Monday, March 18, 2019

Another Update to Koch Industries Profit Margins, Dividends, and Net Worth

Image result for koch industries headquarters

In many blog posts in the past I have tried to calculate the dividend, profit margin, and the historical net worth of Charles and David Koch. Recently Koch CFO Steve Feilmeier in an Q&A session (I blogged about the Q&A session here) with Startup Wichita Local stated that Koch has earned about a 13-14% return over time (the company targets to earn a 12-18% return on projects it invests in). Typically large companies have hundreds of possible of projects but allocate so much money to the projects they feel will earn the highest return). My previous analysis has pegged the return of Koch Industries return between 5%-13%. Clearly this higher return assumption would change the amount of dividends, reinvestment, and net worth for Koch Industries in their shareholders.

Historical analysis would show that the Koch Industries had a low profit. The Koch vs. Koch trial showed that in 1982 Koch had revenues of almost $17 billion and had pre-tax earnings of $564.7 million which would say that before tax earnings was 3%. However, these days Koch Industries is more than just oil and gas. The company has invested heavily in technology companies (with Koch Disruptive Technologies), has their own equity development arm (Koch Equity Development, and is much more diversified (and higher return) than in the past.

So if we run the math if Koch now has revenues of $130 billion and they earn a 13% return it would say their annual earnings are $17 billion per year. $17 billion is of course before Koch pays any taxes. If you you assume a 24% tax rate (which is the average for S&P 500 companies). After-tax earnings of Koch would be roughly $12.8 billion. The company reinvests 90% of their earnings back into the company which would say on average $11.5 billion per year is plowed back into Koch Industries. Koch Industries for the past 55 years (according to Steve) has reinvested 90% of their earnings back into the company. This would say that about $900 million is left over to pay dividends to all Koch shareholders. Historically, the company has paid 7% of the earnings to shareholders. Charles and David Koch each own a 42% interest in Koch Industries (although Chase Koch has mentioned he is a shareholder in this Startup Local Wichita Q&A). If we take the after-tax earnings of the company ($12.8 billion) x 7% payout of earnings x a 42% ownership interest it would say that Charles and David Koch each pull in roughly $378 million in dividends alone. If the Marshall family owns the other 16% of Koch Industries it would say they pull in a little over $140 million dividends per year.

Another interesting thing Steve brought up in his Q&A was when Charles inherited Koch Industries the company had a net worth of $12 million and grew it by 7500 times. This would say that Koch Industries is worth $90 billion and Charles Koch would be worth close to $38 billion (and not the $55 billion that currently Forbes has-Bloomberg is closer at $44 billion. The Marshall family would have an estimated net worth of around $13 billion. Historically the net worth of Koch Industries has grown dramatically as Charles Koch has plowed so much back into the company. The net worth of Koch Industries in 1982 was $1.5 billion . Before the Koch lawsuit shareholders Charles, David, and Bill Koch each owned a 20.7% interest (oldest brother Frederick Koch owned a 13.7%) interest. This would say in the early 1980's Charles, David, and Bill had a net worth over $300 million (Frederick would have a net worth of a little over $200 million). To grow their net worth from $300 million to $38 billion in a little over 30 years is quite dramatic.

When you look at the dividend yield on Koch Industries it is quite paltry compared to large companies. If Charles and David earn $377 million in dividends per year and their net worth is each $38 billion would say the yield of Koch Industries stock is around 1%. The average yield of a company in the S&P is currently near 1.92%. Another way to look at this is to say if Charles and Koch sold their stock they could generate almost double the dividends then Koch Industries stock is paying! Koch however has had a policy of reinvesting 90% of their earnings back into the company which has led to dividend growing dramatically over time. When Fred Koch passed away in 1967 the company paid out dividends of $300,000 (according to Sons of Wichita). If the total dividends of the company are roughly $900 million this would say the annual increase of dividends has been a staggering 21%/year.

The interview with Steve Feilmeier cleared up some of the issues I had been trying to calculate (again these are strictly estimates since Koch Industries is not a public company and doesn't have to disclose any of this information) for a couple of years in terms of how much Koch Industries throw off in dividends, the net worth of Charles and David Koch, and the Marshall family. It shows that Koch is quite a disciplined company and by earning a 13-14% annual return has not only earned a good return but helped fuel the growth of not only the net worth but the dividends of shareholders of Koch Industries.

Sunday, March 17, 2019

Koch Industries CFO Steve Feilmeier Startup Grind Local Wichita

Steve Feilmeier

Recently Koch Industries CFO Steve Feilmeier sat down with Startup Grind Wichita on February 20, 2019. Chase Koch (son of Charles Koch did a similar sit down back in November 2018 which can be seen here and I blogged about here. Koch Industries is making an effort to get executives of the company out in the public discussing what Koch Industries actually does and what they stand for. These days Koch Industries has grown to a company with $130 billion in revenue and roughly 140,000 employees.

Steve currently is the executive vice president and chief financial officer of Koch Industries. He started with the company back in 1997 as a controller for the Koch Chemical Group and then had various roles in controller operations, tax, treasury, cash management, mergers and acquisitions. In the interview Steve said he had 15 different jobs before he became CFO of Koch Industries. Actually Steve wasn't originally groomed to be the CFO of Koch Industries. Koch Industries had identified someone to become CFO and then after 3 months on the job that individual left the company (it was pointed out that Koch was painfully aware Steve wasn't ready for the job). Steve says one of the most unpleasant days of his life was when Dave Robertson and Charles Koch sat down with him to give him feedback about what he needed to work on. Having these different roles within Koch must have given Steve a really good idea of how the company runs internally. Usually if companies are grooming someone to an executive role they have that individual work in different areas to get exposed to understand how different departments function. Steve points out that Charles Koch has been his biggest mentor over the years. At Koch Industries Steve points out that is it okay to say you don't know the answer a question but jokes if Charles Koch asks you then you better have an answer within a couple of hours or the next day.

Steve discussed the inter workings of Koch Industries in terms of how they perform deal making, the culture of the company, and what it was like working with Charles Koch. In terms of deal making Koch treats a $500,000 deal just like a $5 million or a $50 million deal. When performing an investment the most important thing is the quality of the idea, if the idea is actually solving a problem in society. Also when doing a deal with an entrepreneur Koch likes to see if the company will do the right thing (having integrity), if the entrepreneur is are realistic about projections and are honest saying "hey this project actually may cost 2 or 3 times what I project, but I have a backup plan for that", an entrepreneur that is also willing to not take a paycheck for a couple of years and give up their social life in the process. The entrepreneur also has to have a real business plan and it can't be all in their head. The plan has to have real numbers and make logical sense to solving a problem. Also it is pointed out that when Koch creates profit it consuming less resources. Steve discussed how Koch was going to invest $600 million in a project for Georgia Pacific to use technology to improve the quality of the toilet paper (Quilted Northern) while also consuming less resources. The project is suppose to reduce pulp by 20% (which reduces the number of trees cut down), reduce water consumption by 20% (making toilet paper consumes an extraordinary amount of water), and reduce natural gas by 20% (this is used to dry the toilet paper), while expecting to increase the cash flow of Koch Industries by $100 million per year (which would say the project pays for itself in roughly 6 years or has a 17% return on investment).

