While it’s typical for the government to come after you for under-declaring your business income, you can bet it won’t give back money that should have been deducted from the corporate taxes you paid.
So, when paying corporate taxes to the IRS, you need to make sure you're calculating the right amount by keeping an eye out for these four tax credits:
1. Document expenses
Running a business requires managing a lot of paperwork. The good news is that the amount you pay to get documents printed can be deducted from your taxes. Acquiring or processing legal documents such as business plans and proposals is also tax-deductible. You might want to keep receipts for your document expenses and include the professional fees for attorneys or accountants tasked with preparing these documents. You will be surprised by how much you can save.
2. Cost of using vehicles
If you have a car you use to attend meetings with clients or transfer from one work location to another, your vehicle expenses are considered deductible. For this, you only need to measure the mileage the car has covered. There are apps that can help you measure your mileage so you have a better estimate of your deductibles. Take note that this is applicable only for business purposes, so personal travel should therefore be calculated as personal expenses.
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3. Research costs
Developing a new solution requires a lot of research and testing, which can drive up the cost of coming up with a new product. Luckily, you can offset these costs by using tax credits for research, especially if it is scientific. Under R&D credit rules, you can choose to deduct research costs immediately or amortize them. It is important to point out, however, that not all research activities are deductible. To be sure, you will need to refer to the IRS’s list of qualified research activities.
4. Miscellaneous fees
There are also other items you can write off. It’s this category that is the most neglected. You will have to be very detail-oriented in order to find these deductions, ranging from bank charges to payments in petty cash, from journal subscriptions to website maintenance expenses. It becomes manageable when you track your expenses closely using tools like tools like Hurdlr. The app can help you keep tabs on all your deductibles in real-time so you don’t have to waste time reviewing your expenses come tax season.
These are just some of the tax breaks you should look into if you want to save a lot of money. There are more than we’ve listed here, no doubt, so be sure that all your expenses are accounted for. You never know what routine expenses for your business can get you some money back on your tax return!
Austin Newkirk began his insurance career at a local agency in his hometown of Toccoa, GA and later on transitioned to Country Financial for an expansion of opportunities. Currently a sales leader for the firm’s local office in Toccoa, his role involves finding new ways to market Country Financial’s products and recruiting new businesses and individuals. Below Austin tells us about his passion for insurance and how this passion changed his life!
What are the typical insurance matters that you assist clients with?
Each day I assist our customers with typical insurance matters such as servicing current policies and making sure that they are taken care of properly. I process payments daily, work on claims and make any policy changes that a client may request - these are just a few of the many things I do for my customers.
What drew you to this field?
Insurance was not my first choice as a career. I am an extrovert and I love to socialise. As I grew older and began college, I started thinking about different career paths that interested me. At that time I had no idea what I wanted to do. While in college, I served as a parts sales manager at AutoZone. I loved the job and the socialising, but there was no opportunity for advancement within that company. I started reading online and the idea about a career in insurance hit me like lightening! I love the customer service side of this job and being able to help people with something that truly makes a difference in their lives is a phenomenal feeling.
What are some of the complexities of working within insurance?
Insurance is very complex and helping people understand it can be just as challenging. When working within insurance, there are so many different aspects to focus upon, but at the same time, so many resources to help you learn. Insurance is constantly changing and there is always something new to learn.
What are the challenges that you’ve been facing recently in relation to changes in what customers expect in terms of insurance products and services?
In the insurance industry, one challenge you will always face in relation to changes in what customers expect are rates – they are constantly fluctuating. It is a battle that all agencies fight. It is especially difficult when a long-term customer with a clean record comes in and we have to tell them that the state has raised the rates. At this point, we, as professionals, have to show these customers value in what we do to keep their business.
Technology and systems are always changing and this can cause customers to be uneasy toward any change - especially when trying to show customers new products and services. Sometimes change must happen due to ever-changing factors in the insurance business and customers’ lives. With these changes, we must prepare to assist our customers with any new updates that are happening frequently. Programs are added and removed, making everything change which, in turn, can upset our customers and sometimes, the agent too. Due to mandated insurance laws, every company and its agents should always be prepared to adapt to new changes in the insurance industry.
What do you hope to accomplish in the future?
Working in insurance has changed my life. My goal is to open my own office in just a few short years and run a successful insurance business of my own. I’m going to continue to love the career path I have chosen and continue to help service my clients to the best of my abilities.
