For the owner of a closely held or family-owned business, equity is the physical manifestation of years of risk, sacrifice, and legacy. When a key executive requests a “stake in the game,” many CEOs feel trapped between two undesirable choices: dilute their hard-earned ownership or risk losing a top-tier leader to a competitor.

At McInnes Group, we believe you don’t have to give away a piece of your company to obtain the lifelong loyalty of your most essential people. By implementing sophisticated executive benefit design strategies, mid-market firms can create synthetic equity that provides similar economic upside and retention value as real stock, without the legal and operational headaches of shared ownership.

While handing out shares might seem like a great way to reward talent without spending cash today, the long-term internal rate of return (IRR) with that decision can often be prohibitively expensive. We frequently advise our clients on three primary risks:

We advocate for a more strategic approach: shifting the conversation from ownership to outcomes.

To bridge the gap, we design non-qualified executive benefit plans that mirror the rewards of equity. These strategies are usually funded through institutional-grade life insurance, providing the business with a strategic asset on the balance sheet while helping to safeguard the executive’s future.

A SERP is the ultimate retention tool. We help companies design plans which provide the executive with a defined benefit at retirement, provided they stay with the firm for a specific duration (e.g., 10 or 15 years).

If your goal is to provide immediate value that grows tax-deferred, a Section 162 plan is a high-impact alternative to a standard raise. The company pays the premium on a specially designed life insurance policy owned by the executive.

For the executive who specifically wants to participate in the growth of the company’s valuation, we design Phantom Stock plans. These are contractual agreements to pay a bonus tied to a specific profit metric. By funding these future liabilities with a cash-accumulating life insurance strategy, this helps ensure the business has the liquidity to pay out the gain without ever issuing a single share of stock.

While synthetic equity through life-insurance-funded plans (like SERPs) helps address the long-term wealth gap, there is another critical exposure that often goes unaddressed in the mid-market. May is Disability Insurance Awareness Month, a timely reminder that an executive’s greatest asset is their ability to earn a high-level income.

Most standard group Long-Term Disability (LTD) plans are designed for the mid-level employee and below, not the high-income earner. Because of monthly benefit caps and the taxation of group benefits, your most vital leaders often face a 40–60% income protection loss if they were to suffer a career-ending illness or injury.

We implement Executive Individual Disability Insurance (IDI). This is a high-impact retention tool to help bridge this gap. By layering an individual “Own-Occupation” policy on top of your group coverage, we help you provide a benefit that is:

Offering this level of benefit signals to your leadership team that you are invested in their family’s long-term financial picture.

The math of turnover is sobering. We estimate the cost of replacing a key executive can reach 150% to 300% of that leader’s annual compensation when accounting for search fees, onboarding, and the inevitable lost momentum during the transition.

Our role as the designers of your business continuity is to help ensure those costs never hit your P&L. By implementing a funded retention strategy, you move from a reactive posture—constantly wondering if your CFO or COO is being recruited away—to a proactive posture of stability.

A well-designed plan serves three masters:

We go beyond simply selling products; we architect outcomes. Our team partners with you to analyze your current census, identify your most at-risk key people, and model the IRR of various funding vehicles to find the most tax-efficient path forward.

Whether you are preparing for a sale in five years or building a multi-generational family legacy, your leadership team should be your greatest asset, not your greatest risk.

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