When actually performing a deal Koch Industries tries to target a 12-15% return on projects that Koch invests in depending on the risk. Back in 2004 or 2005 Koch embarked on a $40 billion investment plan and then came back in 2011 or 2012 and evaluated the progress report of the return on the projects that they invested in. Koch reviewed 13-14 major projects and when they were reviewing the analysis of the overall return of the projects showed a healthy 14% return but Charles Koch with his engineering training called this type of analysis nonsense. Charles pointed out that the average of all the projects were 14% but when you looked at each project (incremental analysis) that comment was not correct. One project may earn a negative return, 0%, 5%, and then some projects may earn an extraordinary return that increases the weighted average of all the projects to a 14% return. After this presentation Koch changed the way they analyzed projects. When Koch evaluates projects the company looks at all the ways it can go wrong and what are the contingencies if it does go wrong. Steve points out that when Charles is evaluating a deal he has doesn't get emotional, is not strategic, and only looks at the numbers to see if it makes sense. Companies sometimes purchase things to be "strategic" and then later have to take a large write down because of a bad deal. What is also interesting is how Koch isn't run with Charles Koch making all the decisions and everyone just executing his plans. Steve remarks that in 23 years being CFO for Koch Industries he has never been told what to do, however he will let management know what is it doing to get ideas and feedback and if he needs "course correction". These days Charles doesn't have to approve everything on the strategies or acquisitions. Charles in a 2015 interview admitted that he used to get involved in every detail in a deal but these days since Koch is so large it is impossible for him to do that.

On April 30, 2004 at 5 P.M. ET Koch purchased Invista for $4.2 billion in cash. Koch purchased Invista for 6 times (12 month trailing EBIDTA) which is not a bad deal. Invista is a textile company that was in charge of making things like carpet, flooring, nylon, fabric that is used to make pillows, mattress tops, bed comforters and many other products that are used in everyday life. Well Charles Koch was thinking after Koch acquired Invista the company would instantly adopt the same market based management philosophy that Koch Industries used. The issue was Invista was pulled out of a large company (DuPont) that had a different culture than Koch. It took Koch 10 years to unravel this and fix all the issues they had. Today, Invista is one of Koch's most profitable companies. Charles reminds CFO Steve Feilmeier that project deserves an F grade on that acquisition.  In 2017, Koch sold Lyrca (a product sold by Invista) to a Chinese company for $2 billion.

Overall, in the long run Koch Industries has done quite well on their investments. Steve mentions that the company has earned a 13-14% return which has led the company to double in size roughly every 5-6 years. The company has reinvested 90% of the earnings back into the company for the past 55 years which has lead to tremendous growth. The company has in the past 6-7 years spent $17 billion on technology capabilities for the company. Part of these monies were spent on Infor which was presented at a forum for the company. Koch was spending $500 million a year on their HR human capital function. Currently, Koch doesn't have know exactly how many employees it has worldwide and has to rely on multiple records and systems to keep track of everyone. Koch purchased Infor which has software that can be stored in a cloud and integrate all the data into one system. Also another positive is that the software constantly updates itself so upgrades aren't required (Koch was generally performing updates every 3-5 years). With the new technology Koch expects to reduce their costs by 20%-40%. Koch also hopes it will reduce the time it takes to hire employees and also help their internal recruiting. Also they hope this technology will improve downtime at plants and refineries that Koch owns as well.

As Steve points out when Charles inherited the company there was $12 million of equity on the balance sheet which has grown by 7500 times since then. This would say that Koch Industries is worth $90 billion and since Charles Koch is a 42% owner of the business his net worth would be $38 billion which is quite different than the figures that Forbes, Bloomberg, and other sources are reporting. However, even as Charles has accumulated massive amounts of wealth Charles is always worried about the business all going away tomorrow. The constant fear or worrying is throughout Koch Industries. Koch executive vice president Jim Hannan has commented that you have to avoid feeling complacent and having the self satisfaction and have to worry about competitors coming in "and then just get dragged down from behind and get our throats slit".

Overall, I thought the CFO Steve Feilmeier handled himself well in the interview, was quite knowledgeable, and also could be personable too. These days Koch has a deep bench of executives that could step in if something were to happen to anyone which is always a good thing. Feilmeier is only 57 years old so he probably still has another decade or so in that role. He mentioned in his role these days he and Charles both mentor other employees and pass on what they have learned over the years. Hopefully in time the results will be passed on to other employees and will allow Koch Industries to grow even more.

Saturday, February 9, 2019

Free Market Solution for Medicare: Publicly Funded Private Choice

Image result for medicare
Medicare was enacted by Congress in July 1965 under Lyndon Johnson. The goal was to provide health insurance to people over the age of 65 regardless of income or medical history. Currently,  roughly 57 million people are enrolled in Medicare. Medicare provides benefits for those over 65 and also for those with disabilities (end stage renal disease and ALS). What is quite interesting even before Medicare was passed 60% of people over 65 had health insurance. However, older people were paying higher prices. Speaking of prices Medicare sets the prices of over 7,500 tasks. You would think Medicare prices are set by the former Soviet Union.

Medicare is funded by a 2.9% payroll tax. 1.45% of this is contributed by the employee and 1.45% is contributed by the employer. Also there is a surtax of .9% on Medicare wages for individuals making over $200,000 or a married couple making over $250,000. These payroll taxes only cover 1/3 of the Medicare costs. Medicare spending in 2016 as 15% of total spending (20% of total healthcare spending). To put these numbers in perspective the federal outlays in 2016 were $3.9 trillion and Medicare spend $588 billion. The spending has continually increased on an annual basis. From 2000-2016 the annual increase in Medicare spending was 9% per year.The United States spends roughly $10,986/Medicare recipient. The spending of Medicare has increased which if if not reformed could lead to drastic consequences in the form of reduced care, wait times, and inability to access care. If you were to look at the unfunded liability of Medicare (or the assets needed in the bank today to fund future obligations) that number would be $43.5 trillion. There are actual some free market solutions that Medicare could implement that would drastically reduce the cost to taxpayers and also increase the quality and transparency of Medicare. Medicare could be publicly funded (through taxpayer dollars) but have the monies privately spent by individuals. Also it is important to note that Medicare has massive inefficiencies, fraud, and waste. $60 billion per year can be chalked up to Medicare fraud.

There have been some market force changes in healthcare in the past couple of years. In the past couple of years concierge medicine has increased in popularity. Patients were tired of waiting months to see their doctors and when they did see them only getting 15 minutes with them. Doctors were tired of taking on thousands of patients and not being able to spend enough time with their patients. One example of this concierge Medicine is Atlas MD which charges patients a monthly rate for medical care (this is not insurance). The pricing is based off age and those 65+ pay $100/month ($1,200 per year). This membership style service allows patients 24/7/365 access to their doctors. Patients also get access to see doctors the same day with little to no wait. The model is different because it allows doctors to only work with hundreds of patient instead of thousands (allowing them to spend more time with patients). Atlas also has a prescription price list that allows patients to access many commonly prescribed drugs at a fraction of the retail price. A similar model from a company called MDVIP allows patients the same 24/7/365 access and patients pay an annual retainer fee for roughly $1,800 per year. This on demand access to a doctor has seen some positive results. In one study with Medicare Advantage patients showed that the MDVIP program reduced spending by $3.7 million. The study showed a 20% reduction in emergency room visits in the first year and a 24% reduction in ER visits the second year. Now if government took the money they spent on Medicare and gave it to Medicare beneficiaries and allowed them to purchase these types of concierge plans would lead to improved health outcomes greater efficiency.

Now one issue you might bring up is how will we have enough doctors to cover all these patients? As part of this plan I would allow nurse practitioners and physician assistants to practice medicine independently without supervision. Currently in 29 states nurse practitioners require some level of physician supervision. According to the American Medical Association (AMA) physician assistants are not supervised by doctors in 3 states. 20 states require a certain percentage of physician assistant charts to be co-signed by a physician. At the end of 2016 there are over 115,000 physician assistants. There are more than 248,000 nurse practitioners. Nurse practitioners commonly diagnose acute/chronic illnesses (diabetes, high blood pressure, infections, etc.), prescribe medications. Nurse practitioners can practice in many areas like gastroenterology, orthopedics, urology, dermatology and many more sub-specialties. Allowing physician assistants and nurse practitioners to see patients (making these changes would empower over 350,000 medical professionals freedom to practice medicine ) without the supervision of doctors would free up not only doctors to do more productive and valuable things but allow more patients to be seen and less time to be wasted.

