Day: September 1, 2025

Capitalizing Versus Expensing Research and Development

Capitalizing Versus Expensing Research and DevelopmentBased on statistics from the World Bank, the United States government spent 3.59 percent of its 2022 gross domestic product on research and development. While private businesses spend on their own research and development costs, it’s important for businesses to treat these expenditures appropriately.

When it comes to research and development outlays, U.S. Generally Accepted Accounting Principles (GAAP) dictate that businesses must expense them during the identical fiscal year as they’re consumed. Accordingly, this creates difficulties for investors and business owners alike in two ways. The first is more uncertain profitability and loss projections. The second is a murkier ability to quantify their rates of return on assets and investments.  

If R&D capitalization is minimal or non-existent by a company, it can imply the business’ total assets (or its total invested capital) doesn’t accurately represent how much has been put into such assets. This will affect the business’ Return on Assets (ROA) and Return on Invested Capital (ROIC). This illustrates the importance in differences of how businesses treat their R&D expenses – using the balance sheet to capitalize and the income statement to expense.

Accounting Standards

Per International Financial Reporting Standards (IFRS), research outlays are classified as expenses annually, like GAAP. However, development costs may be capitalized for businesses with assets under incubation for saleable purposes (in other words, the tech/IP is expected to be approved and produce revenue in the future).

One consideration with IFRS is that a portion of research and development costs may be capitalized or recorded as an asset on the business’ balance sheet, instead of classified as an expense on the Profit and Loss Statement. It’s important, though, to understand that judgment is in the eye of the classification as to how commercially viable a product or service will be in the future, potentially causing issues on the company’s financial statements. Since research and development is sporadic, it impacts a business’ profitability. It’s seen in certain sectors, such as consumer discretionary, healthcare, and technology, to highlight a few.

With revenue, cash flow, and profit expected from the long-term investment of research and development, for products or services with a realistic chance, it should be capitalized and not expensed. Investors need to be aware of the differences in how businesses capitalize or expense their research and development spending, since, without additional financial analysis, it’s important to factor in research and development equally. This is because companies that don’t capitalize experience more unstable earnings.

Exploring Capitalization Versus Expensing

To determine the value and to capitalize such assets, analysts must project the asset’s lifespan to produce benefits (over its economic life) and go with that projection for the amortization period.

Amortization life varies between assets and is based on the economic life of the particular asset. Ways to determine the economic life depend on both the asset’s patentability and/or salability. If there’s a pharmaceutical drug with a 20-year patent, it’ll likely have a much longer life than the next mobile device or graphic processing unit (GPU).

Assuming an asset has a life of six years, the business would amortize equally over the six-year time frame. There can be a multitude of amortization approaches, but the straight-line method is used for the capitalized research and development expenses. It assumes the following figures:

$200,000 spent on R&D

$40,000 residual value

Based on the difference of $160,000 and the six-year economic life, each year would result in approximately $26,666 in amortization expense. After six years, the resulting value would be $40,000 in residual value.

Conclusion

Understanding the importance of accounting for R&D outlays is helpful for businesses to maximize investments for competitiveness and financial compliance.

Canceling Government Funding and Expanding Protections for Veterans

hr 4, hr 517, hr1316, s 423, hr1815, s 264, s201Rescissions Act of 2025 (HR 4) – A rescission bill cancels funding previously approved by Congress upon request by the president. Congress has 45 continuous legislative days to enact or reject the proposal, during which time the funds may be temporarily withheld. Introduced by Rep. Steve Scalise (R-LA) on June 6, the House passed this bill on June 12 and the Senate passed it on July 17. Signed into law on July 24, this bill cancels nearly $9 billion in funding for a variety of programs, including foreign aid and the Corporation for Public Broadcasting.

Filing Relief for Natural Disasters Act (HR 517) – On July 24, the president signed into law this bill that allows taxpayers to postpone their filings if their state governor has declared a natural disaster, rather than waiting for the president to declare a federal disaster. The bill was introduced by Rep. David Kustoff on Jan. 16, passed in the House on March 31 and in the Senate on July 10.

