Paul L. Tregre, Jr. - Page 16

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          As support for this argument, respondent contends that the income           
          petitioner received from Besco was generated from kickback                  
          payments based solely on purchases ASI's paint department made              
          from Besco.  It follows, respondent's argument continues, that              
          petitioner did not maintain a business the nature of which would            
          have given rise to the expenses claimed by petitioner.                      
          Respondent rejects petitioner's contention that such income was             
          generated in the form of commissions received in exchange for               
          various activities that petitioner performed while advancing                
          Besco's interests.  Despite petitioner's fleeting recognition of            
          this formulation of respondent's argument, petitioner limits his            
          argument to the contention that respondent is relying on                    
          petitioner’s failure to substantiate the expenses at issue in               
          order to establish that an understatement exists.                           
               Respondent has clearly and convincingly established that an            
          underpayment of tax exists.  An underpayment can be accomplished            
          by an overstatement of deductions.  Estate of Temple v.                     
          Commissioner, 67 T.C. 143, 161 (1976).  The testimony elicited at           
          trial demonstrates that the income petitioner received from Besco           
          during the years at issue was derived exclusively from                      
          petitioner's status as superintendent of ASI's paint department;            
          petitioner was not furthering Besco's interests outside ASI in              
          any material fashion.  As superintendent of the paint department,           
          petitioner was in a position to influence the department's                  
          purchasing decisions, particularly decisions involving suppliers.           




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