption. Scott died in 2004, and his wife in 2008. Their son Marc stayed on, assuming the exemption rolled forward without any new filing. The assessor saw it otherwise and stripped the break retroactively. Marc fought back, and a state tax tribunal agreed no further paperwork had ever been required.

The assessor would not let it go. Over a shortfall of $2,241.93, on a place the county itself pegged at $194,400, the family was thrown out, and the home went under the hammer for $76,000. Nobody disputes that the estate is owed the surplus. The quarrel is how to measure it. Isabella County treats the surplus as the hammer price minus the debt, leaving about $74,000. The estate says the yardstick should be the home’s true market value minus the debt, pushing the number toward $194,400. The spread tops $100,000.

Bigger Than One House

The stakes reach far past Michigan. Minnesota alone moved more than 4,300 properties through these sales between 2014 and 2020. Across the 1,200-plus that were family homes, the typical owner lost some 92 percent of the equity above the debt, averaging around $207,000 against bills averaging just $17,000. In the nation’s capital, a veteran with dementia lost a $200,000 home over $133.88.

There is a second front, too. The estate contends the foreclosure worked as an excessive fine barred by the Eighth Amendment, a theory the lower court waved off as ordinary tax collection but one that Justices Gorsuch and Jackson have flagged for review.

Argument wrapped on Feb. 25 with a ruling likely any day now. The court has already said the government cannot keep more than it is owed. Now it must decide whether that shield covers only the cash left after the gavel, or the equity that vanished before.

Understanding Depreciation Recapture

This accounting and tax method refers to a treatment used by the Internal Revenue Service (IRS) to obtain tax remittances on sales of depreciated property. Understanding how it works is essential for filers to make the most of it…

3 min read

What is Depreciation RecaptureThis accounting and tax method refers to a treatment used by the Internal Revenue Service (IRS) to obtain tax remittances on sales of depreciated property. Understanding how it works is essential for filers to make the most of it.

Required Conditions

As property depreciates, its value declines. When depreciated assets are sold, it’s able to be filed as ordinary income as long as the transaction’s price is above the property’s adjusted cost basis. The gap between the sales price and its adjusted cost basis must be filed as a component of the individual’s ordinary income.

Defining Adjusted Cost Basis

Adjusted Cost Basis = Asset’s Purchase Price + Improvements – Depreciation Deductions

Per Internal Revenue Code Section 1016, this calculation factors in both lower depreciation rates and improvement additions, resulting in the asset’s net cost.

Illustrating Adjusted Cost Basis

If an asset purchase price is $75,000, and it’s depreciated annually over six years, its adjusted cost basis is as follows: $75,000 – ($3,000 x 6) = $57,000.

If, however, the asset is sold for less compared to its adjusted cost basis, the transaction’s gain should be filed as a capital gain and not ordinary income. When it comes to calculating depreciation recapture, the adjusted cost basis is incorporated into the calculation as follows:  

Property Acquisition Cost: $750,000

Six annual deductions for depreciation: $7,000

Amount the assets are sold for in year 7: $740,000

Tax Rate of 25 percent for depreciation recapture

20 percent tax rate of capital gains

Therefore, adjusted cost basis equals = $750,000 – ($7,000 x 6) = $708,000

When calculating the gain on the sale, the resulting amount is calculated as follows:

= $740,000 – $708,000 = $32,000

Based on the owner(s) of the assets, the $32,000 will be reported as ordinary income. The depreciation recapture tax of 25 percent on the $32,000 will be $8,000 ($32,000 x 25 percent).

Be mindful if the $32,000 is more than the full depreciation deductions filed for by the taxpayer, the depreciation recapture will match how much depreciation is deducted and must be taxed as ordinary income. The balance will be taxed as a capital gain.

Assume everything from the first calculation is the same, but now the same asset is sold for $940,000.

