The Goal
Empowering the Next Generation While Preserving Retirement Security
A multi-generational farm family approached UnCommon Farms with two interconnected goals:- Transition ownership of the operation to the next generation without burdening them financially
- Ensure a fair return on equity for the senior generation as they step back from day-to-day responsibilities
At its core, this family wasn’t just thinking about finances—they were thinking about family continuity, operational sustainability, and protecting what they built for decades.
The Challenge
Financial Barriers and Decision-Making Bottlenecks
1. Equity Concentrated in Depreciating Assets
Over the years, Mom and Dad had reinvested heavily into the operation—purchasing equipment, livestock, and occasional land. Nearly all their equity was tied up in equipment, much of which had depreciated significantly. This left little available liquidity or structured income.
2. Lack of Income History
The family’s financials showed limited reported income because profits were reinvested rather than distributed. This created a red flag for lenders, especially when the next generation sought financing to buy into the existing partnership.
3. Decision-Making Was Centralized
Dad handled all management decisions independently. The next generation wasn’t included in planning or leadership discussions, making it harder to build experience or trust with external partners.
4. Partnership Structure Didn’t Support Succession
The operating entity held all assets—equipment, livestock, and operational revenue—making any buy-in expensive and complex, especially when those assets weren’t generating meaningful cash flow.
The Recommendations
At UnCommon Farms, we believe that legacy is more than land—it’s about preserving relationships, values, and a shared sense of purpose. Our recommendations were built around those principles.
1. Separate Operations from Ownership
We recommended a clear division between operations and assets:- Form a new partnership for day-to-day operations. This entity would lease equipment and livestock from Mom and Dad, rather than owning it outright
- This setup allowed the younger generation to buy into the operational entity without absorbing the full value of depreciating assets upfront
2. Create a Stream of Income for Mom & Dad
Instead of selling everything at once, Mom and Dad would:- Retain ownership of equipment and livestock
- Lease those assets to the new operating partnership
- This structure provided a steady return on equity and cash flow as they slowed down toward retirement
3. Consider a Sale-Gift Hybrid
To further ease the transition, we encouraged exploring a part sale–part gift of ownership in the operating partnership. This allowed for:- A more affordable entry point for the next generation
- Continued stewardship and tax-efficient ownership transfer strategies
4. Establish Shared Management Practices
Transitioning leadership isn’t just about ownership—it’s about trust and communication. We guided the family in:- Defining future roles and responsibilities for each member of the operation
- Starting weekly farm management meetings to build decision-making capacity in the next generation
This approach gave the next generation a pathway to ownership without financial overwhelm—and gave Mom and Dad the confidence that their life’s work would not only continue, but thrive. It’s more than numbers. It’s a structure built for legacy, clarity, and long-term success.
