Case Studies

Assignment:
A major client with sales volume of over thirty million dollars, wanted to, simultaneously, obtain an increase in an existing line of credit, and secure financing for the purchase of two parcels of real estate. The client presented multiple challenges, including a lack of senior management, renewal and expansion of the credit line that also would permit the company to purchase the two real estate parcels. And, everything needed to be completed in a four month period.

Result:
To help the client overcome these challenges, we developed and implemented a three part strategy. First, we focused on the credit line, then on securing a financing commitment for the purchasing of tow parcels of land and finally on reviewing all loan covenants. This was a prudent course of action due to the complexity of the transactions and the time constraints faced by the client.

We obtained various proposals for the credit line with contingent financing to enable our client to purchase the two parcels of real estate. By obtaining alternative financing proposals, the client was able to reduce the cost of the credit line by half a point and obtained an increase in the operating line of five million dollars. Over the next two months we prepared, reviewed and assisted with all the financial documentation to successfully obtain an IDA loan and complete the commercial financing. We completed the project by reviewing financial aspects of all loan documents to ensure that they were consistent with the terms negotiated.

Assignment:
We were engaged to perform a review of an apparel company’s financial statements. The review consists of inquiry and analytical procedures promulgated by the AICPA’s Statement of Standards Accounting Review Services.

Result:
We analyzed the client’s financial information and compared the results to relevant industry benchmarks. Also, we performed various trend analysis of the company’s performance over a several year period. Based on our analysis, our client was able to renegotiate better pricing with its vendors and increase the selling price of premium products to certain of its customers. This resulted in significant improvements in its revenue and operations.

Assignment:
We were engaged to perform an initial audit to satisfy bank requirements of a wholesale/distributor of office products. Our experienced team performed the required audit procedures. As is our process, we always look beyond the required steps. Upon finding some inconsistencies and unusual increases in certain balance sheet accounts, we began making inquiries by first developing strong relationships with the owner and obtaining the trust of other key personnel. Then through our strong analytical procedures and review of certain invoices we uncovered an embezzlement of funds committed by the CFO.

Result:
Upon uncovering our suspicions, the CFO admitted to stealing $100,000. Our fraud examination discovered the funds actually stolen to be five times that amount. After terminating the employee, the owner was able to recoup a significant amount of the funds lost. We assisted in interviewing and hiring the new CFO as well as implementing stronger internal controls to help prevent this or other improprieties from occurring in the future.

Assignment:
A cooperative housing corporation (Corporation) engaged us to perform an audit. The Corporation, located in Manhattan, owned a parking garage for use by its shareholders. During our review of the predecessor accounting firm’s work papers, we noticed that a considerable amount of time was spent accounting for and reconciling garage rental income, and amounts due to the garage operator each month.

During the audit, we investigated this matter. Under the terms of the lease, the garage operator was obligated to pay a fixed monthly rent to the Corporation. The garage operator was supposed to then bill the shareholders for the rent applicable to the occupied parking spaces. However, the monthly billing became the obligation of the Corporation. In addition, the garage operator’s obligation to pay its monthly fixed rent would be offset by the rent received from those shareholders who occupied the parking spaces. In the event the amount of rent applicable to the shareholders’ parking spaces exceeded the amount of fixed rent due from the garage operator, the Corporation was required to refund the excess to the garage operator.

Result:
We determined that, in effect, each month the Corporation was providing the accounting for the garage operator, including billing and collections. This function was very time consuming both for the client as well as the auditors at the end of the year. The reason for this arrangement was attributable to a 6% New York City Sales Tax on parking. Under prior law, rent paid directly to a garage operator was subject to sales tax. However, if rent was charged by the cooperative housing corporation, the sales tax was not applicable. We researched this and determined that the law had changed. Rent paid by a shareholder directly to a garage operator under the terms of a master lease was not subject to the 6% sales tax.

