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Most real estate coaching tells you to grind 24/7. I tried that. I closed 52 solo transactions in a single year, and it almost broke me.In this episode, I break down the exact mistakes that cost me years of time and thousands of dollars as a solo agent, along with the systems I built to transition from a burnt-out salesperson into a strategic business operator.

Competing in a Future World of Infinite Intelligence Navigation: Intro From Knowledge Workers to Judgment Workers The AI-Native Company: Org, Hiring, Culture The Human Element: Are We Underestimating It? Scenarios Our Take Conclusion Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show:   Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Nuno Gonçalves Pedro Introduction Welcome to episode 79 of Tech DECIPHERED. Today, we take a leap into the big unknown. This is a thesis episode, not your classic analysis, in-depth sharing episode. The big idea for this episode is that we may be approaching the cognitive age, and how would one, or how would a company compete in a world of infinite intelligence? The big idea, again, is that intelligence, which has been mostly scarce and expensive for all of human history, might become abundant and cheap. If that happens, what happens to work, what happens to companies, what happens to society? This episode will be really framing a lot of these discussions. From knowledge workers to judgment workers, addressing the AI native company and how does that change, going into the human element and whether or not we’re underestimating it, and finally, ending up going into scenarios, feasible scenarios of a future where, well, intelligence is abundant. Intelligence is quasi-infinite or infinite itself.Bertrand Schmitt Yes. Big questions for this episode 79. From Knowledge Workers to Judgment Workers We can start with from knowledge workers to judgment workers. Let’s go back first to how came the knowledge worker. It’s a 20th-century invention from Peter Drucker in 1959. The idea here is that that category might be splitting. The production of knowledge itself is on its way to being commoditized by AI. However, our perspective is that judgment around production of knowledge is not disappearing and is staying for a bit control managed by humans. What’s your take on this, Nuno? Do you agree with this split?Nuno Gonçalves Pedro I think it’s a little bit more profound than that. It’s not just judgment. Definitely, human judgment will be needed. We’ve seen agents perform all sorts of funny things in the wrong way when left alone to their own devices. Even some very well-known AI researchers coming forward and saying, “Hey, I tried to use this myself, and actually I messed up some of my systems,” or “I messed some of my code. I messed up some of my flows for a period of time.” I think just having human-in-the-loop from a judgment standpoint will be needed for a significant amount of time. That is something you can’t just delegate into machines, into algorithms, et cetera. The second part is, ultimately, there needs to be contextualization, and that contextualization, I think, comes from two forms. One from actual data, where the machine, I think, at some point will catch up, or the machines will catch up. The algorithms, at some point, on the data analysis will get better and better and have probably the closest to the truth that you can get, minus all the biases that are in the data, just to be clear, because data has a ton of biases. We’ve looked at this in the past and discussed it at prior episodes. But maybe on that, I think the machine has a chance to catch up, or the machines have a chance to catch up, so there’s less of distinctiveness from the human standpoint. But then, on just the attributes, the ability when you’re judging some situation, you’re in the middle of the situation. You’re judging the person and how it’s acting, in some ways, a lot of the things that end up happening, end up happening because there’s human interaction. There’s someone on the other side. I see how they’re delivering the message, how they’re implicating. We’ll talk about it later in the context of the organization and what changes in companies. I don’t think it’s just judgment. I think there’s a little bit more than that. One of the reasons I went to the dark side of management early on in my career from being an engineer was Peter Drucker and this notion of the knowledge worker, which he later on reemphasized with the publishing of his book, which for me was seminal and defined a lot of my career in life, the post-capitalist society, which is this notion that information rich and information poor is going to be the key distinctiveness that will happen in the world. The two big camps, information rich, information poor, which links back to this invention of the term knowledge worker, that knowledge is going to be key in some ways. I think that’s what we’ve seen for the last decades. Again, I think judgment is not going anywhere, but I think it’s beyond judgment. There’s elements of humanity and involvement that won’t go away anytime soon, where human-in-the-loop are particularly critical. We’ll