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Canadian business leaders are facing significant political uncertainty. Keeping pace with change and the latest developments will be critical to effectively lead your organization through these challenges. Read our insights and explainer articles below for the information and insights you need to stay agile and resilient.
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Discover our latest step in our ongoing commitment to bring you convenient service and a seamless relationship with MNP.
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[IMG: Aerial view of a harvested field with a rising graph overlay symbolizing agricultural growth.]

Performance

May 15, 2026
[H3] How farming operations are building resilience in a higher risk environment

As costs, prices, trade, and weather risks converge, resilient Canadian farms are rethinking how they manage their margins, liquidity and risk.

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[IMG: practioner assisting a client in a practice]

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May 15, 2026
[H3] What are the pros and cons of incorporating your professional practice for new graduates and established practitioners?

Whether to incorporate your practice is a major decision that can impact the trajectory of your career, your tax obligations, and your financial freedom.

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Insight
Agriculture

Canadian agriculture is operating in a more complex and uncertain environment than it has in years.
Across the country, producers are navigating higher input costs, volatile commodity prices, trade uncertainty, capital constraints, and increasing weather variability. All at the same time. These pressures aren’t isolated. They overlap, compound, and, ultimately, they put stress on your margins, liquidity, and the long-term sustainability of your operation.
Despite the risks, many farm businesses are responding effectively. The most resilient operations aren’t reacting to short-term challenges. Instead, they’re focused on strengthening how they plan, finance, and manage risk across their entire business.
Below are some of the common challenges Canadian farmers are up against, as well as the strategies that are helping farm operations adapt and remain competitive.
[H2] Challenge: Margin pressure is replacing yield risk as the primary concern
Higher production costs combined with softer commodity prices are compressing margins across many farm operations. Even strong yields don’t guarantee profitability when your costs rise faster than your revenues.
What successful operations are doing:
Shifting their focus from yield per acre to margin per acre
Completing detailed cost‑of‑production analysis by crop or enterprise
Investing in efficiency‑driven technologies and practices that help improve returns rather than simply reducing inputs
For these producers, their goal isn’t to minimize spending, but to allocate capital where it can help improve profitability.

[H2] Challenge: Trade and tariff uncertainty is affecting farm economics
Trade disruptions and tariffs don’t always appear as production losses. Instead, they often reduce your selling prices or increase input costs. And because nothing is physically damaged or lost, these risks don’t look like traditional losses, and as a result, aren’t well-covered by traditional insurance.
What successful operations are doing:
Treating the federal government’s AgriStability program — which protects Canadian producers from significant declines in farming income from production loss, increased costs, and market conditions — as a margin protection tool, not just a disaster program
Stress testing their financial results under price‑shock scenarios
Maintaining in capital and borrowing decisions during periods of trade volatility and uncertainty
Protecting margins using a whole‑farm perspective