I encourage any person who’s not sure what career path to take to look into the insurance industry. It is a sector that will always be around and there is always opportunity for advancement. The satisfaction of helping a person identify their needs and providing them with a solutions is very satisfying and it makes me feel like I have helped someone in need.
Lawyers have claimed the recent ruling between Christopher & Joanne Doran and Paragon Personal Finance is a new precedent that could mean that banks are liable for another £18bn in payouts.
This could mean huge changes to the way firms operate in this sphere, although there are many parts of the puzzle that remain unclear, namely in regard to commission, premiums and compensation. At this point, banks are on high alert for impending changes to the PPI deadline.
This week Finance Monthly reached out to a number of experts in the legal/banking sector to hear Your Thoughts on the potential for further PPI payouts.
Elis Gomer, Commercial Barrister, St John’s Buildings:
There doesn’t appear to be any basis for the FCA’s statement that there is a fixed tipping point at which a particular level of undisclosed commission becomes unfair. According to the FCA, only those people who unwittingly paid over 50 per cent of their total premium in commission are entitled to compensation. The regulator’s argument that the only appropriate remedy in these instances is to repay the excess compensation over and above that notional 50 per cent level is inconsistent with recent court rulings, and the legal principles around mis-sold PPI.”
Mrs Doran gave evidence that she would not have taken out the policy at all had she known about the commission level. Accordingly, the judge ruled she should be awarded the full amount of the premium in damages. This judgment - whilst not binding on other courts - is likely to have far-reaching significance, showing not only that the faulty FCA guidance is not legally binding, but also that it is a castle built on sand. If claimants challenge it, they could be repaid in full – at a potential total cost of up to £18bn to the banks.
Glyn Taylor, Solicitor, Anthony Philip James & Co:
This judgement is extremely important as the Defendant, Paragon Personal Finance, tried to persuade the Court that the unfairness related to matters that took place at the time of entering into the agreement and that the court should hold that the limitation to bring a claim should start to run from when the allegations of unfairness happened.
The Defendant also invited the Court to follow the FCA calculation, and only award relief amounting to the commission paid above 50%.
The judge wasn’t persuaded by these arguments and held that you cannot make a judgement on the fairness of the relationship without looking over the full course of the relationship, and therefore limitation doesn’t start to run until the end of the relationship.
The court also held that appropriate redress that should be awarded is the full amount of the PPI policy and the interest paid.
The current rule states that customers can claim back money if more than 50% of their PPI payments went through as commission and this information was not disclosed upon taking the policy.
The average commission banks were paid was 67%, which means millions of people who were sold PPI are entitled to compensation.
This decision is welcomed and shows the Courts are prepared to reject the tipping point approach that has been expressed by the FCA and also allows individuals access to justice through the Court.
The case opens space for a renewed claims frenzy as it suggests that even if the PPI policy was not mis-sold, customers could still reclaim due to excessively high commissions that were paid out.
Tim Dimond-Brown, VP Sales and Operations at Quadient:
The news that those with mis-sold PPI policies may be able to claim billions of pounds more in compensation, following a court ruling in Manchester, will no doubt alarm banks across the UK.
It is estimated that only 1.2 million claims have been made out of 13 million potential PPI pay-outs. The large number of outstanding claims may seem overwhelming for banks, but they can successfully deal with this huge number of potential claims by ensuring they communicate using the Three P’s: Process, Proactivity and Proof. Specifically, this means placing a firm focus on internal processes, acting proactively when reaching out to customers and being able to prove compliance will make it far easier for the industry to ride out the storm. Failing to follow this process means do this means financial services companies will run the risk of facing the FCA’s wrath, while damaging valuable customer relationships.
The real winners to emerge from this saga will be the ones who realise it is a wake-up call. We live in turbulent political and economic times – every stakeholder within the Financial Services sector must be confident they are laying the groundwork for full compliance and traceability, so they will be able to ride out future storms of a similar nature.
Stuart Murdoch, Partner, Burness Paull LLP:
With the 29 August 2019 deadline for new PPI claims approaching, we have started to see and will continue to see claims management companies try to drum up new complaint angles in the lucrative PPI compensation arena.