Property Acquisition Cost: $750,000

Six annual deductions for depreciation: $7,000

Amount the asset is sold for in year 7: $940,000

Tax Rate of 25 percent for depreciation recapture

20 percent tax rate of capital gains

The adjusted cost basis will remain $708,000

In this example, since the asset owner’s gain is $190,000 ($940,000 – $750,000), only the depreciation deduction of $42,000 ($7,000 x 6 years of depreciation) will be reported as ordinary income since it’s the complete sum of the depreciation deductions. The balance of $148,000 ($190,000 – $42,000) will be taxed at the capital gains rate. The calculations for taxes are calculated as follows:

Depreciation recapture: $42,000 x 25 percent = $10,500

Capital gains calculation: $148,000 x 20 percent = $29,600

Additional Considerations

It’s important to consider that if an asset has been held for fewer than 12 months, gains from property sales are taxed as ordinary income. Depending on the circumstances, if an asset is sold for a loss, depreciation recapture isn’t applicable; however, Internal Revenue Code Section 1231 may provide exceptions to treat it as an ordinary loss tax treatment.

While each business’ transactions are different, when the entity is eligible, it can provide another way to navigate their federal taxes efficiently. As always, contact a professional for more personalized guidance.

Personal Versus Enterprise Goodwill: What You’re Really Selling

Personal Versus Enterprise Goodwill

4 min read

Personal Versus Enterprise GoodwillPicture two heating-and-cooling companies at opposite ends of the same town. Same revenue, same trucks, same crew. The first one runs on its owner, a guy who spent 20 years building a name, and people call the office because they want him on the roof. The second runs on a brand, a dispatch system, and a phone number folks have had memorized since the ’90s. On paper, the two look like twins. But put them up for sale, and they fetch very different prices – and the reason is goodwill, the chunk of value that has nothing to do with the trucks and everything to do with why the phone keeps ringing.

The Value That Stays

That second company has what valuators call enterprise goodwill. It lives in the business itself: the location people drive past, the name they already trust, the systems that keep running through the two weeks when the founder goes to Cabo. Whoever buys the place inherits all of it, and that is what a buyer pays up for. They are not wagering on one person’s stamina. They are buying an operation that keeps producing after the seller is a memory.

The Value That Walks Out the Door

The first company has personal goodwill, where owners talk themselves into a number the market will not pay. When the clients are loyal to the owner, the referrals come because of the owner, and the day he retires, half the revenue walks out behind him; you cannot deed that over the way you hand across the keys to a van. A business built on one person almost always sells for less, because the buyer is left guessing how much of it actually survives the handoff.

It can be salvaged. A tight employment agreement and a non-compete can keep the seller out of the market long enough for relationships to take root with the new owner. In a lot of these deals, choreographing that single transfer is the whole negotiation.

It Comes Up in Divorce, Too

The same split shows up in divorce, usually not the way people expect. State law varies, but courts tend to treat enterprise goodwill as a divisible marital asset while setting personal goodwill aside, on the logic that it is really the spouse’s future earning power rather than property to carve up. Arizona is one of the states that has swept professional goodwill into the marital estate anyway, in the right case. Wherever it gets heard, someone has to draw that boundary, and a lot of money rides on where the line lands.

Putting a Dollar On It

So how do you put a dollar figure on something this slippery? One of the cleaner tools is the With and Without Method. You build two futures for the company and discount each one back to today. In the first, the key owner stays. In the second, he walks and starts competing down the street. The cash flow that bleeds out of that second version is the value the first one was quietly protecting.

Go back to our first owner and say his presence is worth a formal non-compete. With him locked in, free cash flow runs $10 million a year. With him loose and competing, it slips to $7.5 million. Discount each stream at 7.5 percent over eight years, and the protected version is worth about $58.6 million in today’s dollars against roughly $43.9 million without. That gap, near $14.6 million, is the price tag on the non-compete.

A real engagement would not leave it that clean. I would model how fast the business rebuilds the revenue it lost and weigh the result for how likely the owner is to actually go compete. But the bones of it are exactly that.

What to Take Away

Here is the part worth holding onto. Get this distinction wrong, and you can leave seven figures on the table at a closing or in front of a judge. The line between personal and enterprise goodwill does not draw itself. If you are eyeing an exit, weighing an offer, or fighting over a number in a dispute, get someone to mark it before the other side marks it for you.

Understanding Horizontal Analysis

Understanding Horizontal Analysis, What is Horizontal Analysis

3 min read

Understanding Horizontal Analysis, What is Horizontal AnalysisHorizontal Analysis provides businesses a method to examine financial statement entries by looking at the documents’ number for a specific accounting time frame compared to the same length of a historical period for the same accounting line item.