The producers also understand that some insurance programs don’t protect profitability, leaving farms exposed to price volatility and rising costs. Instead, they are taking a stronger approach to risk management. This includes:
Layering coverage across multiple crop insurance for their production risk, AgriStability for margin risk, and/or commodity or livestock price insurance where available.
Annual risk reviews to identify any exposures not addressed by existing coverage
Developing a risk management strategy that reflects how their farms generate income
[H2] Liquidity is critical in volatile markets
Cashflow challenges, not lack of profitability, are often the primary cause of financial stress for producers. Farms with strong liquidity are better positioned to manage uncertainty and make sound decisions under pressure.
What successful operations are doing:
Setting target liquidity and working‑capital ratios
Proactively using government-backed programs, like the Advance Payment Program (APP), to manage cashflow
Strategically planning tax instalments to avoid any sudden cashflow disruptions
For modern producers, liquidity offers flexibility in times of financial stress. And flexibility, in turn, supports better outcomes.
[H2] Capital access requires better information and structure
What successful operations are doing:
Preparing accrual‑based financial statements that lenders rely on
Using a mix of financing tools, including leases and staged purchases
These producers are managing their capital structure deliberately, rather than relying solely on debt. And they understand that having clear financial information helps to support stronger financing conversations.
[H2] Grants are helpful but shouldn’t drive decisions
Government programs and grants can help support investment, but they are also competitive and uncertain.
What successful operations are doing:
Maintaining grant‑ready documentation (i.e., quotes, invoices, project lists, etc.)
Treating grants as a positive extra, not something to depend upon
In short, successful producers focus on making sound capital decisions that stand on their own and remain viable without funding support.
[H2] Weather variability continues to raise the stakes
Weather risk has always been part of farming. What has changed is the
What successful operations are doing:
Financial stress testing under low‑yield scenarios
Preserving operational flexibility
Strategically investing in irrigation, monitoring, and data‑driven planning
Leading producers understand that weather will always be a risk to their operation. So, they prepare to help reduce the impact of weather-related volatility.
[H2] Long‑term structural risks require early attention
Beyond markets and weather, your farm may face structural challenges, like aging ownership, succession complexity, and rising land values.
What successful operations are doing:
Starting succession planning earlier
Focusing on fair outcomes rather than equal outcomes
Creating ownership and transition structures that support the next generation
Building long-term resilience into your operation requires long-term planning. The early you start preparing for these structural risks and transition, the more options are available to you and the more opportunity you’ll have to maximize the value of your operation.
[H2] What’s your appetite for risk?
Here’s the thing about farming and risk: it’s almost a certainty. That’s why the farm operations best positioned for the future are not those avoiding risk. Instead, these producers are focused on managing risk intentionally. To do this, you may consider focusing on:
Margins rather than volume
Liquidity rather than short‑term profit
Structure rather than scale alone
Planning rather than reaction
For today’s modern producers, risk management is no longer something they’re thinking about on the side. It’s become a core part of their agriculture business strategy, helping to drive long-term success and resilience.