Traditionally, PPI claims were made on the basis of mis-selling. However, a new ground for complaint was established with the Supreme Court’s judgment in Plevin v Paragon Personal Finance. The Supreme Court ruled that a failure to disclose to a client a large commission payment on a single premium PPI policy made the relationship between a lender and the borrower unfair, under section 140A of the Consumer Credit Act 1974.
The Supreme Court’s view was that anything above 50% commission was excessive and automatically unfair. The consensus was that anything which was paid above 50% should be returned to the Customer. That threshold was endorsed by the FCA and is now reflected in the FCA rules. It was quite common for a large portion of the sum which a customer paid for in PPI to in fact be paid to the intermediary as commission.
Christopher & Joanne Doran v Paragon Personal Finance follows on from the Plevin case. It seems as though the County Court judge has decided that customers should get back the whole commission value (ie. 75% in this case), as opposed to the residual percentage above the 50% threshold (i.e. 25%).
The impact of this judgment remains to be seen; however, the court’s decision has not yet been made public and it was issued by a County Court (4th tier). The FCA has already confirmed that it will not be changing its guidance. Plevin was a Supreme Court judgement (top tier), before five Supreme Court justices, and is binding on all UK courts and beyond. By comparison, the County Court has no binding authority on any court in the UK. Even if the case is appealed, it will not have the status of Plevin, which remains the leading authority in this area.
The Supreme Court’s judgement, paired with the FCA’s guidance, will continue to be the guiding lights on this issue.
We would also love to hear more of Your Thoughts on this, so feel free to comment below and tell us what you think!
To hear about tax relief claims in the UK, this month Finance Monthly reached out to the Co-founder and Director of R&D Tax Solutions – Laura Duggan.
Can you outline the process you go through to assess tax planning and tax mitigation strategies with your clients?
We have established ourselves as a leading boutique in the area of R&D Tax Relief claims. The process we lead our clients through follows 7 steps:
- Initial Fact Finding to establish the company’s eligibility to claim R&D tax relief.
- Allocation of a Claims Consultant: All our clients are allocated a consultant to ensure consistency in communications.
- Preparation of Draft Report: Based on conversations with our clients we prepare their R&D tax relief report which will eventually be submitted to HMRC.
- Finalisation: The final R&D is discussed and reviewed with our clients to ensure accuracy of all claims prepared.
- Submission to HMRC: We submit the agreed report and revised tax calculations to HMRC. Should further queries be raised, we will discuss them raised directly with our clients before responding to HMRC.
- Benefit obtained from HMRC: HMRC aim to process claims within 4 -6 weeks. Our clients usually receive the cash benefit of our work within 4-6 weeks of step 5.
- Diarise Future Claim: After the successful claim has been processed, this is the perfect opportunity to diarise the following year’s claim and look to streamline the process based on our clients operations.
What differentiates R&D Solutions from other companies that help clients with tax relief?
We have set out to be the nation’s champion in the formulation and completion of Research & Development (R&D) tax relief claims. Whilst there is stiff competition within the industry, we believe that the first-class service we provide by taking the time to understand a client and their activities sets us apart from competition.
We set out to understand the core of a client’s business and their future plans which we believe allows us to identify additional qualifying R&D activities and thus, provide further tax benefits for our clients. Our approach at looking into the future allows companies to more accurately log development expenditure which can have significant financial benefits as a result of the pre-planning and expert input.
In the last 12 months, we set out to grow the company by obtaining new clients and maintaining stature within the market by investment into our highly skilled staff. Our continued expansion plans within R&D tax relief with other areas of specialist tax reliefs allows us to compete on a larger scale with well-established companies within the industry.
We offer a flexible service, being on hand to assist and prepare a claim with our clients at a time to suit them, early morning or later into the evening. We believe that this approach has allowed to access avenues and obtain tax relief for clients that would otherwise not pursued with a claim due to time constraints.
Additionally, we have set the ball rolling to finalise our online portal. This will allow clients to log into a portal, upload information, whether this be financials or technical data and then able to work, save and revisit the portal to provide information at a time convenient for the client throughout the process.
This will create a service that will provide a client with certainty as to where their claim is up to and timescales when the claim will be finalised and submitted to HMRC. This will allow for claims to be submitted more efficiently and move away from the traditional piece meal email-based approach for providing information. We are aware that clients require a personal touch, as a result this portal will not simply be a ‘computer says’ approach, but an enhancing service in our wider customer experience.