discuss later some scenarios, but for me, that’s my stick in the ground. I think human-in-the-loop is going to be critical for many decades to come.Bertrand Schmitt While we are talking about all of this, and we share some possible scenarios, there is always that question. This is moving so fast right now. If you think about AI 10 years ago, AI 5 years ago, AI with the launch of ChatGPT 3, and then AI the past 2 years, now we have agents that are running at scale. Things are moving very fast. I can tell you, me in 6 months, the change has been pretty dramatic in terms of what I can use AI for. There is always that question that whatever we are thinking about cannot just be connected to what we were able to do 6 months ago or even today, we have to think and project ourselves at least in the next 6–12 months. Of course, we can go beyond that, and we will do that with some future scenarios, but it’s a very fast-moving, and it’s not clear yet where are the limits.Nuno Gonçalves Pedro I think that’s a very fair point. Let me try to analyze things that I don’t think will change anytime soon for the next few years. Agreed with you that many things will change, and we’ll have a lot better tools, platforms out there. That will be difficult to predict what exactly won’t change. I think there’s elements of humanity, and some of them do relate to judgment, like having good or bad taste, having a view on it, on whether something looks good or bad. Obviously, all of this sometimes is subjective, but some of it may not be as subjective as people think it is. The elements of contextualization. I think a little bit going back to what we did at Chamaeleon ourselves, where we built this platform, Mantis, and the objective of building Mantis was not really to replace us, was that it was a core augmentation layer in some ways that we would use investment or investor judgment as humans in the loop to systematize pattern recognition and a variety of other things, but that Mantis would really elevate all that judgment, not just in terms of timing, us being more productive, but also in terms of the quality of the decisions we’re making. Think of it as a little bit like having our human judgment in the context of operating Chamaeleon at a higher altitude, where we are more aware of the things that are happening and how they actually happen. The ability to really get to the data pieces and then make decisions on top of that that generate the needed alpha in our case for investors. What I mean by this is I think there’s always going to be core elements of humanity that I do think are going to be difficult for the machines to replace. For example, the taste piece people are like, “I can figure out what’s the taste in the market.” Yeah, but that’s mainstream. That doesn’t identify what’s the next big thing, which normally doesn’t start from mainstream. It starts from something else. It could start from opinion leaders and influencers. It could start by someone having a different way of addressing a problem and having a solution that hasn’t been thought through. For example, elements of creativity, I think, in human judgment and in human operations is something that I feel the machine will still have difficulty to replace.Bertrand Schmitt Let’s not forget how today current algorithms are working by feeding them enormous quantity of data, actually as much data as we can find. Finding more data is becoming a limitation these days. What it means is that it’s very hard for AI to think beyond its training data. There is some level of logic that’s being added, but at the same time, take the launch of the iPhone. What was the opinion before launch? Is that no, it doesn’t make sense. Not enough battery life, no keyboard, no this, no that. If you just base your analysis on what’s written out there, what’s being sold out there, you would just say, “It’s going to fail.” AI might really follow that more generic advice and perspective because that’s what in the training data and that’s what they’re in volume. It’s, of course, raising a lot of questions of, how do you improve the quality of the training data? How do you separate the weed from the chaff? There are a lot of questions there, and obviously, it will get better over time. But it’s still a critical part of how it’s working today. It won’t be that easy to change. I really like your point regarding Mantis, and I will say in general, platforms that you build with AI or leveraging AI capacity. Because when we say knowledge production is going to disappear, but we’ll keep judgment, it will be a different type of judgment because the quantity and quality of knowledge we will have in front of us to build our judgment will be very different. If suddenly we have for free the work of 10 interns or 5 junior analysts or whatever, and you can run that on nearly anything you do in life or at work, it’s completely dramatic. Your judgment was not used to be exercised so often because often you were missing quality data to have a judgment. Before it was a lot of finger in the wind and trying to smell something, but you didn’t have enough to make a serious analysis. Except if you are working as a strategy