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Tax credits and business incentives have become essential tools for midsized companies navigating today's uncertain landscape.

But as the number and complexity of these programs grow, so does the challenge: Which ones are worth pursuing? How do you prioritize? And how do you know if the mix you’re pursuing aligns with your strategy — or just adding noise?

It’s easy to treat credits and incentives as a checklist item:

• R&D credit? Check.
• Hiring credit? Maybe.
• Energy credit? Let’s Google it.

But in reality, these opportunities should be integrated into how you plan, where you invest and how you evaluate risk and ROI.

There’s no one-size-fits-all formula. The “right” mix depends on your goals, your growth trajectory and your ability to act with agility. But getting clear on your options — and how they interact — is the first step toward turning incentives into a real lever for resilience.

In an uncertain economy, even good decisions come with tradeoffs. Capital is tighter, timelines are shorter and leaders are being asked to do more with less — all while navigating evolving tax policies, labor pressures and regulatory shifts. Against this backdrop, tax credits and business incentives can offer real upside. They can turn marginal projects into smart investments and unlock ROI that wouldn’t be possible otherwise.

But chasing every available program isn’t the answer. Each credit or incentive carries its own complexity, eligibility window and administrative burden — and if you’re not strategic about it, the downside can outweigh the benefit.

That’s why agility matters more than ever. To stay resilient, businesses need a planning process that weighs the upside and downside of each opportunity and builds a mix that fits their goals, risk tolerance and operational capacity. Not every program is worth pursuing. But with the right approach, the right mix can create breathing room — and strategic advantage — in a year that’s anything but predictable.

Defining the terms: Credits vs. incentives

Let’s start by clearing up the language. Tax credits and business incentives are often used interchangeably, but they’re not quite the same.

• Tax credits reduce your tax liability, typically dollar-for-dollar. These include federal and state R&D credits, energy-related credits under the Inflation Reduction Act, and hiring credits like the Work Opportunity Tax Credit (WOTC).
• Incentives are broader and can take the form of grants, abatements, exemptions, deductions (like Section 179D) or financing support. They’re often tied to geographic expansion, capital investment or job creation, and they can be negotiated with local or state authorities.

Credits are typically claimed on your tax return. Incentives, including deductions and negotiated packages, often require proactive planning, documentation and compliance — sometimes even formal negotiations.

In practice, they often overlap. A business investing in a new facility could qualify for both energy tax credits and a local economic development incentive. That’s why the conversation shouldn’t be “either/or.” It should be: What combination supports our strategy — and what are we leaving on the table?

What the right mix depends on

The best mix of credits and incentives is driven by your operating model, growth plans and appetite for complexity. A few core questions can help shape the approach:

• Where are you investing? Energy credits may outweigh other benefits for companies upgrading facilities or fleets, while hiring credits may be more relevant for firms scaling talent.
• How fast are you growing? High-growth companies often miss incentive opportunities because they’re too busy to stop and apply. Slower-growing firms may benefit from pursuing more administrative programs.
• Where is your business headed next? Geographic expansion can unlock local and state programs, but only if you engage at the right time.
• Do you have internal capacity to manage compliance? Some incentives require long-tail documentation, wage reporting or usage thresholds. If you can’t track and prove it, it may not be worth it.

In other words, this isn’t just a tax question. It’s a strategic one — and the answers live in operations, HR, facilities, finance and leadership.

When more isn’t more

It’s tempting to chase everything. But pursuing every available credit or incentive can drain resources, delay decisions and clutter your reporting processes. We often help clients step back and categorize their options by:

• Low-effort, high-impact tax savings that should be automatic (e.g., federal R&D credit, Section 179D deduction for qualifying buildings).
• High-effort, high-impact incentives worth planning for in advance (e.g., IRA energy credits, negotiated economic development packages).
• High-effort, low-impact programs that are either too niche or too administratively burdensome.

This kind of triage helps companies focus — not just on what’s available, but on what’s worth it.

Build your mix into planning — not after

One of the biggest mistakes we see: businesses make major investments, then ask about credits later. The structure is set, the contractors are hired, the terms are final — and that limits eligibility.

For example, the Inflation Reduction Act offers enhanced credits for clean energy investments — but only if labor and sourcing requirements are met. Those decisions happen early in the project. Wait too long, and your eligibility narrows.

Same with local incentives. If you’re planning to build or relocate, many state and local governments offer tax abatements or infrastructure incentives — but you typically need to negotiate those before you break ground or hire.

That’s why the right mix isn’t just about knowing what’s out there. It’s about timing, structure and planning. And that means cross-functional coordination — especially between tax, operations, real estate, HR and finance.

Don't forget the downside

Incentives come with strings. Some require job creation targets. Others involve clawback provisions if plans change. Even tax credits can backfire if claimed incorrectly or without supporting documentation. That’s why governance matters.

Smart companies not only model the upside — they plan for the downside. What happens if a project is delayed? If job counts fall short? If guidance shifts mid-year? The mix should be built around scenarios, not assumptions.

That’s especially important as we’re deep into 2025, with the potential for federal tax reform, shifting guidance on energy credits and evolving state-level policies. If you’re only planning for what’s available now, you’re not planning far enough ahead.

3 things to do next

1. Map your next 12–24 months: List major investments, expansions or workforce changes. These are your leverage points for incentive alignment.
2. Sort your potential mix: Use a simple matrix: high versus low impact, high versus low effort. This helps your team focus attention where it matters.
3. Bring incentives into your governance: If tax credits and incentives are treated as a footnote, you’ll miss timing and structure opportunities. Make them part of project kickoff and capital approval workflows.

Final thought: Your mix is a reflection of your strategy

There’s no universal formula. But the right mix of credits and incentives should reflect what your business is actually trying to do — grow, stabilize, invest or shift. It should support that goal, not distract from it.

And it should be something your team can manage, measure and revisit. That’s how incentives stop being a scramble — and start becoming a real driver of resilience.

To get started, learn more about our energy incentives and tax credit services. Or check out our uncertainty resource hub to see how we’re helping mid-market leaders.