Protection Products

Successful Outcomes – Advisor Wins from 2019


One of the most common threads I’ve seen in successful financial advisors is a tenacious focus on the client outcome. Outcomes are the results that outstanding advisors provide clients to achieve goals, solve problems and provide financial fulfillment. This is not to understate or minimize the process and client experience along the way – both of which are intensely important – but results provide advisors with tangible proof of their value to reinforce client relationships.

Let’s highlight three strategies that led to outstanding client results. I will take you through how advisors engaged with their insurance partners to solve problems and achieve the best outcome for their clients.

Outcome #1 – Business Succession Planning with Buy-Sell Partnerships

Early this year we had an advisor approach us with an opportunity to assist in putting together an insurance portfolio for two business partners. Let’s call them Jim and John. The two clients built an extremely successful manufacturing business that was well capitalized and generated significant cash flow. Jim and John needed to arrange a buy-sell agreement and funding strategy.

Based on the advisor’s discovery session with Jim and John, their goal was to ensure they had enough insurance coverage to fund the buy-sell arrangement, and they didn’t like the idea of “renting” term insurance. The clients believe that in 15-20 years they will be exiting the business and it is important to them to either have cash value built into their coverage that they could take with them or permanent insurance they could repurpose for estate planning. While this may sound relatively straightforward, the typical “cross-purchase” arrangement makes this more difficult to accomplish as the partners would essentially own each other’s policy. While cross-purchase is still a workable strategy, a more streamlined solution for this type of scenario is to establish a partnership to own the policies with an operating agreement that will govern the buy-sell.

The benefit of using a partnership to own and govern a buy-sell agreement is threefold.

  1. The structure allows the two business owners (equal owners of the partnership) to equally share in the cost of funding the coverage. Since Jim and John are relatively similar in age, it is not particularly relevant in this circumstance, but this is an issue often raised.
  2. This structure allows them to easily, upon exit of the business, distribute the policies to each insured rather than trying to negotiate a sale between two now-former business partners.
  3. The partnership structure avoids some of the transfer-for-value issues that can arise from other buy-sell arrangements (specifically for those clients considering a buy-sell trust if more than two business partners are involved).

The advisor suggested the clients consider creating a partnership agreement funded with cash-accumulating life insurance. Jim and John agreed to the strategy and began underwriting while also engaging with their attorney to draft the appropriate agreements.

Jim and John were both approved with favorable underwriting terms and put the advisor’s recommendation in place. Each of their policies is projected to last for their lifetime and have cash values at their target retirement age that well exceed the premiums paid. The outcome of this scenario is the coverage Jim and John needed with an ownership structure that accomplishes what they wanted.

Outcome #2 – Repositioning the Right Assets for Healthcare in Retirement

The fastest-growing line of business at Ash is our long-term care business or, perhaps more appropriately named, our healthcare in retirement business. In speaking with advisors across the country, there is a palpable demand from their clients for solutions to fund potential long-term healthcare events. Virtually everyone has now witnessed a grandparent or parent go through an extended care event and the strife and complexity that often accompanies it. The question is no longer if a client will need care, but when and how to fund the care.

One of our most successful advisors found a unique funding mechanism to seamlessly provide his clients with a substantial amount of LTC coverage without impacting their cash flow or investable assets. This advisor has a group of clients with significant cash accumulations in underperforming whole life contracts. These contracts were earning a relatively modest, albeit safe, rate of return every year and required an annual outlay. Few clients needed the insurance death benefit and the money in the contracts was more of a contingency pool of assets rather than dollars needed for retirement income.

Knowing that one of the primary reasons a client might need those “contingency” whole life dollars is a significant long-term healthcare event, the advisor looked for a different strategy. The advisor recommended a tax-free exchange to an asset-based long-term care policy. Asset-based LTC is relatively simple: The client deposits money with the insurance company (since this was a rollover, it was a single lump sum) and in return gets a pool of dollars for long-term care that is often three-five times the initial lump sum and is indexed for inflation. In some of this advisor’s cases, the LTC pool of dollars represents a tax-free internal rate of return in excess of 8% at life expectancy. The drawback of the asset-based strategy is a very modest death benefit –  essentially a return of the premium. Since this group of clients weren’t concerned with death benefit, but knew the impact of an LTC event, this solution fit very well.