consultant, as you used to do, Nuno. That part is actually quite interesting. That the judgment itself will be exercised much more often and hopefully on the base of much more in-depth analysis for a lot of things. We will work very differently.Nuno Gonçalves Pedro We will go in-depth, faster and more fact-based, more data-based along the way. The question some of you might have right now is, is there some judgment that’s going to go away? Is there some judgment? We seem to be defining that there’s this organization, we’ll talk about it later, that goes from doers more into deciders. I think there’s some nuances to that, so I’ll just hit pause on that. In terms of judgment, obviously, there’s judgment that has been hidden over the years under the pretense of being wisdom, but it’s actually not wisdom. It’s just repetitive tasking, and it’s rules-based for the most. There’s a lot of judgment done, in particular in the white-collar space, that you could say it’s just reps. People have been doing it all along like that, and so therefore to say, “I’ve done it before like this, so I’ll do it the same way.” There’s actually no best in class, no analysis, no nothing. It’s just, “I’ve done it like that before.” I think that type of judgment will disappear because, again, algorithms will be as good, if not much better at that. They’ll be better at figuring out, actually, this would be the better way to do this. That’s how you play it forward. Then the question is, if there are fundamental, wise people in the organization, people that can really take that more complex elements of judgment, how do you go from the world we have today, which is a world of apprenticeship, where people come out of college, they go and work, and they learn their way, and therefore, hopefully over time, some of them, not all of them, we know that, but some of them will develop that wisdom to be great decision makers 15, 20 years down the road? How do we do that in a world that now is saying, “I don’t need people out of college because I can do it myself, and I can do individual contributor, and I can have agents doing the work that would require some manifestation of management in the middle.” Basically, “I don’t need this stuff. I don’t need you.” It’s a little bit the story we’re in. How do you create then this apprenticeship? How do we create then wisdom? My two cents on that is that wisdom, because of what we were just discussing and what, for example, myself and Bertrand was just saying, because of more often interactions with more data-stressed information and insights, what will happen is people will get better through their own reps in whatever form they’re doing, in day-to-day life, in internships, et cetera. In some ways, that will create the accelerated growth. It’s a little bit the interactions with agents and the interactions with our beloved AI algorithms that will create that growth over time and maybe not as much with other people. That still leaves the question around social interactions, but that’s probably the way this gets sorted. Apprenticeship gets sorted through the machine and the human having more interactions in effect.Bertrand Schmitt I agree with you because when we talk about apprenticeship, in some ways a lot of time was wasted on stuff that were not that important. But in a way, that was the price you had to pay in order to be there when people make the big decision to try to get some wisdom from that one hour of interactions that’s really useful and make a difference out of your full week. But the rest of your full week was just basic stuff that you had to do like a machine in a way. Why not let a machine do that? That, for me, is a big question. You could argue there is a transition period where it could be hard. For instance, if you can work hand in hand with AI smartly while you are doing your 4, 5 years of universities, you could graduate with a very different knowledge, perspective, judgment, skill set than anyone who graduated 5 years ago. I think that part will require a question around, “How do you change education?” You see what I mean? If you keep education the same way, expecting that the output is someone that should go now into 5 years of apprenticeship, that’s not going to work because companies will be, “No apprenticeship anymore.” On the contrary, you have to come much more knowledgeable and ready to use the tools. The tools are so efficient that the bar pretty high. You need to come already very well-grounded. If the education is not doing their job, that will be trouble. That part for me, I think is often forgotten. In some ways, the new-found importance of universities as a place to, and not just universities, the trade to really deliver people who are ready for the workforce. If on the business side, the expectation can change, of course, you have to change the education on the other side. My worry probably right now is that it doesn’t look like universities are in touch with what businesses are looking for, businesses are working on. Of course, that’s very worrisome because the cost of university has increased very significantly. It’s not clear quality of education has improved at all. If