FACTS:	A Life Insurance Trust owned multiple policies and a review was requested.
ANALYSIS:	There were a number of problems: A variable policy had lost 40% of cash value in the past three years. The Survivor Policy purchased in 1990 had assumed a 9.7% rate of return and required a substantial premium increase to maintain. The contractual Right to Convert a Term Policy on the father was due to expire in four months. The Life Insurance Carrier on one policy had deteriorating financials. All policies were showing the insureds as "smokers," when in fact they had stopped smoking several years earlier and could therefore get a premium reduction on existing policies. For the same premium, they could increase coverage by $1.8 million.
RESULT:	Several changes were implemented to significantly improve the policies.

FACTS:	A 63-year-old woman owned several policies and the Trust Department requested a routine review.
ANALYSIS:	Policies were under-performing and would terminate at age 87 based on current company projections.
RESULT:	For the same premium, using a 1035 exchange, she could purchase replacement insurance that guaranteed coverage to age 120.

FACTS:	A mother was insured and had gifted premiums to ILIT for many years. Policies had substantial loans against them because of poor advice and poor judgment. The mother, children and the trustee had no inkling of any problems. They requested a review.
ANALYSIS:	The Policy would require increasing premiums from $30,000 to $78,000 per year to maintain coverage because of loans and performance.
RESULT:	The mother was uninsurable, which resulted in a complete restructuring of the estate plan.

FACTS:	Institution had received Insurance Policy as a gift many years earlier and had assumed the policy was paid-up. The institution was not aware that the policy was in jeopardy.
ANALYSIS:	Policy was to terminate before death of insured. We provided an analysis of options: Pay premiums to keep policy in force Sell policy for cash Cash out policy and take cash value
RESULT:	Philanthropy sold policy for substantially more than the policy cash value.

FACTS:	An Executive Split-Dollar Plan was established in 1989. Board membership had changed, and there was uncertainty about the plan.
ANALYSIS:	The Plan had been poorly conceived. The accounting was incorrect. The intended tax consequences were not optimized. The Executive was unaware that he owed $300,000 back to the Philanthropy.
RESULT:	The Policy was 'sold' to the Executive. The Split-Dollar agreement terminated and the compensation package was revised.

FACTS:	A complex Estate Plan had been developed and Life Insurance was needed.
ANALYSIS:	An array of products, concepts and structures were developed, and an objective outline of Pros and Cons for each was provided.
RESULT:	A combination of products and strategies were implemented based on our recommendations.

FACTS:	The CPA's client had invested substantial money into Variable Life Insurance Policies to accumulate a "Retirement" Nest Egg. The policies' portfolio allocation had not been monitored for performance.
ANALYSIS:	The original Policy design was flawed and the agent had been "commission-speedy," resulting in hefty potential surrender charges to the client.
RESULT:	The existing policies were re-designed to reduce mortality costs and loads and to increase cash value growth. The portfolio was reallocated and a systematic portfolio monitoring program was implemented.

FACTS:	A ten-year-old Split-Dollar arrangement between a family-owned Corporation and a Life Insurance Trust.
ANALYSIS:	Calculated Policy performance, agreement objectives, future PS 58 costs, cash values premium history, how asset was booked, cost of maintaining existing structures, need for insurance.
RESULT:	Changed premium payor and gifting amount to optimize the tax-free death benefit and comply with new split-dollar regulations.

FACTS:	Client had received a proposal to purchase a Life Insurance Policy using a premium financing strategy.
ANALYSIS:	Not all of the risks had been disclosed. The history of the spread between LIBOR and the bond rate was historically less than the proposal assumed. There was no exit strategy.
RESULT:	We worked with the CPA and client to structure alternative methods. The policy was purchased, but with full knowledge of the risks involved.

FACTS:	Corporation owned Life Insurance Polices on its key employees.
ANALYSIS:	Corporation paid premiums monthly. The "Monthly Mode" of premium resulted in an "Invisible Financing Cost" of 13.2% on the premium
RESULT:	Corporation changed to annual premium mode, resulting in substantial savings