Maintaining American Superiority by Improving Export Control Transparency Act (HR 1316) – Introduced by Rep. Ronny Jackson (R-TX) on Feb. 13, this legislation is designed to crack down on U.S. adversaries acquiring cutting-edge technology. The bill mandates that the Secretary of Commerce submit an annual report to Congress detailing dual-use export license applications and other requests for authorization for the export, re-export, release and in-country transfer of controlled items to arms-embargoed countries such as China, Russia, Iran and North Korea. The legislation was passed in the House on May 5, the Senate on May 22 and was signed into law on Aug. 19.

PRO Veterans Act of 2025 (S 423) – The purpose of this act is to prevent fraud and abuse via increased oversight of the Veterans Affairs Department, including critical skill bonuses paid out to senior executives. Moreover, the bill requires quarterly, in-person briefings to congressional veterans’ committees regarding VA departmental budget shortfalls. The legislation was introduced by Sen. Dan Sullivan (R-AK) on Feb. 5, passed in the Senate on April 8 and in the House on July 21. The bill was enacted on Aug. 19.

VA Home Loan Program Reform Act (HR 1815) – This bill was introduced on March 3 by Rep. Derrick Van Orden (R-WI), passed in the House on May 19, the Senate on July 15, and signed into law on July 30. The law reauthorizes the VA home loan partial claim and Veterans Affairs Servicing Purchase (VASP) programs. These programs are designed to help distressed veteran homeowners avoid foreclosure by enabling the VA to purchase a portion of indebtedness (25 percent to 30 percent of the unpaid principal balance) of a VA home loan secured by the primary residence of the borrower.

Improving Veterans’ Experience Act of 2025 (S 264) – This bill is meant to improve satisfaction with VA benefits and services by compiling feedback from veterans, families and caregivers. This legislation establishes a Veterans Experience Office (VEO) to manage customer experience initiatives, collect data and coordinate VA departments in order to prevent duplicate efforts and ensure consistent improvements across the board. The bill was introduced on Jan. 28 by Sen. Angus King (I-ME), passed in the Senate on April 8, the House on July 21 and was enacted on Aug. 14.

ACES Act of 2025 (S 201) – This act was introduced by Sen. Mark Kelly (D-AZ) on Jan. 23. It directs the secretary of the VA to study cancer and mortality rates among aviators and aircrews who served in the Navy, Air Force and Marine Corps; and to correlate incidents of cancer among this select group of military personnel. The legislation passed in the Senate on June 3, the House on July 21, and was signed by the president on Aug. 14.

Beyond the Hype: A Strategic Blueprint for AI Investment in 2025 and Beyond

AI Investment in 2025Artificial intelligence (AI) is one of the most talked-about technologies today. It has taken a shift from the broad general-purpose tools to specialized innovations that promise real impact. AI is dominating headlines with investor pitches. There has also been a surge in startups promising AI-powered solutions. However, some businesses have already adopted and invested millions into AI projects with little return. As AI advances, business owners and investors need to stop chasing the latest headlines and consider how to best integrate AI to create lasting value.

Understanding the AI Investment Landscape in 2025

Since the AI breakout, it has advanced dramatically. There are three forces that are reshaping the investment and adoption of AI.

  1. Maturation of Foundation Models
    The large language models (LLMs) are now cheaper and faster. They are also customizable. This means that businesses no longer need to build from scratch and can just adapt existing models in their industry.
  2. Regulations and Accountability
    Governments are tightening frameworks around data privacy, transparency, and responsible AI. Compliance has become a key competitive differentiator.
  3. Sector-Specific Applications
    Advancements in AI have given way to specialized use cases. For example, fintech AI can track fraud, while manufacturing AI optimizes the supply chain.