Another idea Medicare could use is outsource surgery prices to Medibid (of course it wouldn't be run by the government either). Medibid is a website that matches doctors and patients for prices of common medical procedures and surgeries. The website allows doctors to bid on procedures and allows patients to see the credentials of a doctor, the ratings a doctor has, and the number of procedures they have done-to my knowledge Medicare doesn't offer this information to those patients on Medicare. Patients request they need a procedure and doctors try to bid for business. Doctors quote a price that is all in with no hidden charges (let's compare this to the arcane explanation of benefits (EOB) statements we get from different providers when we currently have a procedure).Using Medibid knee replacements and colonoscopies were priced at about 1/3 of the insurance price and half of the Medicare price.  If Medicare used Medbid as a market price for what should be paid there is no question billions of dollars a year could be saved and there would be more: price transparency, less administrative burden for doctors, and doctors would get paid quicker because they wouldn't have to worry about hassling with the health insurance for payment.

Another no brainer to help save Medicare billions is to legalize the selling of organs (especially kidneys). Every year $32 billion is spent by Medicare for dialysis. Dialysis is required to those who have a loss of kidney function. One way to get off dialysis is to receive a kidney. However, currently there are over 120,000 people waiting for a kidney. Close to 5,000 people every year die waiting for a kidney transplant. One way to fix this is to allow people to sell their kidneys. This would add a supply of organs (after all it is your body) to the market allowing sellers to receive cash to-pay bills, start a business, or pay off college tuition or credit card debt. Also if people were selling their kidney would increase the number of surgeries which would allow surgeons to improve the procedure and become even more experienced with the process which would improve the outcome. The buyer would get a kidney and no longer have to continue to receive dialysis which is costly and painful for the patient as they sometimes have to go multiple times a week. Is it moral to allow people who own their own kidney not to sell it? This would save billions of dollars every year, improve the overall health and quality of live for not only the 5,000 people who pass away every year but also give hope for the 120,000 people and their families who have to wait.

A simple way to greatly increase competition is to give the money directly spent on Medicare directly to Medicare recipients (or as they like to say cut out the middle man). In any true market, competitors compete for business by providing a better product or service at a better price. Healthcare is different because there are third parties providers (insurance companies) and the government that picks up the bill for both Medicaid and Medicare. What if however individuals were given the money that was spent on Medicare for them and allowed to spend it for medical expenses in whatever way they saw fit.

If Medicare spends $11,000 per beneficiary and the average 65 (male) needs about $4,500 per year for insurance premiums (of course there would need to reforms in the health insurance market with massive deregulation to drive the premiums down even further). Now if $8,000 could be deposited into each Medicare recipients health savings account (this would be done by a company like ADP or some other payroll company of course-they would have to bid on this contract too) you would allow people to spend money for their own health decisions. Also this program could be means tested (trying to go for bipartisan support here) and tied to income. For instance if someone earned an income of $300,000 they would be phased out of the $8,000 and get only $4,000 deposited. You might say what is to prevent the person from taking the $8,000 out of the health savings account and spending it on something else. Well existing rules on health savings accounts already subject distributions from a health savings that are not for medical expenses to ordinary income plus a 10% penalty (so if your ordinary income is 10% and the penalty is 10% there would be an effective 20% tax on the distribution). It would be costly for someone to take a distribution for something other than medical expenses (I would even be okay increasing the penalty for taking a distribution of non medical expenses from an H.S.A. to 20-30% if needed). The other thing to remember is that earnings inside a health savings account grow tax free (so it would be foolish to take a distribution from this account). If you have $8,000 every year in a health savings account grow every year future health expenses could be covered. Say there are 43 million people on Medicare and if Medicare is spending roughly $11,000 per beneficiaries and $8,000 was deposited into each beneficiaries account (remember if it was mean tested some people would get less than $8,000) then conservatively $129 billion would be saved every year. In addition to this, Medicare beneficiaries would have an incentive to understand what healthcare procedure/care they received and evaluate the cost and benefit. Doctors would no longer bill Medicare and would instead would receive payment directly from a health savings account which would be quicker and the doctor wouldn't have to wait to get paid. The $8,000 would only be for a number of years (4-5 years) and eventually phased out to the next step.

The next step for Medicare would be to allow younger people to opt out of paying Medicare taxes and instead have the monies go into a health savings account (you would have to change some of the current regulations to not require a high deductible plan for a H.S.A.) or the option to save possible for individuals and families to save for medical expenses in retirement. If people were able to start saving for their healthcare expenses in retirement over a 30-40 years it would allow for the effect of compounding growth. For example if someone saved $1,000 per year, for 40 years, at a 6% interest rate they would accumulate close to $200,000 that could be set aside for medical expenses in retirement. If you just increased the amount of savings to $2,000 per year the amount (keeping all other variables constant) the individual could have a little over $300,000 in assets. If you had a married couple this could be over $600,000 in assets for medical expenses in retirement. What is interesting is that it is predicted that in retirement individuals will need roughly $280,000 in retirement for healthcare expenses. Clearly allowing participants to save for their medical expenses in their older years would the way to go.

Now the next logical question is if younger people opt out of Medicare taxes how would would the government earn revenue from Medicare payroll taxes. As I mentioned in this post the government owns billions of barrels of oil and trillions of cubic feet of natural gas (the estimate of just the oil the government owns is $62 trillion and add in another $5 trillion for natural gas and you have ~$67 trillion in government owned assets that could be sold. In 2017, payroll tax revenue from Social Security and Medicare was $1.16 trillion. If you include the value of oil, gas, and coal owned by the government this totals $128 trillion. Clearly selling off these assets to individuals, companies, and foreign companies would be a windfall of income for the government that could be used to replace payroll taxes for both Social Security and Medicare.

The current Medicare situation is quite complicated and expensive. If changes are not made future consequences will unfold that could have a dramatic effect on the quality of healthcare and access provided in the future. The obvious no brainers are allowing physicians assistants to practice without supervision (would allow Medicare patients more access), allowing Medicare to outsource their price system to Medibid (this would save billions), allow individuals to sell their kidney (this would save many tens of billions of dollars). After these were accomplished Medicare could transition to using a portion of the of the money they spent on Medicare recipients ($11,000 per recipient) and deposit $8,000 per year into an individual health savings account (for a married couple this would be up to $16,000). Individuals over 65 would have the ability to determine to shop around for health care and create much more competition and transparency. This program would last 4-5 years (after this Medicare would effectively be phased out) at the start of this program younger folks would be able to opt out of paying Medicare tax and allowed to save this money in a health savings account to finance their future Medicare expenses. To make up for the lost payroll tax revenue a portion of the $128 trillion of assets owned by the government would be sold. These changes would allow for more competition, less bureaucracy, greatly improve access and affordability of healthcare, and allow Medicare to be sustainable.

Saturday, January 26, 2019

Chase Koch Wichita Startup Grind Summary and the Future of Koch Industries

Image result for chase koch startup grind

On November 14, 2018 Chase Koch sat down with Wichita Startup Grind for an interview that began at 5:30 P.M. (his wife Annie was 15 minutes late since she was working) with many employees from Koch Industries in the audience to support Chase. Chase discussed his younger years, his time of living and playing music in Austin, working at Koch Industries, and his journey to how he got to where he is today.

Chase in the interview mentions how his father Charles Koch really studied philosophy and liked to read Hayek and Maslow and other free market thinkers, however at first this really didn't sink in for Chase. Chase would say the quote he would remember from Maslow is "What you can be you must be" which is something he has tried to carried with him. Every Sunday Chase and his sister Elizabeth would sit down for a 2-3 hours and have their father Charles Koch read to his children Human Action from Ludwig von Mises or have them listen to books on tape from Walter E Williams. Chase admits these days he says he has a "libertarian nature".