Breaking the Process Down

It’s a way to measure trends and variances by looking at the current year’s values versus the reference year. This helps an analyst figure out if the values increase or decrease. It’s either done on an absolute value or a percentage change basis. The analysis provides a company’s growth and financial position against competitors.

This method is different compared to vertical analysis because vertical analysis looks at a single reporting period and measures the proportional relationship between items, compared to horizontal analysis evaluating multiple periods and multiple ratios for a more comprehensive approach.

Generally Accepted Accounting Principles (GAAP) require uniform and standardized financial statements for adequate financial statement analysis. This entails consistent accounting practices and fundamental principles being employed annually. Comparability constraints mandates that the business’ financial statements are in a form that permits analysts to evaluate them against other competitors in the same field. This is where horizontal analysis comes into play, creating consistency.  

This analysis determines what impacts a company’s growth over time. For cyclical or seasonal companies, it lets analysts get a handle on what’s normal and what’s not. It also permits identification of variances in different product/business segments and how to project a company’s future performance.

Along with the three financial statements (balance sheet, cash flow statement, and income statement) providing working outcomes, it can similarly identify issues and strengths by looking at certain metrics like profit margins or the rate of inventory changing hands.  

If a company reports higher earnings per share due to increases in revenue or lowers its figures of the COGS (cost of goods sold), analysts looking at the interest coverage ratio or cash flow-to-debt ratio, for example, can use horizontal analysis to gauge if a business has enough liquidity for continued operations.

Real World Example of Horizontal Analysis

Let’s say Company X had revenue of $100 million in the previous year and accounts receivable of $200 million during the “base year.” This is compared to revenue of $300 million in the present year and accounts receivable of $600 million. Based on these numbers, the calculations are as follows:

Revenue Comparison

[($300 million – $100 million)/$100 million)] x 100 = 200 percent

Accounts Receivable

[($600 million – $300 million)/$300 million)] x 100 = 100 percent

When it comes to interpreting horizontal analysis, the process needs context to ensure it’s used appropriately. The most prominent consideration is understanding what contributed to the base year’s numbers and the current year’s numbers. Did the company sell off a segment that increased profitability, or did they face massive lawsuits or spend excessive amounts of capex to ensure their viability and competitiveness in the upcoming years?

The calculation is straightforward, but being able to delve into what happened – and why – is the role of the business owner and investor to determine the true health of the business.

Why Human-Centric Marketing Beats AI Spam Every Time

Human Marketing Beats AI Spam

4 min read

Human Marketing Beats AI SpamEvery day, businesses are publishing AI-generated blog posts, automated emails, faceless videos, and social media threads at an unprecedented scale. A prompt can now produce what once required hours of brainstorming and execution.

This probably sounds like every marketer’s dream. However, audiences are becoming more selective, more skeptical, and more emotionally disconnected from brands that sound robotic or overly automated.

This also has made human connection more valuable. The businesses winning today are not those creating the most content, but those creating the content that feels real, personal, trustworthy, and emotionally intelligent. In a world flooded with AI-generated noise, human-centric marketing has become a competitive advantage.

The Internet Has Entered the Era of AI Saturation

AI tools have completely transformed marketing. Businesses now use AI to write ads, generate videos, automate customer support, create product descriptions, analyze customer behavior, and schedule content.

According to recent industry research, generative AI adoption among marketing teams has exploded due to the efficiency and ROI it promises. However, in the pursuit of efficiency, many businesses are optimizing for systems and not people, running the risk of marketing to search engines and not the humans who are typing keywords into them.

Consumers are increasingly noticing that a lot of the content feels emotionally flat, repetitive, or lifeless. As a result, consumers are becoming fatigued with overly polished, mass-produced AI content.

In many ways, AI has lowered the barrier to creating content – while at the same time raising the standard for creating meaningful content. Today, audiences are not looking for more information. They want resonance, relatability, trust, and emotional connection.

The Anatomy of AI Spam: The ‘More is Better’ Illusion

In the early 2020s, the marketing playbook was all about using AI to multiply production, lower cost per asset, and dominate search engines and social feeds through volume.