anything, it could be the opposite. It’s pretty scary. Of course, it’s going to raise a lot of questions. How much is education worth in that type of situation? Maybe another point because we talk a lot about apprenticeship, how this stuff was useful, but at the same time, if we go back in time, not long ago in the ’50s, if you wanted to be a developer, for instance, ’50s, ’60s, the job was very different. There was barely any programmation language out there. You had to use punch cards. Your time truly spent doing the coding was very limited. Once you had your stuff working, then, the debugging was a total nightmare. My point is that no one is looking back to that time saying, “You know what? It was great. It was a great way to learn and to do an apprenticeship for 5 years. To do that crappy job of punching cards for the boss.” There was little value in this. Guess what? Everyone is happy it’s not being done anymore by anyone. I think we also have to see what AI is bringing in a similar way is that everyone’s job is going to become quite different. There are a lot of big parts of the job who are not going to look back with fondness. Just looking back as, “Wow, that was very machine-like type of job. I’m glad I’m done with it.” People will want to jump directly to the next step. You don’t need to go to the punch card phase to be able to be a good developer for the past 40 years. I guess it will be the same with AI.Nuno Gonçalves Pedro I think so. The difficulty we have as humans is to also visualize dramatically different scenarios and landscapes, professionally. It’s difficult for us to anticipate what are the jobs of the future. Jobs have changed a lot in the last few decades, not even the last century. What people do, the migration initially from the agricultural society to then the industrial society to then the services society, and in some ways, the shift within the services industry, and now we’re seeing another shift, so we can’t really anticipate what those jobs look like. Back to your point on education, because I think that’s a very important point. If you’re right now an undergraduate student or a postgraduate student, for that matter, and you’re not figuring out your own mechanisms of learning outside of your syllabus, outside of what your professors are telling you, et cetera, you’re going to face very difficult times. If you’re not right now using all these AI tools proficiently, all these cycles of vibe coding, co-working, et cetera, with agents in the mix, you’re going to have a really tough time. If you’re not at this point in time as proficient as someone like myself or Bertrand, and given that we’re nerds, we’re relatively proficient with a lot of these tools that are out there. On top of it, some of us have our own platforms in-house. If you’re not as proficient as we are with those tools, you’re going to have a very difficult time because then people like us won’t need you. I think that’s the sad truth. It’s like at some point, if you’re not needed, you’re not needed. Then again, you may find something else that’s more interesting for you to do. Start your own company, go join a new exciting job doing whatever it is that you need to do next, et cetera. But again, I think the bar is very high. If you’re in college right now, again, undergrad, postgraduate, this is the time of transition. This is the worst time. It’s not the best time, it’s the worst time. Because education and all these institutions haven’t adapted to it yet. You need to adapt. You need to adapt. You need to adapt. If you don’t, you’re going to pay for it, not just in the loans you need to repay, but also in terms of actually having difficulty finding your career path in those first few critical years.Bertrand Schmitt You need to be especially proactive when you’re facing this type of period where businesses are adapting as fast as they can because they all know it’s going to be survival of the fittest very quickly. Universities typically are working on a very different pace, and it’s pretty guaranteed they are not going to have adapted as fast as businesses. In time of big dramatic change, it will be trouble. It will be trouble. Yes, you will have not fun. Not saying it was part of the deal when you sign up for that loan and decided to go for university. But that’s life. There has been issues before. It’s not the first time. You have to do something about it. You talk about your perspective about, “Hey, why do we need you if you are not already fluent and very efficient with these tools and stuff?” The truth, in some ways, it’s even worse than that. Each time we spend with someone who is not efficient with all of this is less time we spend with the tools that are already providing magic for us.Nuno Gonçalves Pedro Exactly.Bertrand Schmitt It’s a very big choice of, “Hey, do I spend more time training this person?” Do I just… there is an opportunity cost. Or, do I spend more time staying at light speed? Why do I slow down to do something else in the hope that maybe I will get to return versus the light speed I’m already on? It’s a lot of tension. Again, it’s certainly new. But if we want to look back, I think you talk about the switch from agriculture and society, industrial society, and now the service industry. The reality is that, yes, we have made dramatic changes in the past before. 