Gary C. George & Robin George

CourtUnited States Tax Court
DecidedFebruary 3, 2026
Docket21889-21
StatusUnpublished

This text of Gary C. George & Robin George (Gary C. George & Robin George) 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
Gary C. George & Robin George, (tax 2026).

Opinion

United States Tax Court

T.C. Memo. 2026-10

GARY C. GEORGE AND ROBIN A. GEORGE, Petitioners

v.

COMMISSIONER OF INTERNAL REVENUE, Respondent

GARY C. GEORGE AND ROBIN GEORGE, Petitioners

__________

Docket Nos. 27494-16, 21889-21. Filed February 3, 2026.

John H. Dies, Rosalind J. Lewis, Matthew S. Reddington, and Kerith A. Willard, for petitioners.

Ronald S. Beach II, Mayah Solh-Cade, Fatima Garcia, Justyna W. Jozwik, Vincent H. Kan, and Christopher A. Liegel, for respondent in Docket No. 27494-16.

Ronald S. Beach II, Fatima Garcia, Justyna W. Jozwik, Vincent H. Kan, and Christopher A. Liegel, for respondent in Docket No. 21889-21.

MEMORANDUM FINDINGS OF FACT AND OPINION

GREAVES, Judge: The principal question in these consolidated cases concerns petitioners’ entitlement to credits under section 41 for

Served 02/03/26 2

[*2] increasing research activities (research credits). 1 George’s of Missouri, Inc. (GOMI), an S corporation for federal tax purposes, reported research credits for research activities related to broiler chickens between 2012 and 2014 (research years). These credits flowed through to the sole shareholder, Gary George. Gary George and his wife Robin George reported research credits on their original and amended income tax returns and attempted to apply them for tax years 2011, 2012, 2014, and 2016. The Internal Revenue Service (IRS or respondent) disallowed the research credits and imposed accuracy- related penalties for 2014 and 2016. 2

The disallowed research credits relate to seven research trials conducted to create an “improved poultry product.” The issues for decision are (1) whether any of the seven research trials constituted qualified research, (2) the amounts of research credits, if any, petitioners were entitled to, and (3) whether petitioners are liable for accuracy- related penalties for tax years 2014 and 2016. The primary dispute is whether GOMI conducted research trials during the research years or whether the alleged research trials are merely post hoc distortions of routine data collection into the model of section 41 qualified research. Forget the proverbial chicken or the egg; today we are called to answer which came first, the research or the research credit study?

FINDINGS OF FACT

Some of the facts are stipulated and are so found. The parties’ stipulations of facts and the attached exhibits are incorporated herein by this reference. During the research years GOMI was an S corporation and Gary was the sole shareholder. Petitioners lived in Arkansas when the petitions were filed.

1 Unless otherwise indicated, statutory references are to the Internal Revenue

Code, Title 26 U.S.C. (Code), in effect at all relevant times, regulation references are to the Code of Federal Regulations, Title 26 (Treas. Reg.), in effect at all relevant times, and Rule references are to the Tax Court Rules of Practice and Procedure. 2 Petitioners conceded that they are liable for accuracy-related penalties for

2011 and 2012 related to adjustments determined in the notice of deficiency. 3

[*3] I. History of George’s, Inc., and Related Entities

Today, George’s 3 is one of the largest fully integrated poultry processing companies in the United States. For four generations, the George family has ruled the roost in the chicken industry, but the story of George’s starts with humble beginnings in Bush Creek, Arkansas.

In 1922 C.L. George owned and operated a successful small country grocery store. But the Great Depression hit, and like many others C.L. struggled to keep the small grocery store afloat. He decided to shift from the grocery business and began hauling live chickens to open-air markets in Kansas City, St. Louis, and Chicago to sell. As his sons Gene and Luther came of age, C.L. brought them into the live hauling business.

The trio shaped the business into something more akin to the George’s of today. They focused on expansion and developed George’s into the model of a traditional chicken producer. In the 1950s George’s partnered with a processing plant in Springdale, Arkansas, to process live chickens. This “processing” looked very different from today’s. Instead of neatly wrapped trays of select cuts of meat, the processor left the chickens whole and shipped them on ice to consumers.

By the 1960s George’s owned a commercial production complex that included a female hatchery, a farm, a processing plant, and a small egg production plant. After the death of his father and brother, Gene continued the family business with an eye on expanding commercial production. As soon as his son Gary was old enough to work, Gene brought him into the family business. Naturally, Gary began his career at the beginning of the production process in the hatchery.

After a few years away from the business to attend college, Gary returned to George’s full time. Gary started learning the ropes by observing the day-to-day activities of George’s and attending meetings. After eight years of observation without a set role in the company, his father named Gary the president of George’s as a 30th birthday gift in 1980. This made him the third generation to run George’s.

Gary was focused on the big picture and looked to delegate the management of George’s day-to-day activities. To that end, Gary hired

3 Unless otherwise stated, this Opinion uses “George’s” to include George’s,

Inc., and all affiliated entities, including GOMI, George’s Farms, Inc., and George’s Processing, Inc. 4

[*4] Monty Henderson as the chief operating officer, a decision Gary characterized as the second-best decision of his life after marrying his wife.

With Mr. Henderson handling the day-to-day affairs, Gary focused on growth. He expanded George’s size by adding new commercial product complexes north of Springdale. But like his ancestors, Gary felt cooped up in George’s regional market. In 2001 George’s acquired a commercial product complex in Virginia to unlock the east coast retail market. Gary also spent time creating and maintaining good relationships with fast food companies, including Kentucky Fried Chicken.

In 2012 Gary kept the family tradition by naming his twin sons, Carl and Charles, as co-presidents of George’s on their 30th birthday. Gary remained, and is still, the chairman of the board.

II. A Tangled Nest of Entities

George’s patchwork of growth over 100 years created a tangled nest of an entity chart. George’s entity structure is a creature devised by accountants and lawyers with little practical impact on the day-to- day operations of George’s. People who worked at George’s were often unaware of which entity employed them and paid their salaries. Generally, people familiar with the company referred to all entities involved in George’s chicken production as George’s, Inc., regardless of actual ownership. However, because it is relevant to later discussions, we will attempt to tease apart the ownership structure and responsibilities of each entity during the research years. An organizational chart, as explained in detail below, follows: 5

[*5]

George’s, Inc., is a C corporation that acts as the parent company for certain subsidiaries. George’s, Inc., directly owns three subsidiaries: George’s Processing, Inc.; George’s Farms, Inc.; and George’s Gas Co. George’s Processing, Inc., wholly owns George’s Chicken, LLC. In addition to these related companies, George’s entities include three entities unrelated by ownership: GOMI; George’s Food, LLC; and George’s Family Farms, LLC. Each entity is responsible for a different part of the poultry production process.

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