This resulted in companies adopting generative AI to scale up their monthly content output. But this push for volume has triggered an aggressive case of digital fatigue. Audiences are learning to spot signs of automated copies, such as repetitive sentence structures, unnatural personalization, generic advice, lack of original insight, and emotionally detached messages.

AI spam also suffers from algorithmic sameness as AI models train on identical and widely available data. Unless carefully refined with brand-specific insights and human creativity, many outputs begin sounding identical. This lazy automation has broken consumer trust.

The Hybrid Framework

Choosing human-centric marketing does not mean launching an anti-technology crusade or abandoning modern software tools. The smartest marketing strategies today combine AI efficiency with human intelligence. A marketing team can use generative tools to manage backend activities like sorting data, testing headlines, generating first drafts and automating repetitive workflows.

With the administrative friction taken care of, the marketing team will have time to listen closely to its audience, understand emotional context, tell compelling stories and build authentic trust. Technology in this case will drive distribution scale, while genuine human connection drives sales conversations.

How to Make Your Marketing More Human-Centric

As AI-generated content becomes more common, standing out will require marketers to become more intentional about human connections. Here are practical ways to make marketing feel more authentic and emotionally relevant:

  1. Share real experiences – talk about lessons learned, mistakes made, challenges faced and real outcomes. These experiences cannot be automated convincingly.
  2. Develop audience clarity – understanding not just who your audience is, but what they fear, desire, struggle with and aspire toward.
  3. Human language and storytelling – avoid sounding overly corporate, robotic or excessively optimized. People connect with conversational communication, relatable stories and emotional honesty.
  4. Build around emotion, not features – focus on how customers want to feel, such as confident, respected, productive, safe or inspired.
  5. Show the humans behind the brand – feature team members, founders, behind-the-scenes moments, customer stories and authentic interactions.
  6. Focus on conversations, not broadcasting – respond thoughtfully to comments, engage in discussions and listen to feedback.
  7. Prioritize original thinking – a major weakness with AI-generated content is sameness. Sharing unique opinions, fresh insights and real expertise instead of recycling popular talking points helps a business stand out.
  8. Use AI as an assistant, not a replacement – AI should support human creativity and not replace the human voice entirely. Every outbound message should pass a simple test before it is sent: Would a real, informed person who actually cares about this customer send this message? If the answer is no, the message should not be sent.

Final Thoughts

Human-centric marketing focuses heavily on real customer experience, emotional understanding, and authentic communication. Brands that want to remain successful must continue investing time and energy in understanding real human behavior, emotion, and trust.

 

Understanding the Benefit-Cost Ratio (BCR)

3 min read

What is BCR benefit-cost ratio

When it comes to making an informed investment decision, one way is to use the benefit-cost ratio (BCR).

Benefit-Cost Ratio Defined

The BCR calculates how profitable a project’s (or an asset’s) cash flows are via a present value cash flow analysis. It takes the value of all incoming cash flows and weighs it against the same project’s or asset’s outgoing cash flows. If the calculation results in a BCR higher than 1, then more than likely that asset and/or project will provide a positive outcome.

How the Benefit-Cost Ratio is Calculated

=  ((Moneys received / 1 + discount rate) ^ Cash flow time frames)) / ((Moneys expended / 1 + discount rate) ^ Cash flow time frames))

Money received can also be referred to as the cash flows’ benefits. Money expended is also referred to as cash flow. This formula essentially divides the discounted cash flows by the discounted cash outflows. It’s important to mention that the discount rate can also be referred to as the business’s or investor’s required return.

The following is an example of the different levels of cash flows:

  Start 1 Year Later 2 Years Later 3 Years Later
Outflows -$8,000 -$16,000 -$20,000 -$27,500
In-Flows — — $80,000 $120,000
Net Cash Flow -$8,000 -$16,000 $60,000 $92,500

Based on the calculations, the following illustrates the results for both Discounted Costs and Discounted Benefits:

Time Frame Discounted Costs Discounted Benefits
Start $8,000 0
After 1 Year -$16,000 / (1 + 10 percent)1 = $14,545.45 0
After 2 Years -$20,000 / (1 + 10 percent)2 = $16,528.93 $80,000 / (1 + 10 percent)2 = $66,115.70
After 3 Years -$27,500 / (1 + 10 percent)3 = $20,661.16 $92,500 / (1 + 10 percent)3 = $69,496.62

The final calculation sums up the Discounted Benefits and the Discounted Costs and then divides them, resulting in:

$135,612.32 / $59,735.54 = 2.27

Analyzing the Results

The resulting figure means that $2.27 is expected to be generated per $1 invested. It can be used by both internal stakeholders and potential external investors to gauge if the asset or project is worth the risk.