In his younger days Chase enjoyed playing tennis (his parents made sure their children lived up to their potential and found something they were good at-his sister Elizabeth was a runner). Chase was actually quite the tennis player and Sports Illustrated profiled him in their "Faces In the Crowd" which usually recognizes some of the best athletes in the country. Although, Chase was a great tennis player he started getting burned out and started throwing tennis matches so he could go home and party with his friends. This led to a meeting with his father where his father told him either he could give 100% on the tennis court or start working (he started working). So in the summer of 1993 when Chase was only 15 an old beat up pick up truck took Chase on a 5 hour drive to Syracuse, Kansas were Koch Industries owned feedlots with 55,000 head of cattle and shoving you know what. For the summer Chase lived on the couch and earned $7.50/hour and worked from 5 A.M. to 7 P.M. and worked 7 days a week and had to pay $350/month for rent for a guy that lived in a double wide trailer. After this summer experience Chase would say in this video he thought there was an evil Koch brother and he joked he almost turned in his father in for child abuse. Overall though he admitted it was a good experience because before this time period he had never worked a day in his life and if he had not worked he would have gone down the path of a country club brat.

Chase graduated Texas A&M University in 2000 (I bet he is a target for donor giving). He was recruited by former Koch president Bill Hanna who attended A&M with a business degree in marketing. He had the music bug and in college played in a band that covered Led Zeppelin, Phish, The Grateful Dead, and Pink Floyd. After he graduated was during the tech bubble of the early 2000's was a difficult time in job market. With the tech bubble burst companies aren't exactly looking to hire marketing (since this is one of the first things they cut). Chase decided to look around and see if he could still get work and decided to offer to work for free for a company (they would eventually pay him) so he could get the learning experience under his belt. Leslie Rudd (who was good friends of Charles Koch) had dinner with Chase and wondered what Chase was doing as Chase in his own words "screwing around in Austin". Leslie suggested that Chase go back to Wichita and go work for Koch Industries were he could learn plenty from Koch leaders and his father. He would join Koch Industries in 2003 starting out in the accounting group, moved to the tax group, then moved to the risk management group, then trading, and then business development. Charles Koch and other Koch leaders had planned out a "Koch-MBA" style training program for Chase. Often times in large companies you get exposed to many different areas in order to understand the basics of how the business operates. Koch admits that learning the basics of how Koch Industries was not exciting but admits he had to learn the business from the ground up. As his mother would say "you can either pay now or pay later". Chase had high expectations of himself which led to anxiety and he felt as if he had to work three times harder than everyone else. When Chase asked his father what percentage of his days should be good his father turned the question around and asked his son what percent of his days were good. Chase responded only 40% of his days were good and the other 60% were not so good. His father thought this percentage was actually pretty good. Running any company is no picnic-especially a conglomerate like Koch Industries that is a $100+ revenue company with so many different companies and subsidiary companies in 60 different countries.

When Chase was placed in charge of Koch Fertilizer he began to crack. He was running 5 different business units (sales, marketing, trading, and other groups). Chase was also working hard-coming in to the office at 5 A.M. and staying late (according to this article back in 2014 Charles was getting to the office around 7 A.M. and works until 6 P.M. ) At this point Chase approached Koch leader Dave Robertson for advice. Dave told Chase that any good leader has to do three things. The first is to set a clear vision of where you going. The next important thing is to get the right leaders in the right role. The third point is to help the team in a way that is mutually beneficial. Chase said he tried to learn from this and constantly apply what he was learning from other Koch leaders.

What is interesting is Chase admits this role was not an easy one for him. He felt as if he had to understand all the details and even admits to micromanaging things (which frustrated him). The group Koch Ag looked at high efficiency fertilizer, high efficiency technologies and he would spend his time in Silicon Valley, Boston, and New York learning how technologies could help Koch Industries. This would lead into Koch Disruptive Technologies (KDT) which was created to look at technologies that are so disruptive that Koch Industries could use these technologies to expand and improve capabilities within the company. KDT is industry agnostic as well. Chase admits the division is pre-revenue which I translate into not producing any cash flow yet (which honestly I am surprised as Dave Robertson in this 2012 article mentioned that "Charles is focused on, really, the present value of the future cash flows, thinking long term". Perhaps when Koch has analyzed these projects they produced positive cash flow over a 10-15 year time horizon. However, the issue is these technologies change so quickly that is hard to model in any analysis. KDT has key criteria for whether or not they get involved. Factors such as how disruptive the company is, has the company demonstrated the idea in the marketplace, how much potential the idea has, if the founder of the company and leadership are proven principled entrepreneurs and if there is mutual benefit. Chase does echo what his father mentions in that any partnership (he uses his wife Annie as an example of this) that you need an aligned vision, assigned values, and complimentary capabilities. KDT is looking and excited about healthcare, industrial use technology (this could help the reliability and safety of Koch owned plants and facilities) and exponential data. Related to this one of the biggest challenges right now for Koch Industries is how much data the company throws off. According to Chase the amount of data at Koch Industries increases every year by 60%. The company is trying to use that data to optimize their businesses processes and use that data to make better decisions.

Chase admitted in the interview that he was a shareholder of Koch Industries which makes me wonder about what Charles Koch said years ago that he "had done estate planning for many many years". It could be possible that Chase Koch owns the stock through some type of trust. Chase admitted that as a shareholder of the stock he is still learning the risk of the shareholder and not to miss any potential opportunities and at times absorb risk in a responsible way.

Chase Koch has been working at Koch Industries since 2003 which would say he has a long history and understanding of how the company works (also he lived with the man who has run Koch Industries for many decades). Right now he is in charge of Koch Disruptive Technologies however, I would be curious to see if over time he gets moved into more executive roles. Chase currently reports to Chief Financial Officer Steve Feilmeier. Also Chase is on the board of directors for Koch Industries. He has been on the board since March 7, 2013  and in addition to being on the board is also a shareholder of Koch Industries stock. What is fascinating is how he went from screwing around in Austin playing in a music band to becoming an executive at one the largest privately traded companies in the country. He said here that "it took me until I was 25 or 26 that "You're an idiot if you don't go back to Koch" and really capture the opportunity to go learn, and stop screwing around in Austin, Texas".

If something were to happen to Charles Koch tomorrow though I think Koch would not select Chase given he is only 40 years old (fun fact his birthday is January 1st) and perhaps may give it to Dave Robertson who has been with Koch since 1984 and served as the Chief Operating Officer and President of Koch since December 2005. Time will tell what happens but there is no doubt Chase Koch has come a long way and has paid his dues with this time, energy, and hard work at Koch Industries. It will be interesting to see how he shapes the future of Koch.

Saturday, January 19, 2019

Koch Industries Reinvestment Policy of 90% of Earnings vs. Other S&P 500 Companies

What has struck me as interesting is how much Koch Industries reinvests back into their company. The company has a policy of investing 90% of their net income back into Koch Industries. Koch uses their earnings to improve, build, and expand existing capabilities. This reinvestment policy has led to exponential growth which has lead to substantial increase in the amount of dividends of the years. I calculated in this post that Koch Industries increased their dividends by an average of 19% per year (most large companies may increase their dividend 3-4% (if they even increase the dividends at all)). If any public company increased their dividends 19% per year they would be viewed as crazy. However, the question I wanted to look at is how does Koch Industries reinvestment policy compare to other publicly traded companies?