What are the main challenges that you and R&D Solutions are faced with, considering the ever-changing nature of the sector?
A four-fold in competitors working in the industry has put a significant focus on a first-class service leading to retention of existing clients whilst seeking to grow and obtain new clients, whether they be first time claimants or unhappy with their current consultants.
Providing a professional, seamless process for clients from start to finish is a challenge experienced to date, which relates to building a client base and reputable company within the competitive industry. We have enhanced our reputation and presence within the sector. Clear signs of this are the increase in overall traffic to our website by 300% and the increase in Google searches by over 800%
Website: https://rndtax.co.uk/
London Market insurers must be quick to react to technology developments – such as automation and increased cyber security risk – if they are to successfully navigate the future claims landscape, according to BLM and the Institute of Directors (IoD).
The assertion is amongst others released in volume two of BLM’s Macroeconomic Trends Series, a suite of research papers created with economists at the IoD. The papers look at macroeconomic forces and how they will shape the insurance claims landscape in the London Market. The second paper looks at technology risks through the lens of product liability, motor, employers’ liability and technology-specific claims.
Tim Smith, partner at BLM who co-led the writing and insights within this paper said: “We have a thriving technology sector in the UK, but given changes ahead we foresee significant knock-on effects on a number of traditional markets. The pace of technology advancement can leave entire industries playing catch-up, which is why it’s so important for the insurance market to understand the impact these will have and adapt accordingly.”
Jim Sherwood, partner at BLM and co-leader of the paper said: “From our work across the London Market with insurers, brokers and managing general agents, we know the importance of understanding how emerging risks will impact the volume and nature of claims. We hope this paper will provide the market with a better understanding of what’s on the horizon and how technology will continue to affect all aspects of insurance.”
The paper also argues that employers’ liability (EL) insurers must react to the growing use of automation and increased self-employment.
Malcolm Keen, associate at BLM said: “Whilst disputes continue as to the definition of an ‘employee’, changes in the nature of employment are affecting the pool of those who can potentially be compensated for an injury or illness by an EL insurer.
“We’ve seen significant rises in self-employment in the UK, with a million more workers since 2008 opting to ‘be their own boss’, and technology is playing a key role in enabling this. On top of that. the increased use of automation will likely to affect the profile of the UK labour market in the short, medium and long-term.
“Coupled together, we expect this may shrink the extent to which the financial burden of injuries or illness caused by work is borne by insurers.”
The Macroeconomic Trends Series will continue to cover other other key claims categories for the London Market in the coming months. This is the second series of papers from BLM and the IoD, with these volumes building on the trends and reflections last identified in 2016.
(Source: BLM)
Daniel Kelly is an AGL Senior Claims Representative for ESIS Claims Inc., which is owned by Chubb Insurance. He has worked on a wide variety of claims and situations throughout his career, ranging from the typical slip & falls, assaults, catastrophic fires, sexual and/or racial discrimination cases, even disasters such as the fallout from the 2011 tsunami in Asia. He has handled DRAM shop, professional liability, property, auto, E&O, D&O, etc. and has worked for carriers and third party claims administrators alike. Here he tells Finance Monthly more about his work, the key challenges that claims professionals are faced with and the motivation that drives him.
It has been my experience that the most challenging claims are those that involve unrepresented claimants. It seems as though most claimants approach their claim with a cynical point of view, and they look at you as the enemy. They feel that you are “out to get them,” so to speak, and fail to consider that we are professionals who are in a highly regulated field and are expected and required to practice fair claim techniques. “Pay what you owe” is a philosophy that I have seen adopted by multiple carriers, and has most likely been shaped and molded through the influence of the state insurance commissions. The most important thing is to find a way to relate to your claimant, be it on a personal level or some sort of shared experience, or with the ultimate amount of empathy.
As a claims professional, I have found that the toughest challenges are developing and nurturing the functional relationships with the numerous clients that we service. For example, I am on the East Coast, so I am typically in the office for 3-4 hours before I can call an insured in Arizona. Another issue is that fact that we are often times dealing with clients who do not sit in an office at a desk all day. They are running their business, on the road, or working in some other capacity that does not allow frequent email response. As such, I find myself sending requests for information followed by several follow up emails before receiving appropriate responses. On the other hand, when you call or email these clients enough, they begin to recognize your character and work ethic, and it helps in developing that positive relationship.