This advisor was able to provide his clients with certainty and peace of mind about long-term care, all with very little disruption to the client’s financial picture. By repositioning an asset that was no longer serving the client’s needs, he was able to mitigate one of the biggest risks in retirement, a long-term health event. This is a very positive outcome.

Outcome #3 – Annuity Restructure

This summer, we had an advisor approach us with a client who had been oversold a portfolio of annuities. The annuities had significant surrender schedules, high fees for guaranteed income riders, and the client (let’s call him Joe) had no need for the income in retirement. These annuities were ultimately going to pass to Joe’s family, and he was relatively unsure why he had acquired them.

Joe’s advisor brought his portfolio of annuities to Ash and asked us to help model some scenarios integrating insurance. We put together projections for maintaining the current annuity portfolio but also looked at using the guaranteed income features to fund an insurance strategy for the client. The insurance strategies created a far more compelling net result for the client and added in some potential long-term care coverage as well.

The outcome for this client was a better, more sound planning result that was a custom fit for his circumstances, not an advisor’s commission statement. Our models proved the value of insurance and created a platform for this client to make the right decision.

2019 was a great year, and by focusing on bringing solutions to every client, every time, we can keep this momentum going in 2020. And beyond.   

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Creating a Successful Disability Buy-Out Plan


In this industry, we’re planners by nature. It’s what we spend our time doing — working out a plan for a client to help them achieve their dreams.  Much of our planning is for the what-ifs. If this event ever happens, what does that mean for my client? We plan for individuals. For families. For businesses.

So let’s discuss the often-overlooked need for a disability buy-out plan. Businesses must plan for the possibility of a partner becoming disabled. And it’s essential that the planning takes place before the disability happens. Either first-hand or through stories, we’ve all experienced tragic events that force businesses to sell to the lowest bidder, discounting years of work and sacrifice. Those outcomes are the result of not having a plan in place in advance.

Just establishing the need for a plan is a great way to start. Ask your clients some basic questions, giving them things to think about should one of them become disabled:

  • If one of you buys out the other, what valuation of the business will be used? When it comes to disability, business valuation is very different. Disability business valuation tends to be less than a life business valuation. Follow this initial formula for a tentative disability business valuation:
    1. Add up all incomes, including distributions, from all ACTIVE owners
    2. Based on the type of business (there is some discretion here) use a multiplier of one to five on those incomes
    3. Add in any book value of the business – what is owned versus what is owed
    4. Divide the overall number by the percent of ownership for each owner

Unlike common life valuations, there is not a goodwill multiplier or a gross sales multiplier. Just use the tax documents to follow the steps above and you’re ready to go.

  • What elimination period will be needed before the buy-out can begin? This one isn’t quite as straight forward as the valuation but is just as important. One partner might think of a disability as lasting a year; another might define it as 18 months. Setting the waiting period – the time the disabled partner has to get better before the buy-out – in advance is critical to the success of the plan. Disability plans require an elimination period of at least a year but can also extend it to 18 or 24 months.

  • What timeframe will be needed to execute and complete the buy-out? If it comes to it, and a buy-out is put into place, how much time will the business need to complete it? And what’s the best way for the benefits to be paid? Most disability plans offer flexibility. Benefits can be paid as a lump sum, as monthly funding (usually available for 24, 36 or 60 months) or a combination of the two — a lump sum upfront, with smaller monthly payments to follow.


Watch this video for more information!


Experience teaches us that plans change. But without looking forward, without preparing, we won’t be able to help clients – or ourselves – achieve success.

The key here is to help your client create a formal written plan, regardless of how they decide to fund it. In many cases, disability insurance is the answer. But even if it’s not, just having a plan is what matters.