The AI Hype Cycle

According to Gartner’s 2025 “Hype Cycle for Artificial Intelligence.” AI technologies move through predictable stages. These include the innovation trigger, peak of inflated expectations, trough of disillusionment, slope of enlightenment, and plateau of productivity. Between 2023 and 2024, generative AI dominated the headlines. It has now entered the trough of disillusionment as organizations confront their limitations, governance risks, and the difficulty of proving ROI. However, this is not to be seen as a setback, but rather a turning point as businesses shift focus from experimentation to scaling reasonably. Investment is now focused on foundational enablers such as ready data, ModelOps for lifecycle management, and AI agents. By 2025, businesses will be realizing that quick wins are harder than expected. On the bright side, businesses have an opportunity to build sustainable systems that offer measurable business value.

Lessons Learned from the First Wave of AI Adoption

The promises that came with AI led some businesses to invest heavily. This resulted in several mistakes:

  • Chasing innovation over value
    Many businesses rushed to invest in AI-powered projects like chatbots without linking them to actual business goals. For instance, customers have raised concerns about frustration with bank AI bots that confuse rather than help customers, according to the Consumer Financial Protection Bureau (CFPB).
  • Falling for AI hype
    Some businesses invested in companies branding themselves as AI-driven, even when the solutions offered relied on basic automation.
  • Ignoring integration
    Failing to consider that AI is not a plug-and-play solution. This saw some early adopters underestimating the cultural, technical, and operational changes required to integrate AI into workflows.

A Strategic Blueprint for AI Investment

For businesses to invest wisely:

  1. Start with the problem, not the tool
    Instead of shopping for tools to adopt, a business should first ponder what problem it wants to solve. This means clearly defining the problem to solve, such as personalizing marketing campaigns or predicting supply shortages. Clarifying a problem ensures the AI investment is focused and not an experiment.
  2. Build a portfolio approach
    Borrowing from how investors diversify portfolios, a business should also diversify its AI initiatives. They can do this by balancing short-term projects, such as automating repetitive tasks, with long-term projects like predictive analytics. This is to ensure there is a steady return on investment.
  3. Prioritize responsible and compliant AI
    Reputation is crucial, and businesses should avoid mishandling customer data. To do this, companies must invest in compliance, transparency, and explainability as part of their AI strategy.
  4. Invest in people, not just technology
    AI does not replace talent. Companies should invest in training and upskilling their workforce. This prepares employees to work well with the new technology to ensure adoption is smooth and effective.
  5. Build scalable infrastructure
    Even with the most advanced AI model, failing to have the right foundation will result in unsuccessful implementation. The lesson? Companies must invest in flexible systems that can grow with them.

Conclusion

AI is no longer a futuristic concept. It is a business reality. Adopting AI alone is not enough, and businesses need to do it wisely. Businesses should refrain from jumping on the latest trends. Instead, make strategic choices that align with long-term goals. The focus should be on the problems to be solved and not the tools. 

5 Myths About Life Insurance

Myths About Life InsuranceLife insurance is something most of us don’t want to talk about. But the truth is, no one gets out of life alive. So, it might make sense to face it now so that when you really need it, it’s there. Before you start looking for a life insurance policy, let’s dispel some of the untruths you might have heard.

Myth #1: It’s too expensive. According to a recent survey by Life Insurance Marketing and Research Association (LIMRA), 52 percent of people thought it was too expensive to have or get more of. And how did they come to this conclusion? They based this on their “gut instinct,” or a “wild guess.” Truth is, it’s more affordable than you think and varies from person to person. In fact, the estimated yearly cost of a $500,000, 30-year term insurance policy for a healthy 30-year-old, non-smoking female is $316.

Myth #2: It’s a pain to apply. Not true. Thanks to the pandemic, which caused us to eliminate or reduce human interactions (like getting a doctor’s exam for term policies), you can apply online. These days, all you have to do is answer a few questions on your phone. Easy peasy.

