I talk to first-time fund sponsors all the time, and it’s common for sponsors to insist that they want to start with the simplest possible structure (and “build out” as needed). 

Often, that means a chart with one box for the fund and another for the GP/Manager, which receives both the carried interest or promote and the management fees.

Historically, combining the GP and Manager in one entity was more common. But fund structures, tax rules, and sponsor economics have evolved. Adding a separate management company may feel like unnecessary complexity, but the modest up-front effort can produce a structure that better supports the intended economics and tax treatment and is ultimately easier to administer.

Why two sponsor entities?

The GP typically holds the carried interest, an interest in the fund’s future profits. The management company earns fees for operating the business.

Those two income streams can look very different for tax purposes. Management fees are ordinary service income. Carry generally takes its character from the fund’s underlying income. When that income is long-term capital gain, Section 1061 may require a holding period of more than three years to preserve long-term treatment.

Separate entities do not create that tax result by themselves. But separate agreements, bank accounts, and books make it much easier to preserve the intended economics and report each stream correctly.

The separation can also matter at the state and local level. In some jurisdictions, conducting the fee business and holding the carry in the same entity can affect how entity-level, franchise, or unincorporated-business taxes apply to income that otherwise appears investment-related. The consequences vary significantly by jurisdiction, which is one reason the structure should be considered at formation.

Structuring to protect your carry

Team members often receive their carry through profits interests in the GP. Properly structured, a profits-interest grant may qualify for IRS safe-harbor treatment and avoid tax at grant.

But timing and documentation matter. The grant terms, vesting, liquidation-value hurdle, and whether a protective Section 83(b) election is appropriate should be addressed at the start, not after value has accrued.

The tax result at exit is not automatic, either. It depends on the character of the fund’s income and rules including Section 1061.

The management company is also where most payroll and self-employment-tax questions arise.

The answer depends on the entity type, the owners’ roles, the compensation structure, and the applicable jurisdiction. If the management company is a partnership, or an LLC taxed as a partnership, the scope of the limited-partner exception from self-employment tax remains unsettled. The Tax Court and the Fifth Circuit have now taken different approaches.

Using an S corporation or C corporation can change that analysis, but it introduces its own compensation, payroll, and entity-level tax considerations. It is not simply a matter of selecting the entity with the lowest apparent tax rate.

For new managers, our goal is to choose the structure deliberately, document who does what, and avoid building a personal budget around the most aggressive possible result.

There are also plenty of boring but necessary considerations, including state franchise or gross-receipts taxes, payroll and benefits, expense-sharing arrangements, intercompany agreements, and fee-waiver mechanics.

Managers should consider at formation whether they want the flexibility to waive management fees for an interest in future fund profits. Management fee waivers were once a routine feature in fund documents. In my experience, they are now often afterthoughts added through amendments, which is possible but less than ideal.

A respected fee waiver does not simply convert ordinary income into capital gain. It replaces the right to a relatively fixed fee with a genuinely contingent interest in future fund profits. Timing, documentation, and genuine entrepreneurial risk are critical, and the ultimate tax character depends on the income the fund actually generates.

A 2025 amendment also clarified that Section 707’s disguised-payment rules can apply even without final regulations. Fee waivers remain possible, but they should be designed carefully and addressed before the relevant fees are earned.

I understand the allure of simple, fast fund documents. But the structure and mechanics of the GP and management company are critical to the sponsor’s economics.

Devoting even a moderate amount of tax attention to the sponsor entities at formation can be one of the highest-return investments in a fund launch.

This blog was written by Touchstone Strategic Law, PLLC, and published accordingly to Touchstone Strategic Law, PLLC

Touchstone Strategic Law is thrilled to share that Michael Perez (co-founder and Managing Partner) has been honored by the Boston Bar Association (“BBA”) with the 2025 “Mary K. Ryan Achievement in Pro Bono Award”. Mike, as well as six other honorees, was presented with the award on October 30, 2025 at the BBA’s “Spirit of the Bar” event – an inspirational evening celebrating service, leadership, inclusion and community.

The Mary K. Ryan Achievement in Pro Bono Award was established in memory of former BBA president Mary Ryan and is given annually to individuals who embody her legacy as a dedicated advocate and champion of legal aid and pro bono work.  Mike’s commitment to serving underserved and marginalized communities has been a hallmark of his legal career.  The BBA lauded Mike’s combination of “legal expertise, compassion, humility and humor to inspire others to serve.” While serving as a Managing Partner and chairing the corporate department at Touchstone Strategic Law, Mike has devoted hundreds of legal hours to pro bono immigration, housing, and pandemic-related advocacy.


Together, the team at Touchstone Strategic Law celebrates Mike’s accomplishments, and are excited to move forward in the same spirit of service, leadership and community.

This blog was written by Touchstone Strategic Law, PLLC, and published accordingly to Touchstone Strategic Law, PLLC