For me, personally, one of the motivating factors with working in this field of insurance and litigated claims, is that I truly feel that most people are not cut out for this line of work. You cannot take any person off of the street and thrust them into a role in which they are managing 200 or so files, most of which are in litigation, covering all 50 states and then some. Even college grads entering the workplace for the first time could struggle. It takes a temperament in which you need to have the highest degree of organization, patience, and skill. You need to be able to deal with all walks of life. Understand that if you are dealing with an elderly injured individual that you may need to speak a little slower. If you have an unruly and uncooperative person, let them speak their mind and tell you what they think before you explain the claims process to them. It’s the little things, like paying attention to detail, that make the difference. The claims industry is one that never slows down. You close 4 or 5 files, rest assured there are another 7-8 coming in. Long hours are a must and bathroom breaks are kept at a minimum. You don’t want to miss that call from defense counsel seeking settlement authority at a mediation because you had to heat up your lunch!
The claims world is a rewarding challenge that brings something new with every matter that comes in. There are never ending learning opportunities in this field and wherever you go the resources are plentiful. I compare claims handling to the game of golf. No matter how long you play, no swing of the club is exactly the same and there is always room for improvement!
Website: http://www2.esis.com/esis-en/
Michael Bender has worked in the insurance broking industry for over 30 years, specialising in the placement of International Binding Authority contracts for Coverholders in Liability and Property classes. As a Managing Director, he is responsible for the day-to-day running of B&W Brokers. Here he speaks to Finance Monthly about the company’s beginnings, his involvement in it, and the advantages and challenges of his role.
You helped set up B&W Brokers in 2015 – what was the process like? What were some of the challenges that you were faced with?
B&W Brokers was set up in 2015 by my business partner Neil Walton. I was sitting at home on gardening leave adhering to my restrictive covenants imposed by my previous employer whilst Neil forged ahead with our plan to set up a Lloyd’s Broker. The toughest part for me personally was that I was unable to meaningfully assist Neil until after 18 months from when I gave my leaving notice in.
The FCA Approval Application process was very time consuming and arduous and the information required was endless, but with the assistance of an outside third party was completed and agreed within 10 months. Once FCA Approval was granted, we sought Lloyd’s of London Broker Status Approval and this was completed and agreed within a further 4 months.
Shortly after B&W’s Lloyd’s Approval was confirmed, I managed to negotiate an agreeable arrangement with my previous employer which enabled me to start working at B&W and also allowed some of the colleagues who had previously worked with me to join us at B&W.
In real terms, in January 2016 B&W was finally up and running and the clients we had been previously dealing with, for the most part, decided to move to us.
What were the company’s priorities towards its clients from the very beginning? Have these changed, 2 years later?
Our priority was to make the change of broker process as easy as possible for those clients that chose to join us and to continue to be a professional, independent, honest and loyal broker to them.
The first priority I believe was achieved and the second part to this day remains the same to our existing clients and to any clients that may join us in the future.
What would you say are the benefits of being a specialist boutique broker?
The benefit of being a boutique broker is that we can provide clients with a personal service. We do not overstretch ourselves by trying to handle business we have no knowledge of. We avoid clashes of interest between our clients and this has resulted in us maintaining loyalty from our clients. Over 50% of our clients have been with us, as individuals, for over 20 years.
As with any new business, cash flow is a major consideration and with the help of Neil Walton’s other company Centor Insurance & Risk Management, which assisted us with some funding, after a relatively short period, we have managed to stand on our own two feet. The fact that the company has no debt and even managed to pay its shareholders a dividend in its first full year, is a testament to how well the business of the company has bedded in.
As a Managing Director, what are the main day-to-day challenges that you face?
The main challenge, apart from compliance, for me is to keep the clients happy. In an ever-changing market, where IT & Data capture is becoming increasingly more important, we need to keep up with our competitors or even move ahead if possible.
What is the most rewarding aspect of your role?
Being able for the most part to be in control of my own destiny for the first time in my career.
Also, it is rewarding to be able to make decisions with my senior colleagues that will determine how B&W Brokers will hopefully grow and evolve.
What is your overall mission for the company? How do you ensure this mission is upheld?