On the surface a company plowing 90% of their net income sounds crazy from a corporate finance perspective. If you plow so much money back into the company how do you manage economic downturns? Companies like to keep a cash or liquidity buffer in case their economic situation weakens. Koch plows back 90% into the company and pays out 7% of its earnings as a dividend leaving about 3% for cash or liquidity needs. In this post I estimated Koch earned $5.6 billion after-tax and if you take 3% of $5.6 billion it would say the cash left over after paying out dividends and flowing back earnings into the company would be only $168 million! Remember Koch Industries has revenues of $100 billion+ of revenue. Since Koch Industries is a privately traded company the company doesn't have to release their financial statements. However, publicly traded companies have to release their financial statements to the public. Also publicly traded companies have to manage quarterly earnings, manage guidance of future forecasts of future earnings with analysts, and if they company pays a dividend manage that as well. Charles Koch isn't fond of publicly traded companies as is quoted as saying (from this 2006 Wall-Street Journal weekend interview) they have "the short-term infatuation with quarterly earnings on Wall-Street restricts the earnings potential of Fortune 500 publicly trade firms".

Although Koch Industries is a conglomerate and is a mix of many different companies. However, from a 2012 interview Dale Robertson mentioned a large portion of the revenue from Koch still comes from energy related things. In analyzing the reinvestment rate of companies I used Morningstar to analyze the 5 year average of the net income and also looked at the capital expenditures of these companies. Analyzing just integrated oil and gas companies (ExxonMobil, Shell, BP, etc.) it appears Koch Industries actually has a more conservative policy than the integrated oil and gas companies. For example ExxonMobil had an average net income of $20.66 billion and their capital expenditures were $23.75 billion. If you divide the capital expenditures by the net income this would get the reinvestment ratio. In the case of ExxonMobil their reinvestment ratio would be 115%. Now you might wonder how can a company plow more income back into the company than it makes? Well companies can borrow money using debt in order to finance their capital expenditures. Looking at an average for ExxonMobil, Shell, BP, and Chevron would show the average reinvestment ratio is 131% which says the integrated oil and gas companies have been borrowing money (primarily due to lower oil prices/also when you are pumping oil out of the ground you have to worry about constant depletion). Koch tries to stay away from debt. Moody's credit rating agency currently rates Koch Industries debt with a credit rating of Aa3 which is high level credit with a stable outlook. The Chief Financial Officer Steve Feilimer has said that Koch Industries can never have AAA credit (the best credit rating) since the company is not publicly traded.

If you compared it to other companies in the Standard & Poor's 500 tells a different story (using a 5 year average from Morningstar) of their reinvestment policy vs. Koch Industries. Apple who makes iPhones, iPads, and other iProducts reinvests 25% of their net income back into the company. The conglomerate Proctor and Gamble plows back 35% of their earnings back into the company while mega conglomerate Berkshire Hathaway run by mid-westerner Warren Buffett reinvests 50% of their profits back into the company. Investment banking company Goldman Sachs reinvests 35% of their net profits. The best comparison of Koch Industries would be a mix of an integrated oil and gas company (it should be noted that Koch Industries does not explore for oil-however is involved with the refining and the process of taking crude oil and using that to develop other products)/a company such as Proctor and Gamble (given Koch produces so many consumer products)/and perhaps Goldman Sachs (Koch has Koch Equity Development which lends and provides financing for other companies). If you took a weighted average and said Koch is 1/3 the average of the integrated oil and gas industry, 1/3 Proctor and Gamble, and 1/3 Goldman Sachs it would lead to a 66% reinvestment ratio. Again Koch reinvests 90% of their net income back into the company which is substantially more than their publicly traded peers.

According to a 1994 Wichita Eagle article in 1966 (the year before Fred Koch passed) Koch Industries earned $166 million of revenue (the company only had 650 employees at the time) and the company only paid out $300,000 in dividends (according to Sons of Wichita). According to Sons of Wichita during the early 1980's the total dividend pool for Koch shareholders was $28 million. Charles Koch grew Koch Industries dramatically by pushing back 90% of the net income the company earned into the company. This historically high reinvestment ratio is much greater than many large Fortune 500 companies.  Today, Koch Industries is a $100+ billion company and I estimated pays out between $380-$940 million in total dividends to shareholders (this estimate is closer to the higher end given testimony from Preston Marshall in a recent court case). This would say that the dividends are now over 3,000 times the amount after Fred Koch passed! The strategy of reinvesting a large amount back into the company has increase the revenues, dividends, and increase the net worth of Charles and David Koch along with the Marshall family. Although, the policy of reinvest 90% of their earnings back into the company may seem crazy for most public companies Koch has shown that this can be sustained for the long term.

Sunday, November 11, 2018

Koch Industries Profit Margins and Dividends Update


I have spent time in the past analyzing and estimating the profit margin of Koch Industries and also estimated how much David Koch, Charles Koch, and the Marshall family pull in from dividends. It has been some time since I looked at all of this and wanted to update these figures given recent information.

A recent estimate shows that Koch Industries earns $110 billion of revenues per year. This brochure from Koch Industries shows that Koch has reinvested $100 billion back into the company since 2003. Koch reinvests 90% of their earnings back into the company. The brochure has a publication date of 2018 so let's assume $100 billion was reinvested over a 15 year period (2003-2018). So if $100 billion represents 90% of earnings that were invested back into Koch Industries this would say that Koch earned $110 billion from 2003 to 2018. The average Koch would earn per year would be ~$7 billion a year ($110 billion/15 years). This is of course is before taxes are paid. The average tax rate paid by S&P 500 companies is 24%. Factoring in 24% taxes would say Koch earns around $5.6 billion per year after-tax. Of course as I mentioned this is an average. The $100 billion was over a 15 year period. So if we use the average amount per year of ~$7 billion and use 2010 as a starting point (the middle of the years in the 15 year period) and grow it by 12% per year (this is the average growth rate of Koch Industries as discussed by Charles Koch and also discussed in this Discovery Koch newsletter) it would say Koch Industries earns ~$18 billion (this estimate would be on the high side).

Now the question is if Koch earns $110 billion in revenue how much is profit (after-tax)? Well under a conservative view it would be ~5% ($5.6/$110 billion) and under probably a maximum amount of roughly 13% ($14 billion/$110 billion). The true profit margin for Koch Industries is probably somewhere in between 5% and 13%. As I mentioned in this post Koch Industries in 1982 had revenues of close to $17 billion and had earnings on that revenue of $309 million. In the prior year of 1981 the company (according to the Koch vs. Koch case) had $15.7 billion in revenue and earned $273 million which would only be a profit margin of 2%. This would say Koch has a razor thin profit margin of 2%. Another way to look at profit margin is let's say there are 365 days in one year. If Koch has a 2% profit margin this means the company is only making profit 7 days out (2% x 365) of the year. Also in a recent article about Koch Disruptive Technologies it is mentioned that this division is a pre-revenue company which to me translates into no revenue, no earnings, and no cash flow. The other thing to consider is the largest asset of Koch Industries is Georgia Pacific. Before Koch purchased Georgia Pacific the company had a profit margin as I mention here of only 3%. According to Bloomberg Georgia Pacific has estimated revenue of $19.4 billion-this would currently represent about 18% of all the revenue that Koch Industries earns.  This would lead me to believe the profit margin is closer to the 5% than the 13%. The average profit margin recently for S&P 500 companies is 11.1%  which would mean many companies have a higher profit margin than Koch Industries.

Now that the revenues and profit margin are better understood the dividends for Koch Industries can be examined. If Koch earns on average $7 billion/year ($5.6 billion after paying taxes) and pays out roughly 7% of their earnings as dividends (the company did at one point did pay out only 1% of earnings as mentioned in this article from the late 1980's) and if Charles and David Koch own each a 42% interest in Koch Industries stock then Charles and David Koch each pull in ~$160 million per year in dividends (once Charles and David receive the dividends they also pay income taxes on that income as well). If we use the average amount of $5.6 billion of earnings (after-tax) and start in 2010 and grow this by 12% per year then the earnings would be ~$14 billion (after-tax) by 2018 and if Koch pays out 7% of their earnings as dividends x a 42% ownership interest would mean over $400 million dividend each for Charles and David Koch. Using these same metrics would say that the Marshall family (who have a 15% interest in Koch Industries) would generate between $60 million and $140 million per year in dividends. This dividend estimate seems quite reasonable as Preston Marshall (son of Elaine Marshall) would testify in court that the trusts that held Koch Industries stock would generate $120 million per year in dividends. Preston handled the administrative work for her trusts (prepare the books, prepare tax returns, facilitate trust distributions for his mother Elaine Marshall) so he would have an understanding of what occurring.