If the BCR came back at less than 1, it would indicate an Internal Rate of Return (IRR) that is lower than the discount rate. This reading would also show that the net present value of the project or asset is projected to be negative.

If the BCR is 1, this essentially means the net pre-set value is zero. The IRR would be equal to the discount rate.

If, however, the BCR is more than 1 – as in the example above – it means the IRR is higher than the discount rate, and the net present value is more than zero.

It’s important to consider that these are only assumptions. If, for example, the cash flow forecasting is incorrect or the discount rate is off, the ratio can provide wide variances.

Conclusion

Whether it’s an internal stakeholder or a potential investor, this ratio can and should be used as part of a holistic financial analysis program.

Stalemates in Voting Rights and ICE Legislation; Small Business Funding Expanded

4 min read

Stalemates in Voting Rights and ICE Legislation; Small Business Funding ExpandedSafeguard American Voter Eligibility Act (S 1383) – Also known as the SAVE America Act, this bill passed in the House on Feb. 11 but stalled in the Senate due to the Democrat filibuster. The bill would require states to verify documentary proof of citizenship and current residential address when Americans apply for federal voter registration. The easiest documentation would be a birth certificate or passport that confirms their current legal name (most women change their last name after marriage, so they require additional documentation, such as a marriage certificate). However, research from the Bipartisan Policy Center found that nearly 1 in 10 registered voters do not have access to their birth certificate, and 52 percent do not have an unexpired passport with their current legal name. Note that these registration requirements kick in any time current voters update their registration, such as for an address change or to switch political party affiliation. The bill also requires a specific type of photo ID to cast a ballot. A driver’s license is acceptable, but not student IDs or a tribal ID that lacks an expiration date (which tribal IDs do not contain). The president is also insistent that the legislation include unrelated restrictions for transgender Americans. The debate over this bill continues in the Senate.

Department of Homeland Security Appropriations Act, 2026 (HR 7744) – This is the bill that has held up appropriations for the Department of Homeland Security (DHS) for the fiscal year ending Sept. 30, 2026. The bill was introduced by Rep. Tom Cole (R-OK) on March 2 and passed in the House on March 5. However, it triggered a partial government shutdown and is under heated debate in the Senate. Republicans insist on passing the complete bill with increased funding for national security and border protection. The legislation also includes provisions prohibiting funds for Diversity, Equity, and Inclusion and Critical Theory programs, as well as abortions and gender-affirming care for ICE detainees. Senate Democrats are seeking to include guardrails that would prohibit ICE agents from wearing masks or entering homes, schools, hospitals, etc., without a judicial warrant. Currently at a stalemate, Republicans will likely try to pass funding for the Department of Homeland Security (DHS), more money for ICE, and components of the Save America Act through a budget reconciliation bill.

Small Business Innovation and Economic Security Act (S 3971) – On March 3, Sen. Joni Ernst (R-IA) introduced this bipartisan bill to reauthorize the Small Business Innovation Research and Small Business Technology Transfer (SBIR/STTR) programs. These programs, also known as America’s Seed Fund, expired last September. The new bill enables certain agencies to award a portion of their funds to larger projects focused on technology transition, rather than incremental R&D. These agencies, which include the Departments of Defense, Energy and Homeland Security, the Environmental Protection Agency and the National Aeronautics and Space Administration, may award up to $30 million to small business projects that prioritize national security, customer demand and undercapitalized technology areas. The bill passed in the Senate on March 3, the House on March 17, and was signed into law by the president on April 13.