Myth #3: My company’s policy is enough. Maybe. The coverage you have might not be enough for your family. Here are some facts. The median workplace life insurance coverage is either just a flat sum of $20,000 or one year’s salary.Of U.S. households that rely on workplace life insurance coverage, 44 percent say their families would struggle financially in less than six months should a wage earner die unexpectedly. So, what to do? A simple guideline is this: Aim for 10 to 12 times your annual salary and bonus, but people who are younger (farther away from retirement) might need more. Folks closer to retirement might need less.

Myth #4: I only need coverage if I’m working. If you’re not employed outside the home – like if you’re a stay-at-home mom – it’s still important to consider life insurance. Typically, life insurance is considered a replacement for lost income. If something happens to the non-breadwinner, it could also be necessary to pay for childcare and household work in your absence. The most important thing is to plan your coverage together with your family in mind so that you’re both in the best position possible should one of you pass away.

Myth #5: I don’t need life insurance until I’m older or become a parent. Nope. In fact, not only do you not have to be a parent, but your beneficiary could also be your partner or anyone else who relies on you. And you can change your beneficiaries (you can have more than one), should things change. Plus, if you apply for life insurance earlier in life, you’ll save money on premiums. Why? Because one thing that factors into how much you pay – or qualify for coverage at all – is your health. As you get older, your risk for developing health issues increases. According to LIMRA, 40 percent of those who have policies wish they’d bought them when they were younger.

In the end, you’ll want to take care of those who depend on you – and those you love. That’s why knowing the truth about life insurance matters.

Sources

Myths about life insurance | Fidelity

How to Evaluate Accounts Receivables

Reconcile Accounts Receivable, Evaluate Accounts ReceivableAccording to the Federal Reserve Bank of St. Louis, collection agencies saw $16.28 billion in revenue in 2019. While revenues have declined somewhat in recent years, unpaid invoices are still big business. Accounts receivable aging reports can help companies identify and mitigate unpaid invoices and potentially lower a business’ need to send unpaid invoices to collection agencies.

An accounts receivable aging report analyzes how well a company manages its accounts receivables (AR) and identifies the level of any abnormalities. It looks at receivables based on their age; specifically, the time the invoice has been unpaid and outstanding. Then, once receivables have been analyzed for non-payment based on different time frames, the business can determine whether to follow up with the customer, send it to collections, or write the invoice off.

Whether it’s created manually through a spreadsheet or done in conjunction with accounting or billing software, either way the AR aging report takes data from the company’s accounts receivable ledger. The following is a general overview of how to create this report:

Step 1: Aggregate invoices and determine if any credit memos or outstanding adjustments on outstanding invoices need to be addressed first.

Step 2: Create time frames for the invoices, be it buckets such as: 1. 0-30 days. 2. 31-60 days. 3. 60+ days. These can be referred to as “aging buckets” to categorize the invoices.

Step 3: Ensure fields for customer information, invoice details, invoice amounts, notes, etc., are ready for the information to flow into.

Step 4: Calculate unpaid invoice balances and group them by customer and time frame.

While this is only an example and can be modified based upon the company’s needs, it’s a starting point for further analysis. From there, along with updating the report on a monthly, quarterly or annual basis, the company can identify how to improve its cash position by determining its weak points.

One important consideration, especially for businesses with high levels of old, uncollected receivables, is that the company’s collection practices can be re-evaluated more effectively. The analysis can show that some customers take too long, and the company needs to be more proactive in following up with them sooner. It can also convey the need to incentivize their collections with early payment discounts.

This data also enables a company to identify customers who have outstanding payments and assess the associated risk to the company’s credit rating. Especially for publicly traded companies, and even for private equity investment evaluations, investors can see how competitive or not their credit rating is compared to similar companies in the same industry. When analyzing customers, it may be necessary to tighten terms or simply stop doing business with the customer.

Companies can offer pre- or early payment terms, with discounts available to customers who pay their invoices upon receipt or within a certain time frame. During challenging conditions for a particular sector or for the economy overall, businesses can set up payment plans to maintain positive relations with certain customers.

While there’s no perfect accounts receivable aging report, an effective one will organize, identify, and reduce the likelihood of increasing numbers of unpaid invoices.