My estimates would show that Koch Industries has a profit margin between 5% and 13%. My estimate is the profit margin is closer to the 5% figure though. Also the company generates dividends for Charles and David Koch between $160 million to $400 million per year. For the Marshall family Koch Industries stock generates between $60 million to $140 million per year. This would say that Koch Industries pays between $380 million to $940 million in dividends it's shareholders. My guess would be the dividends are on higher end given the testimony of Preston Marshall. The growth of dividends came from a company policy of reinvesting 90% of earnings back into the company which would scare most S&P 500 companies. This growth has fueled not only the growth of Koch Industries but also the dividends to Koch Industries shareholders.

Sunday, July 29, 2018

Koch Industries (Case Study): Dividend Growth Rate, Profit Margins, and Reinvesting 90% of Earnings

Image result for koch industries building wichita kansas

Koch Industries has seen tremendous growth in the last 50 years. This has been primarily due to the vision of Charles Koch to continuously improve and grow the company. There is no question that Charles Koch has one if not the best of track records in terms of the rate of long term growth rates of any corporation.

The main reason for this astounding growth rate is the company reinvests 90% of their earnings back into the company (no major publicly traded company would ever consider doing this). Publicly traded companies have to deal with managing investor expectations and like to see smooth increases in earnings and steady increases in dividends. As Charles Koch mentions in this interview with Peter Robinson that Koch Industries had "a small number of shareholders so we can reinvest 90% of our profits in the business so that gave us us the capital to continue to do what we do and still pay out enough so our stockholders had all the money they needed". Koch has also diversified into other businesses over the years. In the 1970's Koch purchased Chrysler Dealerships for $195 million and then by 1982 had sold back 480 properties. In 1989 Koch entered the nitrogen fertilizer business. By 1995 the company created a venture capital fund that invested $150 million into start up companies. More than a decade later Koch would purchase Georgia Pacific This SEC file page and this Wichita Eagle from 1994 (page 24) offer insights into the rapid growth of Koch Industries and the rate of which they were involve in acquisitions. Even the chemical technology group of Koch Industries that David Koch ran saw massive growth. During his 48 year tenure David expanded his division and his division alone purchased 50 businesses (about 1 business on average every year).

One merger that really grew Koch Industries was acquiring Georgia Pacific. Georgia Pacific back in 2004 only had a profit margin of 3%. In my Georgia Pacific case study post I noted that Georgia Pacific is roughly worth $30 billion. Georgia Pacific also consisted of a large portion of the revenue generated by Koch Industries. The history of Koch Industries would also support low profit margins. Charles Koch mentions in this interview that when he took over Koch Engineering the subsidiary had only $2 million in revenue and was pretty close to break even. After Charles took over within a few years sales had doubled and also had a good return. In 1981, according to the Koch vs. Koch case Koch Industries had a roughly $15.7 billion in sales and had earnings of $273 million which would say that profit margin was only under 2% (which is quite low). In 1982 Koch Industries had revenues of close to $17 billion and earned $309 million which would be a profit margin of a little under 2%. The only problem with a low profit margin is if you invest in enough bad capital projects you would risk the safety of the company.

Koch Industries has an unusual policy of reinvesting 90% of their earnings back into the company. In this 2013 Fortune article it is mentioned that Koch Industries spends roughly $100 million per year just on research.When corporations have earnings they either can reinvest by growing and expanding the company or pay out the earnings as a form of a dividend. According to this Koch brochure from 2003 to 2014 Koch Industries invested $65 billion into mergers and acquisitions. If $65 billion represents 90% of the earnings it would say that Koch during this time period earned roughly $72 billion. Now this would say that the company earned on average $6 billion per year. I would highly emphasis on average given Koch is known for continually to grow earnings. The issue with reinvesting 90% of the earnings back into the company is that not all projects will work out. Usually in corporations capital spending is reviewed by a team of individuals and then has to be approved by management before the money can be allocated and spent (the more money that is spent the higher level of approval the project has to receive). There are assumptions made regarding the return on capital the project will produce. Often times companies may have hundreds of projects but only have so much capital so they have to be selective about which projects get funded. Companies will rank the project by the return on capital invested.  By reinvesting 90% of the earnings it would be hard to justify that all projects are worthwhile. However, the history has shown that Koch has invested in projects that have done quite well.

The extreme growth in Koch Industries has led to an amazing increase in the amount of dividends for Koch Industries shareholders. According to Sons Wichita in 1967 (when Fred Koch passed away) the company only paid out $300,000 in dividends (would be roughly $2 million in current dollars). By 1978 the dividend payouts were $3.7 million and by 1980 grew to $17.5 million and then to $28 million in the early 1980's. Not only was the Koch family doing well from the dividends but other Koch shareholders were also doing well too. J Howard Marshall in the mid 1990's with his 15% interest was earning between $7-8 million in just dividends from 1994-1995. Again as the growth of Koch Industries exploded so did the dividends. In 2015 Preston Marshall testified that his mother Elaine Marshall earned roughly $120 million in dividends per year. She currently owns roughly 15% of Koch Industries stock (Charles and David each own 42% each). This would say based on ownership (assuming all this income from Elaine Marshall was from Koch Industries) that Charles and David Koch would each earn roughly $336 million just in dividends each year from Koch Industries. In total the dividend payout for all of Koch Industries would be roughly $792 million. Doing an analysis from after Fred Koch passed away in 1967 would say that the increase in dividends on average has been 18% per year! This rate seems accurate as in Good Profit the description shows that Charles Koch grew the company from a $27 million company in 1967 to a $110 billion company by 2015 would say the growth rate of the company was on average roughly 19%/year which is similar to the growth rate of dividends.

Koch in the past decade or so has entered into other industries that may provide some increase to the historically low profit margins. The most notable recently is Koch has been lending businesses money. In 2013, Koch invested $240 million into American Greetings (a greeting card company) and obtained preferred stock. Preferred stock is more like a bond in terms of an investment. A company like Koch would lend another company money and then get a fixed return (similar to a bond).When Koch made their investment the company was roughly worth 65% less than it was worth in 1998. At the time CFO Steve Feilmeier said the greeting card business "its revenues are flat to slightly growing" and made the comment of trying to send a text to your spouse on their birthday and see how it works out. In late 2017 Koch invested $650 million in Meredith Corp (Meredith was bidding for Time Inc) and a result secured preferred shares that pay a 8.5% dividend (no voting rights though). Koch also received warrants and options that allow them to convert the warrants and options into common shares.

In 2013 Koch purchased Molex Industries for $7.3 billion.  Molex manufactures connectors, wires, cables, and connectors.  From the 2013 Molex annual report the company had a net income of $243 million on roughly $3.6 billion of revenue which would mean the profit margin would be ~7% which appears to be higher than historical profit margins the company has had. $7.3 billion is actually a large price to pay for a company that generated $243 million of net income. If you divide the purchase price by the net income it would say it would take roughly 30 years to justify the value of the deal. This SEC fact sheet for Koch Industries shows the company has an average holding period of 20 years for investments.

Koch in 2017 invested more than $2.5 billion for a large stake of Infor and acquired common and preferred shares of stock. In this video, Koch CFO Steve Feilmeier explains why Koch invested in Infor.  Infor uses software to help companies mange their inventory, accounting processes, logistics, and human resource functions. Georgia Pacific was a customer of Infor which is how the discussions for the investment started. Koch Industries used the investment bank Rothschild for the deal. Koch has part of the deal received preferred stock and common stock in the company. Infor financial statements can be found here (the company is highly profitable).

