Barrow v. Comm'r

2008 T.C. Memo. 264, 96 T.C.M. 361, 2008 Tax Ct. Memo LEXIS 262
CourtUnited States Tax Court
DecidedNovember 25, 2008
DocketNos. 14551-02, 14716-02
StatusUnpublished
Cited by4 cases

This text of 2008 T.C. Memo. 264 (Barrow v. Comm'r) is published on Counsel Stack Legal Research, covering United States Tax Court primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Barrow v. Comm'r, 2008 T.C. Memo. 264, 96 T.C.M. 361, 2008 Tax Ct. Memo LEXIS 262 (tax 2008).

Opinion

THOMAS J. BARROW, Petitioner v. COMMISSIONER OF INTERNAL REVENUE, Respondent
Barrow v. Comm'r
Nos. 14551-02, 14716-02
United States Tax Court
T.C. Memo 2008-264; 2008 Tax Ct. Memo LEXIS 262; 96 T.C.M. (CCH) 361;
November 25, 2008, Filed
*262
Clarence B. Tucker, Sr., for petitioners.
Alexandra E. Nicholaides and Kimberly Webb, for respondent.
Holmes, Mark V.

MARK V. HOLMES

MEMORANDUM FINDINGS OF FACT AND OPINION

HOLMES, Judge: Thomas J. Barrow was a pioneer for African-Americans in the accounting profession, creating what was for a time the nation's largest minority-owned accounting firm. Despite his impressive leadership, Barrow ran into trouble with the IRS when audits revealed that he was not reporting all of the business income that he received. The IRS also disallowed various deductions he took during the years at issue. Barrow was convicted at a criminal trial of filing false tax returns, bank fraud, and income tax evasion. We must decide whether Barrow and his firm are liable for tax deficiencies and associated penalties for the years 1984-89.

FINDINGS OF FACT

I. The Early Years

Barrow grew up in Detroit, graduated from high school there, and then attended Wayne State University. He majored in accounting while working as an intern for Arthur Andersen when that firm was still one of the Big Eight national accounting firms. He earned his bachelor's degree in accounting in 1971 and became a certified public accountant in 1973.

Upon *263 graduation from college, Barrow was promoted by Andersen and he began working on financial audits. He rose through the ranks, and eventually became an experienced senior auditor. His job was to plan audit engagements, execute them, write the audit procedures, review the audit work papers, and then draft the client's financial statements to make sure they complied with Generally Accepted Accounting Principles (GAAP). He worked only on financial audits, and was never involved with Andersen's tax department. He also found time to continue his education by earning an MBA in finance, again from Wayne State.

II. Formation of Barrow, Aldridge, & Co.

In March 1975, Barrow and two of his colleagues from Andersen, William Aldridge and Ron Coleman, founded their own accounting firm, named Barrow, Coleman, Aldridge & Co. They organized it as a corporation in which each owned a one-third interest. The firm aimed to build a client list of small businesses, individuals, and nonprofits, and it soon had a number of clients in the health-care industry. And it didn't just do the financial audits Barrow specialized in -- it also offered bookkeeping, recordkeeping, and tax-return preparation.

The firm quickly *264 took off and, as its revenues grew, it took on more employees. Most were CPAs, but the firm needed staff, too, and one of its first was Cynthia Nobles. She began work in 1976, as secretary to all three partners. Over the course of her employment at the firm, her responsibilities grew until she became both the firm's office manager and its bookkeeper. Barrow taught Nobles some basic accounting skills, such as recording journal entries, working with a general ledger, and reconciling the bank account. At first, he closely supervised her and was able to correct any mistakes she made.

Barrow soon emerged as the firm's star. At first this just meant he had to work harder, because the company generally followed the eat-what-you-kill model, with each of the senior partners working mostly for those clients that he brought to the firm. Barrow proved to be the superior rainmaker, though, and was soon bringing in far more clients than he could handle himself, shifting some of the work to the other partners. The principals began to specialize -- Aldridge in tax, and Barrow on audit and financial services but with an increasing focus on client development.

When equal partners generate unequal revenues, *265 trouble usually ensues. And in the early '80s, Barrow became dissatisfied with what he thought was the less-than-equal effort of both of his partners, but especially of Coleman. Barrow didn't feel that he had the power to fire Coleman, so he decided to leave the firm. The only problem was that the firm wanted to leave with him -- the clients were predominantly Barrow's, and the employees said they would follow Barrow out the door. So Coleman decided to leave instead, and Aldridge agreed to make some adjustments so that he and Barrow could continue to work together, thus forming Barrow, Aldridge & Co. (BACO) in 1981. After the shakeup, Barrow became the majority owner with 54 percent control and was in charge of the firm's finances.

BACO, like its predecessor, had always managed its finances using the "modified cash basis of accounting." At trial, Barrow first defined the plain-vanilla "cash method of accounting" as one where a company records revenues when it receives cash or a cash equivalent. Likewise, a company using this method records expenses only when money goes out the door. Barrow described the limitations of this method, saying that a company cannot account for depreciation *266 under it. But as Barrow explained, BACO used the modified cash method of accounting, which allowed the company to record certain expenses when all the events that surround that expense had occurred. 1 When BACO paid its employees, for example, it would accrue and deduct the related FICA payments at that time instead of waiting to deduct those taxes when it actually paid them over to the government.

Barrow increasingly came to think of BACO as "his" firm and took it upon himself to lend it money when blips in its cashflow made meeting payroll a problem.

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Cite This Page — Counsel Stack

Bluebook (online)
2008 T.C. Memo. 264, 96 T.C.M. 361, 2008 Tax Ct. Memo LEXIS 262, Counsel Stack Legal Research, https://law.counselstack.com/opinion/barrow-v-commr-tax-2008.