And as always, the Ash Disability team is here to provide solutions. Just let us know what you’re trying to accomplish, and we’ll help you see it through to paychecks, made possible.

What’s More Overwhelming than Not Having a Plan?


I get it.

Long-term care isn’t something you work on daily. You’re not comfortable discussing the subject, and you’re not confident you can answer all your clients’ questions.

If you take one lesson away from me, let it be this: Long-term care IS overwhelming. And that’s EXACTLY why you need to help your clients create a plan. You’re accountable to them and their families. Your ability to handle complex topics is exactly why your clients work with you.

Just Ask

Here are a few questions to get started:

  • Who do you know that has needed long-term care?
  • What impact did it have on their family?
  • Who makes decisions on your behalf – and how will they know what to do?
  • Where would you prefer to receive care if it’s needed?

Look at this from another angle. Yes, the planning conversation can be hard. But what kind of conversation will you be having with your client’s spouse or children if you don’t help them create a plan?

It will be far more overwhelming to help them make decisions and find funds in the middle of a care event. I can promise you that.

Start Talking

You don’t have to have all the answers. You just have to ask the right questions. Still not ready? That’s where we come in.

For more ideas on approaching the conversation, download your free long-term care discussion guide.

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And, if you haven’t already, sign up for our free educational email series on long-term care.

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Long-Term Care LTC Long Term Care Planning Overwhelming

Stay in the Boat!


If you have ever ridden a roller coaster, then you have a pretty good idea of what the long-term care market has gone through over the last few years.

Carriers have gotten out of the market.
Costs have gone up.
And let’s not even get started with rate increases.

Now that I think about it, maybe a roller coaster isn’t the best analogy. Instead, anyone up for a little whitewater rafting?

Navigate the Rapids

Be prepared for some scary moments and the chance of experiencing a face full of water when it’s least expected. Or worse, there’s that one person who falls out of the boat. (Although, with all the safety precautions taken, hopefully that scenario is less likely.)

And throughout the whole ride, the river guide is giving advice to help you make it through the rough patches, with the promise that all will be smooth in the end.

There’s some anxiety when going through the rapids, and you might even have second thoughts whether you should have even come along for the ride. Despite that, one thing remains certain: You NEVER, NEVER, NEVER, just jump out of the boat. You stick with it, ride the ups and downs, and know that there will be a change to the flow coming up soon.

It’s the same with LTC planning. We all know that pricing has changed. Carriers made assumptions that were incorrect and mispriced blocks of business. Not only that, they gave the farm away with 5% compounding inflation and lifetime benefits. How can a carrier ever be profitable when trying to manage an unknown risk? But, what happened, happened.

How to Stay "In the Raft"

We can’t hide from the mistakes of the past. Instead, we need to keep our eyes forward and focused on the end goal. We need to adapt to the changing market, not jump ship. We can’t try to sell policies the way that we used to. We need to be better, plain and simple. But how do we do that? What can we do to keep us in the raft?

Let’s start by changing our recommendations to our clients. Most often, we lead with the Cadillac plan. Buy the most coverage they can get because the cost of care is through the roof and continuing to rise. But how has that approached worked out?

Here’s what typically happens: The client says, “Wow, that is too expensive, and I could never afford that!” They walk away not doing anything. As advisors, have we done anything meaningful for our clients in that situation? No. We just wasted their time — and our time as well.

Don’t just check the box on a conversation.
Be better.
Use the resources available.

Nobody wants to go to a nursing home and they are likely to do whatever they can to stay out of one.

So, that leads us to look at the way that we are designing cases. It’s time to change our mindset. Some coverage IS better than no coverage. Yes, if we show a smaller policy we probably won’t cover 100% of the cost of the care. But have you ever had a client send a check back because it wasn’t enough? I haven’t.

Don't Sell. Listen.