It appears that in the past Koch Industries had low profit margins given their primary business was crude oil gathering and refinery business. Over time though Koch would diversify their business holdings and tried to invest in industries that would diversify Koch Industries and have a higher profit margin. Charles Koch in this interview when asked what his father Fred Koch would think of the company now given the company has expanded into so many different areas Charles said his father would say "Holy mackerel".

Koch through diversifying over time has decreased the overall business risk (since they don't have all their companies in oil/gas). The Koch Industries today is a conglomerate more similar to Proctor and Gamble or Berkshire Hathaway. By taking the average earnings of the company every year $6 billion and dividing that by the revenue $115 billion would say that Koch Industries has a profit margin of roughly 4-5% which is more than double the profit margin the company had in the 1980s. There is no doubt that Charles Koch and his vision have made Koch Industries wildly successful over many decades. The reinvestment of dividends has grown the revenues, net worth, and dividends of the company.

Sunday, June 17, 2018

David Koch Retiring and The Future of Koch Industries Estate Planning



So with David Koch recently retiring (his official retirement date is July 1, 2018), and I mentioned in my last post that Preston Marshall was accused of spousal abuse and this may affect his ability to own Koch Industries stock. Clearly, the chairman and CEO Charles Koch is dealing with plenty of issues right now. Honestly Charles hasn't had to deal with anything like this since the Koch vs. Koch trial back in the late 1990's. 

The Preston Marshall issue should be interesting. It is mentioned that Preston Marshall owns the most amount of shares outside Charles and David Koch. Earlier in 2018 Preston was accused of spousal abuse. It is said that his wife is in the process of divorce proceedings with him. Of course I am sure he was smart and had a prenuptial agreement for this situation to block her access from his wealth.

The Koch Family has a family office called 1888 Management LLC. Family offices typically handle the investment strategy, the philanthropy strategy, and manage the assets and the entities for one family and facilitate communication between the older generation and younger generation to ensure that there is family harmony when assets are passed down to future generations. In addition to this, a family office can handle things like paying bills for the family, coordinating travel plans, ensuring the security detail, among other tasks. The board of managers for 1888 Management LLC are Steven Feilmeier who is currently the CFO of Koch Industries, Elizabeth B. Koch (wife of Charles Koch), David Koch, Anna B Koch (wife of Chase Koch), Jason Kakoyiannis (who is married to Elizabeth Koch-daughter of Charles and Liz Koch). It should be

It appears David Koch is in bad shape health wise and may not have long to live (personally I wish David Koch had written an autobiography at some point-he has had a very interesting life for sure).  I covered his lifestyle in depth in this post. As someone who worked at Koch Industries his whole career he must not be happy not being able to go to board meetings and make decisions at Koch Industries. The question is what will happen to his ownership of Koch Industries stock?

Most likely his shares would go to his wife Julia. His shares can pass to Julia without having any estate tax consequences (this is known as the martial deduction). Even Charles Koch doesn't have a few billion dollars laying around since nearly all his net worth tied up in Koch Industries stock. David Koch has said in this article regarding the shares of Koch Industries "once we pass on, our children will acquire the stock, and I want to see Koch Industries continue to grow". His shares probably would go first to Julia Koch and then to the children of David and Julia Koch. If Julia Koch is in her mid 50's she would have many decades and possibly see if her children would get involved in Koch Industries.

There are some strategies that Koch Industries could use for the estate planning. The first option would be to go public in order to access capital. However, Charles Koch has said many times that Koch Industries will go public literally over his dead body. Charles Koch in this Forbes article did mention that the family has been performing estate planning for "many years". With this comment and given my last post on the Marshall family. Charles and David Koch have most likely engaged in setting up trusts and trying to get Koch Industries out of their estates and passing it on to future generations. By using grantor retained annuity trusts (like J Howard Marshall III and the Marshall family) and family limited partnerships (FLPs) Koch can pass shares to their children. The only issue is that the family is to pass $22.4 million for a couple without hitting estate taxes. There is not only estate taxes but also generation skipping tax (GST) which are in addition to estate taxes. This is to prevent generations from continuing to pass down wealth. At some point a future generation will have to pay generational skipping tax (of course unless they set up a dynasty trust).The Koch family has personal experience with estate taxes. Fred Koch was concerned about making sure Koch Industries kept liquidity before he passed. During the 1960's the estate tax rate was 77% for anything over $60,000.  In 1962 Charles and Sterling Varner (who had worked at Koch Industries since 1946) wanted to purchase two trucking companies to further expand the crude oil gathering business for Koch Industries. However, Charles from his father was only given approval to purchase one company. Fred Koch went on a trip to Africa and when Charles picked his father up from the airport Charles told his father he ended up purchasing both companies. Fred Koch was furious as he was trying to save cash to pay estate taxes. Charles Koch couldn't pass up an opportunity for growth even if it pissed off his own father. A similar situation occurred in 1967  when Charles Koch wanted to start construction on a new manufacturing facility for Koch Engineering. Charles explained to his father that there was farmland that Koch owned and Charles suggested it be used to build a bigger and better facility to handle the growth of the company. The cost of the facility would be $1.5 million (which would be about $11 million today and Fred Koch replied "A million and a half" We can't afford that".  The deal would lead to the home of Koch-Glitsch which would represent the company to expand their product offerings. Fred Koch would pass away later that year on November 11, 1967.

Another strategy that is sometimes used for high net worth individuals is to purchase life insurance to cover estate taxes. Charles and David Koch were planning to have a meeting with an insurance agent to discuss this however the agent (Michael D. Brown) was unable to make the meeting and lost a $8 million commission as a result. The IRS would comment that this technique would not be advisable. However, if individuals purchase life insurance three years before they pass they can get that out of their estate. This strategy is known as setting up an irrevocable life insurance trust (ILIT). An insurance policy is purchased and placed in a trust. As long as the individual lives more than 3 years the life insurance policy will not be included in their estate. The only issue with this as you age the cost of the insurance premiums increase and it may be uneconomical to do. For executives or important individuals at a company often companies will purchase key person insurance. The purpose is to recognize individuals that have an important role with the company and the insurance pays out of that key individual passes to help the business continue on.

The company could use cash flow from the business to cover the estate taxes. It is estimated that Koch Industries in 2012 earned $8 billion before income taxes and depreciation. Koch on average tries to double every 6 years which would say that the company in 2018 earns closer to $16 billion before income taxes and depreciation. If we assume Charles and David Koch are each worth $51 billion then their total net worth is $102 billion. With an estate tax rate of 40% this would say that roughly a little over $40 billion would be needed to pay the estate tax (this of course assumes no estate planning had been done already). Also for David Koch since he lives in New York he will owe New York estate taxes as well. New York estate tax rates are 16% (this would add another $6 billion of taxes roughly). You are able to deduct the state taxes you pay on your federal estate tax return though. On the positive side Koch Industries could pay this out over a number of years. Using Section 6166 the Koch family could have up to 14 years to pay the estate tax. Although they would have to pay interest (however you would have to compare the rate Koch Industries was going versus this). There is no question over this amount of time Koch Industries could pay off the estate taxes owed by using the cash flow from the ongoing business.