Sources

https://fred.stlouisfed.org/series/REVEF56144ALLEST

How to Reduce the Burden of IRA Required Minimum Distributions

IRA Required Minimum DistributionsRequired minimum distributions (RMDs) from traditional IRAs and 401(k)s often become a significant tax burden during retirement. As the percentage of your IRA that must be distributed increases each year, many retirees face higher adjusted gross income and increased exposure to stealth taxes. However, with strategic planning, you can transform RMDs from burdens into opportunities.

Timing Your First RMD

The RMD starting age has changed recently: age 72 for those born before 1951, age 73 for those born 1951-1959, and age 75 for those born in 1960 or later. Your first RMD must be taken by April 1 of the year following when you reach the required age.

While you can delay your first RMD until early the following year, most taxpayers should take it in the year they reach the required age. Delaying means you’ll take two RMDs in one calendar year – your delayed first RMD plus that year’s current RMD – potentially pushing you into higher tax brackets and increasing stealth taxes.

Managing Multiple IRAs

If you own several traditional IRAs, you have valuable flexibility under the aggregation rules. First, calculate the RMD for each IRA separately. Then, you can either take distributions from each IRA individually or combine all RMDs and withdraw the total amount from your IRAs in any ratio you choose, even taking the entire amount from just one account.

This flexibility allows you to rebalance your portfolio, draw down smaller accounts, or meet other financial goals. Just ensure that by December 31, your total distributions equal or exceed the aggregate RMD. Note that inherited IRAs and employer plans like 401(k)s cannot be aggregated and must have their RMDs calculated and taken separately.

Charitable Giving Strategy

One of the most tax-efficient strategies is using qualified charitable distributions (QCDs). If you’re over 70½ and make charitable gifts, taking your RMD as a QCD can reduce your taxable income while satisfying the distribution requirement. This strategy often provides better tax benefits than taking a distribution and then making a separate charitable deduction.

Account Structure Optimization

The tax law allows you to consolidate or split IRAs without tax consequences using direct trustee-to-trustee transfers. Some people prefer multiple IRAs for beneficiary planning, different investment strategies or to keep 401(k) rollover money separate. Others find multiple accounts harder to manage and worry about unequal performance affecting beneficiaries differently.

Consider your specific situation: if you have a qualified longevity annuity contract (QLAC) that delays RMDs until age 85, managing it in a separate IRA might be easier.

In-Kind Distributions

You don’t need to sell assets to generate cash for RMDs. Instead, you can make in-kind distributions by transferring securities directly from your IRA to a taxable account. This preserves your asset allocation and can be particularly advantageous when assets have temporarily declined in value.

With in-kind distributions, the asset’s value on the distribution date becomes your new tax basis. If you believe a depressed asset will recover, distributing it allows the ordinary income tax on the current low value while future appreciation becomes tax-advantaged long-term capital gains. This strategy is also helpful for unconventional assets like real estate or small business interests that are difficult to sell in portions.

Distribution Timing and Amount

You can take RMDs anytime during the year. Some prefer monthly distributions for regular cash flow, others take distributions early to ensure compliance, and some wait until year-end to maximize tax deferral and delay estimated tax payments.

Remember that RMDs are minimums – you can always take more. Consider larger distributions in years when your tax rate is unusually low due to higher deductions or lower income. This reduces future RMDs when your tax rate might be higher.

Conclusion

Strategic RMD planning can significantly reduce their tax impact. By understanding timing options, leveraging aggregation rules, using charitable strategies, optimizing account structures, considering in-kind distributions and timing distributions strategically, you can turn required distributions into opportunities for smart tax and retirement planning.

Cashless Charitable Contributions

Cashless Charitable Contributions, form 8283

Not everyone can make large charitable contributions. But there are ways to be charitable without spending your discretionary income while at the same time lowering your tax bill. Even those who can make large donations benefit from the tax advantages of a cashless donation. The following are ideas for cashless contributions to causes you are passionate about.