There is no silver bullet when it comes to developing a plan for LTC, but there are a lot of different options out there. Being better means being open to different planning scenarios. Remember – the product is just the funding option for the overall plan.

So the next time you are having a long-term care planning discussion, don’t jump out of the boat. Be persistent, relax and know that your guide will help you get through the rapids to the calmer waters that await you.

Need a guide?
Become a part of the Just Ask movement.

Sign up for our free educational email series on how to have the long-term care conversation for more!

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About the Author

Chad EyrichChad Eyrich is proud to help keep families together with long-term care planning. He helps advisors and their clients avoid the potential financial devastation of an LTC event by providing strategies around traditional, asset-based and linked-benefit insurance. In addition to earning his Long-Term Care Professional (LTCP) and Certified in Long-Term Care (CLTC) designations, Chad has a life and health insurance license, and a property and casualty insurance license.

LTC Long-Term Care Long Term Care Pricing Changes

Finding the Funding for Long-Term Care (LTC)



Finding the Funding for Long-Term Care (LTC)

You’ve identified a client and had the conversation. You know your client would benefit from a funding[CT1] plan for long-term care and is ready to get started. Now what?

In recent years, more and more long-term care solutions have become available. And while they offer a lot of flexibility, the choices can seem overwhelming. Fortunately, your Ash LTC team is here to help you understand what the products do, and how to design a plan for your client.


Are linked benefits the solution?

Linked benefit products have taken a prominent role[CT2] when it comes to LTC planning. And while they won’t be the answer for every client, it’s worth having a basic knowledge of how they work, and what goals they can help your clients reach.


Let’s look at a case study to see how where a linked benefit product might be a good fit.

Suzie and Tom are active 60-year-olds who take good care of themselves. They do not expect to need LTC and have not been impressed with what they’ve heard about traditional long-term care insurance However, they’d like to leave an estate for their three grandchildren and recognize that an LTC event could destroy their financial legacy. When they discussed their concern with their advisor, she suggested linked benefit policies. They can each purchase a policy that starts paying benefits when the insured needs LTC or dies, whichever occurs first.

The advisor helped Tom and Suzie design their policies to:

  • Pay a death benefit of $150,000, leaving each grandchild $50,000 if the policy isn’t used for LTC.
  • Provide about 200 hours of custodial or home care each month, if LTC is needed. It would cover most of the average cost of care in an assisted living facility, and more than half the average cost of care in a nursing facility. Tom and Suzie’s income and other assets can complement the policies, because if they do need to go to a facility, their food, housing and transportation costs would be greatly reduced.
  • Increase by 3% compound each year to help offset inflation. The longer Tom or Suzie wait to access their policy, the larger the available LTC benefits[CT3]. 
  • Provide seven years of LTC benefits (or even longer, if the full benefit is not used each month[CT4]). For a claim starting at age 80 (20 years after the policies were purchased), each policy could pay about $700,000 in LTC benefits. For a claim starting at age 85, however, it could pay upwards of $800,000[CT5].
  • Include a residual death benefit, allowing them to leave a small gift to each grandchild even if the policy is needed for LTC.


In essence, this strategy uses the death benefit that would be paid to their grandchildren to help “self-fund” the first two to three years of long-term care. The insurance should cover at least a substantial portion of LTC costs thereafter, until the coverage runs out. Naturally, the cost of this insurance depends on gender, health, resident state, when the policy is purchased, etc.


If your clients are interested in leaving a legacy but are concerned that an LTC event might make that impossible, let us know. Your Ash LTC team is here to help you design a plan, find the funding and exceed your clients’ expectations.

Just Ask!

 [CT1]A plan for LTC does not necessarily involve insurance.  Insurance is a funding mechanism

 [CT2]“Front seat” seems to overstate as more stand-alone policies are still sold than linked benefit

 [CT3]Moved up to highlight more and mentioned inflationary consideration

 [CT4]Just checking as to whether we are typically quoting 7 years now.

 [CT5]Moved up with the 7 year comment and changed “would” to “could”.