Based on our findings we advised the Board on a recommended course of action. Effective immediately, the garage operator began billing the shareholders directly, and paying the Corporation its monthly fixed rent. The client was very appreciative because we improved their cash flow and also reduced the time, cost and resources required to provide the monthly accounting.

Assignment:
We were engaged by a shareholder of a domestic corporation (Corporation) that had two equal shareholders. Our client, one of the shareholders, planned to retire and have his son continue in his capacity as the company’s salesman and be able to purchase an equity position. At the same time, the shareholders were approached by a private investment company (PIC) who was interested in purchasing a minority interest in the Corporation. The shareholders agreed to the sale of the minority interest in the Corporation. An additional relevant fact was that the shareholders and several related individuals owned the stock of a foreign based corporation.<

We developed a plan to have the Corporation contribute it’s assets to a new company (“NEWCO”) and have equity partners make capital contributions. In addition, NEWCO needed additional financing to buy the shares of the Corporation and also to buy the stock of the foreign corporation.

There were two complex issues our plan needed to address. First, a transfer of net assets or an exchange of shares between entities under common control is accounted for on a historical cost basis. The corporation would be transferring its net assets and its operation to NEWCO. Under accounting rules the two companies were considered to be held under common control.

Second, the bank financing the transaction wanted NEWCO to show a balance sheet with net worth that included the goodwill purchased. This was substantially greater than the contributed net assets and contributed capital.

Result:
Our plan called for the formation of a Family Limited Partnership (FLP) that would own NEWCO, in conjunction with the PIC, and the two original shareholders. This structure allowed the creation of a defective trust and the gifting of stock by both partners. Further, the structure met accounting rules and allowed for the use of Fair Market Value (FMR) accounting rather than historical cost.

Ultimately, the new entities were formed in which the PIC, the FLP and the original owners held equity in NEWCO and meet the rules of not being considered under common control.

The IRS audited all aspects of the transaction and passed it without exception. This resulted in significant savings for our client and an effective corporate structure for NEWCO.

Assignment:
On behalf of the seller of a large medical equipment distributor, we prepared the company’s balance sheet at the closing date for the purpose of a purchase price adjustment. The buyer’s accountants prepared their own balance sheet to be used to calculate any purchase price adjustment which was based on an agreed upon amount of working capital.

Result:
The buyer’s accountants arrived at a balance sheet which reflected a shortage of required working capital totaling $1.5 million, while Gettry Marcus’s balance sheet reflected a shortage of $200,000. We were able to prove that our working capital calculation was correct and highlighted many errors and items not properly considered by the buyer’s accountants. Based on our findings we were able to save our client $1.3 million on the purchase price adjustment.

Assignment:
We worked closely with a consortium of importers to develop comprehensive forecasts that were to be used by both management and lenders to better understand and monitor the importers’ profitability, cash flows and financing needs. When creating the forecasts we considered accounts receivable, inventory, payable levels and seasonality.

Result:
As a result of our efforts, management developed credible forecasts that allowed them to better monitor and understand the financial results of their businesses. Lenders were able to enhance the monitoring of their borrowers, which gave them a greater comfort level with and better understanding of their borrowers’ needs. This resulted in a closer working relationship between lender and borrower, actual loans being approved and provided for continued financing, even in challenging times.

Assignment:
We were retained by a $108 million mezzanine lender and real estate fund to perform all bookkeeping and accounting functions, compile quarterly financial statements and provide a big four accounting firm with all documentation supporting the year end financial statements for them to perform an annual audit.

Result:
By the Fund outsourcing all the accounting functions to Gettry Marcus it did not have to hire an entire internal accounting department which would have included a chief financial officer and additional staff and incur costs for salaries and benefits. A better fit for them was to pay for accounting services strictly based on time and utilize Gettry Marcus to provide these various accounting functions on its behalf while keeping operating costs down and being able to focus on running the operations of the Fund.