Tax Rules

The main thing to remember is that charities are not required to pay taxes on donations (cashless or otherwise). This can make your donation more valuable to them than it would be to you. Note, too, that if your itemized deductions are below the Standard Deduction for your tax filing status, gifting a high-value asset can put you over that cap and provide substantial savings on your tax bill.

The IRS sets limits on deductions for non-cash donations. Contributions of appreciated long-term assets such as stocks or real estate are subject to a limit of 30 percent of adjusted gross income, while other types of non-cash property donations have a 50 percent limit. Cash donations, on the other hand, have a higher limit at 60 percent of AGI. Even so, if the value of the contribution is higher than your deduction limit, you may carry over the excess for up to five years, subject to those same AGI limitations.

Non-cash donations are particularly beneficial for donors in a year they receive a windfall or unexpectedly high income.

Securities

If you own highly appreciated stock, you can donate it to a 501(c)(3) charity and claim the fair market value as a tax deduction. You won’t have to pay taxes on the earnings because you gifted them, nor will the charity once the stock is liquidated for its needs. Consider gifting stock to a charity when you rebalance your portfolio to both reduce the potential tax bill on earnings and reposition the overall portfolio to your target allocation.

Equity Compensation

You may have received employer company stock as a bonus or through an Employee Stock Purchase Plan (ESPP). Consider transferring one or more shares to a charity as a donation. Note that with ESPP shares, you need to have held them for more than two years from the grant date and one year from the purchase date to optimize your tax deduction.

Qualified Charitable Distribution

Traditional IRA owners are required to begin taking an annual minimum distribution (RMD) starting at a specific age. As of 2025, the rules are:

  • 72 if born before Jan. 1, 1951
  • 73 if born between Jan. 1, 1951, and Dec. 31, 1959
  • 75 if born on or after Jan. 1, 1960

However, some people may still be working or have a high income for which RMDs place them in a higher tax bracket. What they can do is make a qualified charitable distribution (QCD) up to $100,000,so that all or a portion of their RMD is sent directly to the charity of their choice. While this tactic does not offer a tax deduction, it does satisfy the IRA owner’s RMD requirement, which essentially reduces their income tax burden.

Real Estate

If you purchased or inherited a piece of property, be it a residential home, undeveloped land, a commercial building or rental property, there are benefits to granting it as a cashless charitable donation. The strategy is best optimized if you’ve owned the property for more than one year, enabling you to avoid capital gains taxes and claim a fair market value charitable deduction for the tax year of the gift.

Automobile

Perhaps you have a spare car you never drive but continue to maintain and insure. Instead, consider donating it to a charity. First, ensure that the charity of your choice will accept a vehicle donation. In some cases, a charity may not even require that the car be in working condition, as it may sell or auction it to raise cash. While most charities will arrange to have the automobile picked up, you will need to remove the license plates and sign over the car title to the organization. You can determine the fair market value (to claim as a tax deduction) by researching pricing guides like Kelly Blue Book or Edmunds.

Collectibles/Art

Some folks collect or inherit items they don’t want anymore. Instead of selling them on Facebook, consider donating them to a charity. First, establish a value for the item(s); for items worth more than $5,000,you’ll need to get a qualified appraisal to determine your tax deduction. Also, make sure the charity of your choice will accept the collectible.

Life Insurance

For an individual who no longer needs their permanent life insurance policy, transferring policy ownership to a charity may be more advantageous than surrendering it and paying taxes on the policy’s appreciation. Donating the policy eliminates your tax liability and qualifies for a deduction. The deduction is the lesser of the policy’s cash value or the cost basis (i.e., premiums paid to date).

Another option is to simply change the beneficiary on your life policy to the charity you choose. You won’t receive a tax deduction until the policy pays out after your death, at which point your estate can claim it.

Time

Don’t forget that in many cases you can donate your time instead of money. Seek out charities that need volunteers, from specific skills and expertise to help with cleaning, delivering, and organizing events.