140 years ago, we were 90% agricultural society in Europe, in the US, 90% of us. Today, it’s what? 2%. So my point is that that’s a normal evolution. There is no progress without change. Sometimes the rate of change is soft, and sometimes you have a step function. Now it’s a step function, and it’s also a pretty fast step function. Before, it could take decades to get new stuff being put in place, to have electricity come up, this or that. Now we see that the rate of investment in AI is insane, way beyond anything we have seen before. Two, in a way, a lot of the architecture behind the scene was already there to support an even faster transition. What’s new might be the pace of the transition, how unnatural it might look. But at the same time, if you put yourself in the shoes of someone who lived 150 years ago, I mean, this was also a dramatic change for them. From horses to cars to planes to rockets, pretty big change, maybe even bigger change.Nuno Gonçalves Pedro Maybe the silver lining, just to bookend this section, is one, there will be new roles. There are a lot of things we can’t anticipate. There will be new roles, there will be new jobs being created, and new things that we can’t really quite grasp yet. The second part is that the rules are changing, and they’re changing, I would say, in general, for the better. If you are a decision-maker or an organization, and you still have your job, you’re probably making more important decisions with more data, with more tooling around you, with less red tape, hopefully over time. I know that will not hold true for all the big corporations out there that are listening to us, but it is starting to happen. Things are making an impact on how decision-making is made. There’s less and less red tape along the way in certain organizations. There are more and more fact-based discussions happening as we move along. The silver lining is better jobs, more jobs, different jobs in the future, hopefully as well. Secondly, the second part of the silver line is that the jobs that exist today, hopefully, will be more interesting, certainly on the knowledge space and on this judgment space that we’re now introducing as part of this episode. The AI-Native Company: Org, Hiring, Culture Switching gears, maybe to how does that shift? How does the company of the future look like? How does an AI native company look like? I feel there are a lot of discussions on, “Oh, you only need one person to run everything.” Let’s not go to that level. We’ve had a couple of episodes where we focused on AI as your co-founder and a couple of other elements that you guys can go back to. Let’s focus on a more evolutionary view of what’s happening to organizations, and maybe start with the org structure. In general, we should see more flat organizations where mid-level managers have to justify their pay in some ways because middle management are routers. They are normally routing tasks. It’s sometimes aggregating it, synthesizing it, and pulling it back up. Guess what? AI and agents in general are very good at that. The synthesis piece, et cetera, is not as well needed. One could say there are several elements of middle management that are valuable, like the coaching of people, the creation of apprentices, and the accountability that comes with some of middle management. But lo and behold, most of middle management is seen as a little bit of a thin line that doesn’t need to necessarily exist. I feel we’re moving into a world of smaller teams, more senior teams, where there’s more judgment at the top, where you’ll have people that both do a mix of what we used to call management in its new form, but also a lot of individual contribution. If you’re not used to that, if you’re not used anymore to be an individual in the future, again, and if you’re a very senior in an organization, maybe this is the right time to either reinvent yourself, find some other job that doesn’t require as much of that, which we’ll have plenty of those jobs for the next few decades, or maybe retire. I’ve actually, shockingly enough, seen people who have said, “You know what? This thing is changing too fast, too dramatically. My industry is changing quite aggressively right now. I’m about to retire in a couple of years. I’m just going to retire now.” I’ve literally met two people who have done that. Again, there’s nothing wrong about it. I think we’re, again, going through a step function and a huge shift, but figuring out where you fit in this new model of organizations, more senior at the top, smaller teams, more of a mix of individual contribution with management than ever was done before.Bertrand Schmitt I agree with you. In some ways, I’m not surprised that some people might say, “You know what? It’s now time to retire.” I feel a bit sad, maybe because it means you don’t like to keep reinventing yourself and changing your habits and thinking about new stuff. You were a creature of habits, I would say, if that’s your conclusion. But everyone is entitled to their own