[H3] Let’s start the conversation

Want to learn more about how you can strengthen the resilience of your farming operation? Check out MNP’s Agriculture Services and reach out to an advisor today.

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[IMG: practioner assisting a client in a practice]

May 15, 2026
[H3] What are the pros and cons of incorporating your professional practice for new graduates and established practitioners?

Whether to incorporate your practice is a major decision that can impact the trajectory of your career, your tax obligations, and your financial freedom.

Read more

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[IMG: Succession planning concept with wooden blocks and arrows]

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[IMG: Digital AI in Business Insight]

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Insight
Professionals

By Kirstie McGrath, Nolan Baerg, Brad Derbyshire and Jeremy Stimson
A common question that arises during many of our conversations and discussions with our professional clients is: should I incorporate? As with any significant business decision, there are several pros and cons to consider before incorporating your practice.
Incorporating is a complex matter. Making the right decision, based on your goals and circumstances, could provide substantial benefits and help save you from making costly mistakes in the long-term. Additionally, there are specific considerations for new graduates who are thinking about incorporating — such as your student debt situation, bookkeeping capacity, and the impact on your tax obligations.
Let’s discuss the specific factors that new graduates should consider when determining whether to incorporate and review the potential pros and cons of incorporating your practice.
[H2] What should new graduates consider about incorporating?
You’ve worked hard to complete your education, gain your license, and open your own practice. Now you may be considering whether incorporating the practice that you’ve worked so hard to create is the right decision.
It is important to remember that there is no set timeline to incorporate your practice. While incorporating can bring many legal and tax benefits, it may not be the right fit for your unique needs as a new graduate depending on your current situation. Discussing the specifics with an advisor can help you determine whether incorporating your practice would be beneficial at this point in your career.
Additionally, asking yourself these questions can help you get started on determining whether incorporation is the right choice for your practice:
[H3] What big purchases or life events are coming up in your future?
You may be purchasing a home, getting married, or starting a family soon. Incorporating your practice adds additional expenses and complexities to your financial situation that are important to consider before making a decision.
[H3] What is my bookkeeping capacity?
You may currently be earning and reporting T4 taxable income each year — and incorporating your practice requires you to track your income, expenses, and maintain receipts for tax purposes. It’s important to consider whether you have the capacity to fulfill these additional bookkeeping requirements associated with incorporating. Bringing additional bookkeeping support on board may help you save more time to focus on your practice.
[H3] Where is your line of credit and student debt?
Many practitioners are paying off student loans — or may have taken on debt to open a professional practice. It may be more beneficial to focus on paying down your existing debts in the current high interest environment before taking on the additional financial responsibilities from incorporating your practice.
[H3] How will incorporating impact my cash flow?
Practitioners such as physicians may take on self-employment to gain additional income during residency — and now you may be paying tax instalments on that income. These instalments can have a significant impact on your cash flow and affect whether incorporating is the right decision for your practice at this time.
[H3] How tax instalments affect your cash flow
The quarterly instalments are typically required when you owe more than $3,000 in taxes ($1,800 in Quebec) in the current and either of the previous two tax years. The Canada Revenue Agency generally calculates the amount based on your most recent assessed tax returns or estimated current-year income.
Considering the potential impact on your cash flow, planning ahead with an advisor can help you stay on top of your obligations and avoid unexpected strain on your finances.