There is no doubt that the next few years for Koch Industries will be interesting and be critical for the future as you have a major shareholder retiring. The Koch family most likely has done extensive estate planning to relieve the possible burden of estate taxes. Property records for example show David Koch has set up his homes into different trusts. Charles Koch also has his homes in trusts as well too.  The objective here is by having a home in trust it avoids going through the probate process-which is public.  I would imagine they have set up trusts, done complicated estate planning, purchased life insurance, and have some cash set aside to cover the estate taxes. There is a good chance that the IRS will contest the estate value of Koch Industries stock as it is a closely held business (this could end up lasting years) and there isn't much of a market for the stock. My prediction would be shares will ultimately end up in the hands of Chase Koch (it should be pointed out that he has children of his own), Elizabeth Koch, John Mark Koch, David Koch Jr, Mary Julia Koch, and the children of Preston Marshall and E. Pierce Marshall Jr. With this number of shareholders there could be no doubts fights and feuds over ownership of the company which could lead to buyouts of certain shareholders down the road. Koch Industries has done very well over a long period of time.  In my last post it was reported that Elaine Marshall who is a shareholder of Koch Industries earned $120 million in 2015 (she has roughly a 15% ownership of Koch Industries stock). This would say that even a 1% interest in Koch Industries stock would yield about $8 million of a dividend (this would say Koch pays out roughly $800 million in total of dividends). Charles and David Koch has grown the company dramatically which has increased not only the earnings but also the dividends. There is no doubt that the future for Koch Industries will be interesting and perhaps even more interesting than the past. As the modern philosopher Sean "Puff Daddy" Combs says "it's like the more money we come across the more problems we see".

Saturday, June 16, 2018

Preston Marshall Spousal Abuse and Marshall Family Ownership of Koch Industries

Image result for marshall family koch

As I covered in my last post David Koch recently retired from Koch Industries. It was mentioned that his effective retirement date is July 1, 2018. Also a number of months ago Preston Marshall who is in his mid forties has been alleged to have committed spousal abuse. Preston's is the grandson of J. Howard Marshall III and the son of E. Pierce Marshall. Family matters in the family haven't gone well. Preston in 2015 filed a lawsuit against his mother (Elaine Marshall) regarding the payout of the trusts that were established. The Marshall family own 14.6% of Koch Industries stock. A spokesperson for the Marshall family said that "Mrs. Marshall does not own any Koch Industries stock in her name"-this is true as the stock is owned by trusts. Charles and David Koch own 84% of Koch Industries stock. Preston also sits on the board of directors for the libertarian think tank the CATO Institute. Bob Levy who is chairman of the CATO Institute has said that if Marshall is found guilty of the allegations he will be removed from the CATO Institute Board. It is alleged that Preston Marshall is the largest shareholder of Koch Industries outside Charles and David Koch. The question would be if Preston is found guilty of spousal abuse would Charles Koch force him out as a shareholder?

On May 12, 2017, Preston went to the Petroleum Club in Houston and became intoxicated and physically assaulted his wife (he ended up headbutting her). Preston in his testimony would assert his fifth amendment right. As a result of this his wife Anastasia has started the proceedings to file for divorce. This is important because the Marshall family is a shareholder of Koch Industries stock and if Marshall is found guilty this could have other implications as well given he is a shareholder of Koch Industries stock too. I couldn't imagine Charles Koch having a shareholder who was found guilty of spousal abuse (but then again J Howard Marshall III use to visit strip clubs and pay women thousands of dollars per month in "consulting fees"). Although let's also be clear this is perfectly legal.

Preston is a graduate of Baylor University and in his earlier years worked as a management consultant for Ernst and Young. Also he was a managing director of CarTech Systems. Preston was quite engaged member of many social organizations. In 2015 he became a trustee of the elite Houston Kincaid School. In the summer of 2015 he was named as a Trustee for the school. He and his wife Anastasia currently have two daughters in Kincaid (three children total). His children are between the ages of 7-12. Preston was also part of the Petroleum Club's Capital Campaign Committee in 2015 and was on the board of directors from 2015 to 2016. Property records shows that Preston and his wife own a condo in Houston that is only 1 bedroom.  Preston married Anastasia McCarthy in January 2008 (the marriage certificate can be seen here) by a justice of the peace. Preston started to work for MarOpCo in the late 1990's (the family office of the Marshall family) and became President of MarOpCo (the family office for the Marshall family) after his father would pass. As part of his duties he would handle the tax return preparation and facilitating trust distributions  In June 2015, Preston would be not only fired; but locked outside his office with all his records and books removed from the office. Marshall recently resigned as a trustee from the elite private Kincaid School due to personal reasons.

The brother of Preston Marshall, E. Pierce Marshall Jr. appears to be a contrast from his brother Preston. E. Pierce Jr graduated from Tulane with a finance degree and then graduated from Yale Law school (J Howard Marshall III also went to Yale as well). He is the President and CEO of Elevage Capital Management.

As part of his will father E. Pierce Marshall (son of J Howard Marshall III) set up a grantor retained annuity trust (GRAT) that transferred to the EPM Martial Income trust (this trust would benefit Elaine Marshall). What is quite interesting is Pierce established the martial trust 6 weeks before he passed away. Also before he passed E. Pierce set up both the Irrevocable Harrier Trust and The Falcon Trust were established in May 2006. Elaine Marshall would serve a trustee for both trusts. Elaine then hired a Louisiana law firm to hire five people as co-trustees that she had never met or knew (a lawsuit would arise from this). According to a court case  the Marshall family owns Koch Industries Inc. and Koch Holdings LLC through various trusts (EPM Martial Trust, Harrier Trust, and Grandchildren's #2 Trust). In order to manage all these various different trusts the Marshall family has had a history of different holding companies to manage all these entities and trusts. The first entity that was established was MPI (Marshall Petroleum Industries) by J Howard Marshall III. Then Trof Inc. was established on February 26, 1985. Inside the Trof Inc. company is a grantor retained annuity trust (GRAT) known as the 2006 Grantor Retained Annuity Trust (GRAT). Inside the GRAT are Ribsome L.P. units which are actually family limited partnership units that actually holds Koch Industries stock. The idea setting up GRAT's is to get assets out of the estate that people believe will highly appreciate. Typically wealthy families will use family limited partnerships to transfer ownership from the older generation to the younger generation to avoid estate taxes. Often times families that set up an FLP will receive a discount for estate taxes on the valuation of the assets they give away allowing them to get it out of those assets estate. According to his testimony Preston says that Koch Industries shares can't be sold directly to Koch without the consent of other shareholders.

An expert valuation stated from the time that J. Howard Marshall III ownership of Koch Industries stock in 1994 the stock was worth $741 million and by 1999 the Koch Industries stock was worth $1.6 billion. Texas Commerce Bank would say at the end of 1995 the stock was worth $780 million. During 1994-1995 J Howard Marshall III would earn $7-$8 million in dividends from Koch Industries stock. This would say that he would receive less than a 1% dividend yield on his total net worth of Koch Industries stock. Marshall would even use 59% of his Koch Industries stock as collateral for the bank!  In more recent times the income Elaine Marshall would receive through all her trusts was roughly $120 million for a 14.6% interest. The $120 million income amount would represent the last figure Preston Marshall remembers from June 2015.Charles Koch has a philosophy of investing 90% of the earnings of Koch Industries back into the company and providing a dividend for remaining shareholders to live comfortably.

The growth of Koch Industries over the last 50 years has significantly increased the net value of the Marshall family and allowed them to have ample income due the dividends of Koch Industries. Although the dividends of Koch Industries is low on a percentage basis the growth of Koch Industries has dramatically grown the dividends as well. Also it appears the family has done sophisticated estate planning to try to get Koch Industries out of the estate of Elaine Marshall. Given that Koch Industries has grown substantially over the years the GRAT and FLP were good vehicles to get this out of the estate of the Marshall family. However, I am sure the IRS will have some questions on the valuation of Koch Industries stock once Elaine Marshall passes. Most likely the stock would pass (if it hasn't done so already) to Preston Marshall and E. Pierce Marshall Jr. Then after that it would pass to any children of the Marshall family. However, it will be interesting to see if Preston Marshall is found guilty on charges of spousal abuse will he be able to sell his shares back to the Koch Industries? Will Charles be able to buy out both the shares of Preston and brother David? Time will tell and most likely Charles Koch has plenty on his plate right now with his long time partner and brother David Koch retiring.