opinion, obviously, and a way of life. I guess that’s what happened, again, at regular times in the past in terms of big change. What I can see is that the rise of, you can call it the full-stack individual, someone who will have multiple roles inside the team. Before, you had to really separate the role. Especially in the US, there is such a clear separation between every role you can have in a company. Let’s take a tech company. You will have people doing design, people doing different types of designs, people doing front-end development, back-end development, and operations. You see step-by-step hyper-specialization. I have seen that, and it’s true that the level of complexity you had to deal with at some point requires some level of hyper-specialization because it will take you 6, 12 months in order to be really, really strong on a specific topic, a specific language. God forbid, trying to go deep into something that you had no real experience into. But I feel with AI, it’s a big change, actually. It’s the opportunity to go beyond that. It’s the opportunity to do more, to touch more. You can combine designing and shipping code, product managing and shipping code, being an analyst and deploying. Of course, we have to think how it works because putting a marketer shipping code to production, maybe that will get you into trouble. But I think that there must be some change. We see it changing dramatically, how fast we can get into something, something different from what we are used to. I think it would be crazy not to take that opportunity to dramatically change the scope of many positions and put an end to that hyper-specialization. I think for me, in some ways, hyper-specialization was bad. There is only so much you want to be a specialist in because a lot of things, a lot of opportunities are actually coming from the mixing of many different ideas, many different perspectives, and you lose if you go to hyper-specialization.Nuno Gonçalves Pedro I don’t think the age that is coming is the age of the generalist. I think it’s going to be the age of the multispecialist. We’re going to go into an age of multispecialization, which is a little bit, we’ve mentioned it as well in the past, what Amazon defines as an athlete or T-shaped or pie-shaped people, people that have on top an amazing ability to do general management, strategy, managing teams, et cetera, then have spikes. Spikes into business development, corporate development, product management, whatever it is. With AI and with agents, the development of those spikes, as we’ve been discussing in this episode, will actually be easier. It’s almost like a given. If you want to go deeper and deeper into a certain area, you can go much faster. I think that level of multispecialization is going to be really cool to observe. I’m not sure we’ve had an age of multispecialization over the years. Maybe people would point out, well, the Da Vinci example, people that are great across very different areas. Maybe that’s an example of multispecialization. But honestly, from my perspective, this is going to be an exciting time because of that, because you’ll have people who, instead of being just focused on this area of sales, and I only do that, they can actually and should actually do a lot of other things. So the work, as we were talking before, can be more interesting. More demanding as well, because the judgments you need to make are more complex. The context you need to actually gain needs to be gained much faster. At a level of magnitude, you haven’t been able to do it before. Talk about information overload. But actually, ultimately, the roles can be a lot more interesting, a lot more exciting, because I can jump around. If I’m an investor, in this case, we have two investors on this conversation. But if I’m an investor, one of the things that we start looking at is actually not just looking at a startup as, is this startup doing something in AI or not? Is it AI-enabled or not? Is it an AI platform or not? But actually, more fundamentally, is this an AI native startup? Meaning, organizationally, culturally, is this the company that’s already in the AI age? How is the team working? How are they defining things? It’s not just that they only have two or three people. It’s like, what are those two or three people doing? How are they doing it? What cadence are they doing it on? What tools are they using? How are they making decisions? I feel we’re still actually relatively early on that track. It’s very interesting because we’ve had all these companies raising mega rounds. First round out, we invested in one of them, but there have been many frontier labs out there raising a ton of money. But a lot of them don’t have a fundamentally different way of doing business. Of organizing themselves, of how they do the day-to-day. Although they’re working on cutting-edge stuff, with very notable exceptions, they’re actually not using it themselves. They’re not actually shifting how they do stuff themselves.Bertrand Schmitt For me, that’s very interesting because in the past, I used to be quite conservative on how you manage and run a company in the sense that if you’re already in tech, if