Tyler’s Law (S 921) – The purpose of this bill is to issue guidance for hospital emergency departments to implement fentanyl testing as a routine procedure for patients experiencing an overdose. The current standard procedure tests for marijuana, cocaine, amphetamines, PCP, and natural and semisynthetic opioids, but not synthetic opioids like fentanyl – something many ER practitioners are unaware of. The bill is named for Tyler Shamash, a California teenager who died of an overdose after he passed a drug test in an emergency room that did not include fentanyl. The bipartisan bill was introduced by Sen. Jim Banks (R-IN) on March 10, 2025. It passed in the Senate on March 23, 2026, and is currently awaiting a vote in the House.

To require the Secretary of Homeland Security to designate Haiti for Temporary Protected Status (HR 1689) – This bill was introduced on Feb. 27, 2025, and passed in the House on April 16, 2026. Amid rampant immigration enforcement, this bill is designed to extend temporary protected status for Haitian migrants through 2029. TPS is intended to provide a safe haven for foreign nationals whose home countries are experiencing temporary unsafe conditions, such as from a natural disaster or civil unrest, for which Haitians continue to qualify. This largely partisan legislation faces an uphill battle in the Senate, as well as a likely veto by the president. In February, the president revoked TPS status for approximately 330,000 Haitians in the United States. However, enforcement of that order is currently halted, and its constitutionality is under consideration by the U.S. Supreme Court.

The ROI of Autonomy: Measuring the Business Value of Agentic AI Workflows

4 min read

Measuring the Business Value of Agentic AI WorkflowsBusinesses are moving beyond basic automation into a new era of intelligent, self-directed systems. While automation helps with streamlining repetitive tasks, agentic AI workflows enable systems to make decisions, take action, and continuously improve with minimal human oversight.

Most businesses adopting agentic AI have no structured way to prove it is working. Although they can feel the difference, they can’t measure it. Without measurement, return on investment (ROI) conversations stall, budgets get cut, and genuinely transformative tools get shelved.

What Makes Agentic AI Workflows Different

Agentic AI workflows are designed to operate with a degree of independence. Unlike traditional automation, which follows predefined rules, agentic systems are goal-oriented.

Once given an objective, they plan, execute, adjust, and complete tasks across multiple steps, tools, and decisions without requiring human intervention. For example, an agentic workflow may pull data from multiple systems, analyze it, draft a report, flag anomalies, and email a summary.

Another example is a supply chain AI agent that not only highlights anomalies but can also reorder stock, renegotiate pricing thresholds, and even reroute logistics as these actions fall within predefined objectives.

Agentic AI can also improve efficiency and productivity by identifying inefficiencies in workflows and adjusting them in real time.

For businesses facing rising labor costs and increasing demand for speed and personalization, this evolution is more than a technological advancement. It offers a strategic advantage.

Why ROI Measurement Is Different for Agentic AI

Traditional ROI models are rather straightforward as they compare the cost of a system to the output generated. ROI on projects using traditional models is measured based on cost savings, headcount reduction and cycle-time compression. However, agentic AI is more dynamic because the systems improve over time. This means the output isn’t static – rather, it compounds. These systems also reduce the need for ongoing supervision, operate continuously, and often uncover efficiencies that were not initially anticipated.

As a result, the ROI of agentic AI is not just immediate cost savings but also includes long-term gains. These gains include improved decision-making, faster execution, higher productivity, strategic agility and the ability to scale operations without a proportional increase in cost. Measuring this kind of value requires a broader, more forward-looking approach.

Key ROI Drivers of Agentic AI workflows

  1. Operational efficiency – unlike conventional automation that is vulnerable to dynamic environments due to fixed rules, agentic AI responds to changes automatically. These systems continuously learn and optimize, delivering ongoing improvements without additional manual effort.
  2. Real-time responsiveness – customers expect real-time interaction. Agentic workflows enable this through systems that are always on and context-aware.
  3. Scalability – businesses can handle increased demand without a corresponding increase in operational costs or headcount, allowing more efficient growth.
  4. Cross-departmental reach – Agentic AI agents can seamlessly connect workflows across different departments like HR, IT, and finance. This reduces operational friction between teams and enhances overall efficiency.
  5. Productivity gains – Agentic AI can operate 24/7, completing tasks faster and with greater consistency than human teams. This allows employees to focus on higher-value work, increasing overall organizational productivity.
  6. Cost reduction – by automating complex workflows, businesses can reduce reliance on manual labor, minimize errors, and eliminate inefficiencies. This can translate into significant savings.
  7. Revenue growth – Agentic AI enables faster go-to-market strategies and more personalized customer experiences. This can directly impact conversion rates and revenue.
  8. Improved decision quality – With access to real-time data and advanced analytics, agentic AI systems can make quick, informed decisions. This reduces human bias and enhances accuracy in areas like forecasting, inventory management, and customer engagement.