Our mission is to stick by our principles and encourage other like-minded individuals to join us to help grow the company. In a society that has increasing pressure to succeed we do not want to be sitting on our hands, but we do not want to grow by changing our ethos either.
What do you anticipate for the future of B&W Brokers?
I would anticipate that we have steady growth for 2017 in the main current territories that we trade in, namely Canada and Australia and then look to broaden our appetite for business in other classes of business and territories in 2018 onwards.
For our size, we are a profitable company and this will always be a focus of ours no matter what potential growth is achieved.
One of our strengths is that we have a “Hard Core” of Lloyd’s Underwriters who have supported us over the years and have remained with us through thick and thin. We want to continue this approach by achieving the same in other classes of business.
Our aim is always to see Underwriters and our Coverholders make a profit on the business they write. This has not always been easy when contracts become large in volume and underwriting focus is sometimes lost but we endeavour to give a balance of business to our markets so this may be achieved.
If you would like to find out more about B&W Brokers Limited please email info@bandw.london or visit www.BandW.London.
“In an industry that provides a product that a client is forced to buy for one reason or another we aim to make the process of buying insurance less painful for our insureds.”
By Christopher Hillman, Principal Data Scientist at Think Big Analytics, a Teradata Company
Insurance fraud is a growing problem which many insurers have begun to dedicate new departments and whopping budgets to try and tackle. Huge amounts of time and effort is now spent detecting fraud before paying claims to avoid the complexity and expense of recovering a loss – insurance companies certainly don’t want to pay out claims only then to realise they are fake.
Previously, this process involved manually and laboriously going through masses of individual claims while looking out for suspicious activity, creating a large drain on time, revenue and resources. Now, much of that backend research is being completed faster utilising data and analytics, thereby improving the productivity and efficiency of processes while keeping costs down. Despite this, a significant amount of data that might be meaningful never gets analysed and often, advanced analysts still need to be brought in to uncover meaning from results.
Fraud Invaders: a business case
Imagine being able to cut directly to the chase, removing the human effort needed to tackle huge numbers of worksheets to view potentially fraudulent activity. With advanced analytics and visualisation techniques, this is now possible. To demonstrate, let’s look at a business case called Fraud Invaders.
This case aimed to solve an insurer’s crucial business challenge by discovering a new way to focus on a tighter subset of cases to drive fraud investigation efficiency. To begin, claims documents that had been filled out and submitted by the insurer’s customers were collected, some of which were known to be fraudulent. These known cases of fraud were flagged and put through text mining to extract anything that was a clear identifier such as a bank account, email address or phone number. Following this process, analytics were used to uncover correlations between claims.
With this output, a data visualisation (or network graph) was put together. The resulting image, like the one included below, was made up of dots which represent individual claims, with lines which draw data connections between two or more claim documents. An example of a fraud indicator can be monthly insurance payments from the same bank account: chances are the separate claims belong to the same person or are three different people working together to commit fraud.
Not just a pretty picture: how it works
There’s more to see than initially (and appealingly) meets the eye. The dot clusters visible in the image show us who the “fraud invaders” are. The larger and more apparently connected the cluster, the greater the likelihood of fraudulent activity: this ability to gauge the potential for fraud based on the size of dots and amount of connections can be carried out with the need for little more than a quick look.
Using graphs like these as a foundation, claims teams can identify likely suspects and focus their investigations on these groups. Although not all suspects pulled out will turn out to be fraudsters, far less time, revenue and resources will have been required for this process in comparison to traditional, manual methods. In addition, incidents that may have previously slipped through the net may now be uncovered.
Uncapped opportunity: lessons from Fraud Invaders
In addition to helping insurers to identify fraudulent activity, advanced analytics and visualisation can also reveal networks of people and strong influencers who can assist businesses in attracting new customers, or cause them to lose them. This branch of data science, known as “Social Network Analysis” (not to be confused with Social Media) is a powerful technique that requires true multi-genre analytics. A variety of individual techniques are required to produce a model of a customers’ social network including text mining, fuzzy matching, time series processing and graph analytics. By traversing a persons’ network graph, claim teams can see who they are connected with and who they are influenced by when making decisions such as a purchase or switching services.
Overall, regardless of the desired outcome, Fraud Invaders offers a good lesson to businesses in how to achieve what they want: begin with a solution – rather than just a problem – in mind.
Website: http://www.teradata.com/