[H2] Pros of incorporating your professional practice
[H3] Potential tax deferral on excess funds
Corporate tax rates across Canada are much lower than personal tax rates. Combined federal and provincial corporate tax rates on active income for companies that qualify for the Small Business Deduction range between nine and 12 percent for the first $500,000. By comparison, the top combined personal tax rates across Canada range between 48 and 54 percent, and the top tax brackets vary.
Any money you leave in the company will not have personal tax paid on it until you withdraw the funds from the corporation for personal use. This creates what is known as a tax deferral. The value of the tax deferral comes from what your company or practice does with the money while it is left inside the corporation.
You could invest the funds, use them to pay down practice debt, purchase practice equipment, real estate, or an additional location. No matter what province you live in, these tax deferrals can be significant if you don’t require all the money you earn to live on.
Take the example of Jane, a doctor in B.C., who lives off the salary she pays herself from the company and can save an additional $100,000 per year. By being incorporated, Jane could leverage $42,500 per year of tax deferral, assuming the top personal rate of 53.5 percent versus the corporate tax rate of 11 percent on the first $500,000 of taxable income.
Assuming the company invests this money, over 10 years this would amount to an extra $425,000 in investments, which could have grown by another $165,000 if earning five percent annually net of taxes, totalling $590,000, set aside for her retirement.
Again, keep in mind that personal taxes would be payable when withdrawing the money from the corporation. Personal financial planning could help Jane project how and when to remove these funds from her company with the potential for a reduced personal tax rate at that future date.
Another example is Josh, a dentist in Alberta, who bought a practice and had $800,000 of corporate debt. Because he was incorporated, Josh was able to live off a salary from the company and save an extra $100,000 per year. Assuming the personal rate in Alberta is 48 percent and the corporate rate for the company is 11 percent on the first $500,000 of taxable income, Josh would have $37,000 per year of tax deferral to repay the debt if it was held corporately versus personally.
[H3] Lifetime capital gains exemption
If your practice is saleable, being incorporated provides you with options and possible tax benefits. Being incorporated, you could sell the assets or the shares of the corporation. If you choose to sell the shares, and they qualify for the lifetime capital gains exemption, up to $1.25 million (increased new maximum that was announced in the 2024 Federal Budget) of the gain may be tax-free to you personally. If family members are included within the corporate structure, each family member could potentially utilize their exemption as well.
Be aware, there are several criteria which must be met to qualify for this lifetime capital gains exemption, and it may take up to two years prior to sale to ensure your corporation is eligible. Having excess cash in your company can put you offside and prevent you from utilizing this tax benefit.
Having the right corporate structure to be eligible for these benefits is important. You could consider hybrid options (combining a sale of shares and assets) that may also allow you to use your lifetime capital gains exemption.
Selling your practice is a crucial event, given that it’s likely one of the largest assets you will own in your lifetime. Getting good tax advice well in advance of any sale will help you make the most of your retirement.
[H3] Income splitting
Once a popular way to pull money out of the professional corporation or structure, income splitting (for example, with a spouse or kids), is not as widely available under current tax laws. However, if you have a spouse who is working at least part time in the corporation, there may still be opportunities to income split over the course of your professional career.
In addition, there is important planning involved in the early stages to help ensure that income splitting will be available following retirement or sale of the practice.
[H3] Income smoothing
Incorporating your practice can also offer the benefit of income smoothing — or smoothing out fluctuations in your personal income over time. Incorporating enables you to retain a portion of earnings within the corporation instead of receiving it immediately as personal income.
This allows you to build a reserve during profitable years that can be withdrawn during periods of reduced income such as parental leave or sabbaticals. It provides you with greater financial security and can help optimize tax efficiency throughout your career.
[H3] Potential eligibility for tax credits
Incorporating may make your practice eligible to enhance the amounts it receives from tax credits such as the Scientific Research and Experimental Development (SR&ED) tax credit. Your practice may qualify if you are affiliated with an accredited research institution and engage in research activities in your specialty area.
Activities that advance scientific knowledge or address technological uncertainties may qualify your practice. Incorporating your practice and applying for the SR&ED tax credit can help you regain some of the expenses incurred from research and development.
[H2] Cons of incorporating your professional practice
[H3] Complexity
Record keeping and additional returns can make incorporating more labour intensive than keeping your business activities in a proprietorship. For example, the Canada Revenue Agency only requires an income statement of business activities on your personal tax return.
When incorporated, your practice will have to file an additional income tax return which includes both the income statement and a balance sheet showing the assets and liabilities held by your corporation at a given time. It may be beneficial to bring an advisor on board to support you with these additional requirements to save time and simplify complexities — giving you more time to focus on your practice.
[H3] Incorporation costs
Setup costs can be an early deterrent to incorporating. You will typically need a lawyer and an accountant to advise on setting up a professional corporation. If you decide you would like to start earning passive income such as investment or rental income, there may be benefits and restrictions to be considered in incorporating additional companies aside from your professional corporation.
You must weigh the anticipated benefits of such structuring against the costs of setup. An accountant can assist you in determining the appropriate structure for incorporation and help determine the cost/benefit for you. Additionally, an advisor can assist you with tax planning strategies for your specific structure. This helps you keep more of your revenue — better positioning you to grow your practice and reach your goals.
A professional corporation will need to file an annual corporate report to stay in good standing under provincial corporate laws. In addition, a corporation will need to file annual corporate tax returns (T2) and may require annual financial statements.
These annual reports (and related cost of accounting and legal fees) can add up; you need to consider them as a cost of business over each annual period. Ensuring the accounting and related systems are set up efficiently from the start will help you control these costs and prevent them from eroding the benefits of incorporation. These systems can also provide an up-to-date view of your practice’s finances, reducing uncertainty and giving you more time to focus on your patients.