Strategies for Evaluating Agentic AI ROI

To measure agentic AI ROI, businesses need a structured approach that connects AI deployment to business outcomes.

  1. Identify high-impact workflows – repetitive, resource-heavy processes like IT support, sales operations, or compliance.
  2. Establish baseline measurements by documenting current costs, completion times, error rates, and headcount before deployment.
  3. Compare pre- and post-implementation performance by checking utilization rates, tasks completed, and infrastructure costs to confirm operational sustainability.
  4. Estimate agentic impact by projecting improvements in speed, cost, throughput, and quality.
  5. If implementing agentic AI in phases, use control groups to isolate its impact from other organizational changes.
  6. Measure real business outcomes, including cost reductions, revenue growth, and productivity gains.

Conclusion

Traditional automation delivered value by reducing manual effort. Agentic AI, on the other hand, reduces decision latency, operational friction, and coordination costs. Therefore, AI agents’ ROI is not defined by savings alone. Its real value lies in the ability to generate compounding returns across multiple dimensions of a business. By adopting a broader view of ROI, organizations can better assess impact, build stronger adoption cases, and identify new opportunities for optimization.

6 Tips for Your Mid-Year Check In

3 min read

6 Tips for Your Mid-Year Check InIt might be hard to believe, but yes, it’s almost the middle of the year and the perfect time to take a look at how you’re doing financially: are you fiscally fit or do you need a few adjustments? Whether it’s saving more, paying down debt, or prepping for retirement, you still have time to effect change. Here are a few ways to get started.

Review Your 2026 Financial Goals

Kind of a no-brainer, but ask yourself:

  • Have I saved as much as I planned?
  • How’s my progress at paying off debt?
  • Have my priorities changed since the new year?

In addition to these things, other important goals might include building your emergency fund (broken dishwasher, for instance); saving for a vacation; and finally, the certainty no one can escape – tax preparation.

Go Over Your budget and Spending

Your habits might have shifted over the past few months, so places to put a lens on might be:

  • Where have I increased spending?
  • Do I really need all those subscriptions?
  • Can I pay a little more on debt?

In the second half of the year, other things to consider include insurance renewals, back-to-school expenses, and year-end medical costs.

Revisit Your Retirement Contributions

This might be far away or near soon. No matter, it’s critical to keep an eye on the following things:

  • Your 401(k) or employer retirement plan contributions
  • Employer match opportunities
  • IRA contributions

If you can increase funding for any of these, now’s the time to do so. Retirement comes along more quickly than you think.

Give Your Employee Benefits a Looksee

Take time to go over:

  • HSA or FSA contributions
  • Health insurance
  • Life insurance and disability coverage

You might have other benefits, of course, to review. And while many people wait until open enrollment to give these a think, you don’t have to be one of them. Take action now to amend them so you’ll be better prepared for the rest of the year.

Start Your Taxes for Next Year

Between now and July, you can get a jumpstart by planning ahead – and you won’t be stressed when it’s actually tax time. Taking a look now can help you:

  • Estimate your taxes
  • Find ways to reduce your taxable income
  • Plan retirement contributions before year-end.

Recalibrate Your Plan for the Rest of 2026

So now that you’ve taken inventory of your finances, you can adjust for the remaining months. Your new plan might include:

  • Setting up an automatic transfer to savings – it’s so easy, and you’ll never miss it
  • Increase retirement contributions – even 2 percent makes a difference
  • Concentrate on one debt to pay off.

The idea is not to change everything all at once. Your goal should be to take small steps so you can move forward with confidence and finish the year strong. All it takes is a little time. And as we know, time is money. Make the last six months of 2026 count!

Sources

https://www.benefitandfinancial.com/blog/mid-year-financial-review-are-you-on-track-for-2026