[H3] Professionals

You’re busy looking out for others. Who is looking out for you? At MNP, we help professionals manage their practice from start-up to succession, empowering you to meet your career and personal goals.

Learn More

[H2] Take the next steps
In most cases, as a professional, the decision to incorporate will often revolve around the statement, “It’s not a matter of if I should incorporate — it’s when.” The ability to hold excess funds in the company can heavily depend on your personal day-to-day and monthly cash flow needs. Are there extra living costs due to kids, mortgages, or other life endeavours? These are all important considerations that both new graduates and experienced professionals need to make when determining the right time to incorporate.
For more information, contact a member of MNP’s Professionals team. We have the knowledge to support your practice from start-up to succession and can work with you to build customized strategies in areas like tax planning to support your future success.

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[IMG: Aerial view of a harvested field with a rising graph overlay symbolizing agricultural growth.]

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[IMG: Digital AI in Business Insight]

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Private Enterprise

Succession is often viewed as something to address closer to retirement or at a moment of transition. But, for many business owners, that view if shifting into a long-term strategy that influences value, continuity, and optionality.
Recent conversations with business owners consistently point to the reality that while awareness is growing, action often lags, creating a gap that can materially affect outcomes.
In our recent webinar, Succession as strategy: Preparing your business and family for what’s next, leaders from across the firm share practical insights to help business owners prepare for what's next.
[H2] Most business owners aren’t ready
Kerry noted that many owners have thought about stepping back from their business one day, but fewer have translated those thoughts into a well-documented plan. In practice, this means:
Exit goals that exist only conceptually, not on paper
Limited or no formal tax or estate strategies
Gaps in areas like value optimization, leadership continuity, and contingency planning
Without a clear succession strategy, owners risk finding themselves with fewer options that expected, particularly if timing becomes forced due to any number of unexpected factors. The result can be reduced business value, avoidable tax exposure, and transition paths that no longer align with personal or family objectives.
[H2] Succession is as personal as it is financial
One of the most underestimated aspects of succession is the human side of the process.
For many owners, the business is deeply tied to personal identity and as Danielle mentioned, that emotional connection can make it difficult to even begin conversations about transition.
She went on to explain how family dynamics can further complicate the situation, particularly when there are differing levels of capability or interest across the next generation. Questions around leadership, ownership, and fairness are rarely straightforward, and uncertainty in these areas can lead to inaction, even when practical solutions are available.
Recognizing succession as both as personal and financial process is essential. Progress often depends on technical planning and acknowledgement that these underlying dynamics need to be addressed intentionally.
[H2] Value isn’t just about profit; it’s about how the business runs
A recurring theme throughout the webinar was that business value is driven by more than financial performance.
Yohaan explained that when key business decisions, relationships, or systems rely heavily on the owner, perceived risk increases and value is often discounted. By contrast, businesses with strong management teams, defined processes, and the ability to operate independently of the owner are typically better positioned to attract buyers and achieve stronger valuations.
Preparing for succession is less about changing what a business does and more about how it does it.
[H2] Your transition options depend on early planning
At some point, every business owner will consider three primary transition paths: transferring the business to family, transitioning ownership to management, or selling to a third party.
Brett explained that business size, management capability, and financial needs play a crucial role in determining the best path forward. When succession planning is delayed, choices can narrow quickly, especially if circumstances force a quicker transition than anticipated.
Simply put, the best position to be in is one where a transition is optional, not required.
[H2] Tax outcomes are determined years in advance
Tax planning plays a critical role in how much value an owner ultimately retains, but it requires time.
It’s often viewed as something to address closer to a transaction, but the most effective tools such as lifetime capital gains exemptions or estate freezes depend on meeting specific criteria over multiple years.
Waiting until a sale or transition is imminent can limit what’s available and reduce after-tax outcomes. Early planning creates space to structure ownership, align assets, and implement strategies that protect value over the long term.
[H2] Transition is only part of the equation
A succession transition doesn’t end with exiting the business. For many owners, the period after transition can be just as complex and requires a shift in how wealth is viewed and used.
Allen emphasized the importance of distinguishing between the wealth needed for personal financial independence and the portion needed for longer-term legacy goals. Clarifying that distinction helps guide decisions around income, investment strategy, and how capital is allocated.
[H2] Getting started doesn’t require a perfect plan
The biggest barrier for many owners is knowing where to begin. Kerry noted that succession planning doesn’t start with a fully developed strategy but rather it begins with small, practical steps.
Writing down goals, concerns, and what an ideal future might look like is a great start and the perfect jumping place to evolve into a more structured plan.
Starting early creates options and in succession planning, flexibility is often the most valuable outcome of all.

[IMG: Kerry Smith]

[H3] Kerry Smith , CPA, CA, TEP

National Leader, Family Office Services

778-374-2189

1-877-688-8408

[email protected]

Contact

[IMG: Danielle Walsh]

[H3] Danielle Walsh , CPA,CA

Partner

613-558-6859

[email protected]

Contact

[IMG: Yohaan Thommy]

[H3] Yohaan Thommy , PMP, LSSBB, CMC

Partner

905-247-3254

[email protected]

Contact

[IMG: Brett Franklin]

[H3] Brett Franklin , CPA, CA

President, MNP Corporate Finance

204-336-6190

1-877-500-0795

[email protected]

Contact

[IMG: Allan Broudno]

[H3] Allan Broudno , CFA, CFP®, CIM

Partner

416-263-6952

1-877-251-2922

[email protected]

Contact

[IMG: Tait Nystuen]

[H3] Tait Nystuen , CPA

Partner

306-751-8016

1-877-500-0780

[email protected]

Contact

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