you are already on the cutting edge of what technology can deliver, and this and that, don’t waste time trying to invent a new org structure. Just focus on delivering something great, amazing, and be great at technologies. That’s already your huge differentiator. At the time, there was no real reason to innovate on the team organization. I have seen so many teams that tried to innovate, and it was just catastrophic because there was not much to innovate on, because we had decades of optimization that we could leverage. There was no reason to invent. But here it’s very different. There is a dramatic shift in how you can organize differently a company. I don’t think there are any blueprints yet on what’s the best way to do it because it’s too new. But at the same time, I would feel very bad to invest or support a company that first is not focused on AI or AI-enabled, but at the same time is not trying to innovate on the team itself. Because if you don’t do that, you’re going to get killed by someone who is going to innovate better than you on not just the product, but on the org as well.Nuno Gonçalves Pedro Indeed. The shifts are pretty substantial. If you look, for example, just at hiring, what do you hire for? Certainly, there’s this element of the multispecialized orchestrator, which normally will be someone with quite a lot of wisdom and expertise. It doesn’t necessarily mean someone who’s old, but someone who has the ability to work with all the AI tooling and platforms out there and be an orchestrator of agents. Why do they make judgments, make decisions, move stuff forward really, really, really quickly? Again, those jobs are going to be the best jobs. The second part, I think that is very interesting, around hiring, is you’re going to skew towards the elements that are potentially either very aligned with the use of AI tooling and platform, AI expertise, or being AI native, or someone who’s used to using AI. That’s one side of the fence. On the other side, you’re going to actually be optimizing to hire people that have the characteristics that will be difficult for AI to replace immediately, like taste and the notion of fundamental accountability and notion of implications, the notion of how you affect change in organizations, how you affect change in individuals, the elements of coaching, and beyond coaching. You’ll be optimizing for those kinds of hires as well. Then, last but not least, for me, I feel that there is a momentum already happening. I think it will happen even more, which is the tendency to under-hire rather than over-hire. The moment of the good old days of blitz scaling, “Oh, let me go and hire 300 people to scale my go-to-market and just land grab market.” Now, that’s not how it’s going to work. People are going to try and first get the efficiencies in-house with top talent and see if there’s, at the end, the need to hire more people or not, rather than the other way around. I think the issue here is a little bit of what we alluded to before in this episode. There is a tax on individuals. If you hire more people, you’ll have to manage people, you’ll have to work with them, et cetera. If I don’t need to, I might as well work with the agents that the tools and platforms that I use give me access to. Because that’s a world that’s much more efficient, right?Bertrand Schmitt I’m in total agreement with you on this. It’s definitely raising way more questions than before because, again, on one side, you have the product, the technology used to build products that are completely different. At the same time, all of this is also enabling new ways to design organizations and to scale differently, especially in a world where, as we have seen in 3, 6, and 12 months, stuff that you thought were impossible are suddenly becoming possible. So you’re, “Hey, I’m going to scale and burn a shitload of money for 6 months before I know if there is any return.” Versus, “You know what? Maybe I just wait 6 months. The AI has improved enough so that we don’t need this new team. We don’t need these people to do stuff.” Because actually, if you just wait 6 months, we will have stuff coming for free from either new AI models or new AI tools or this or that. If you remember, we used to say that in mobile, things were going three times as fast as on the web in terms of pace of innovation and speed of development and stuff. I mean, with AI, it’s 5X mobile.Nuno Gonçalves Pedro Maybe even more. Yes, well.Bertrand Schmitt Maybe even more, maybe 10X. Every assumption around blitz scaling or scaling in general was based on past assumptions. It’s not based on how is the industry evolving today. Might make more sense for you to really grow your agents and spend more money on more tokens. I remember, of course, Jensen is selling his business interest, but he was saying, “Hey, for each one of my 450K engineers, he better spend 250K in tokens a year.” I’m not saying it’s the right way to say it, but I think there is some truth in it, and that would be something to think about. Have we maxed out the token usage per employee? I’m not talking in a stupid way because token maxing and wasting money has no value and is as stupid as it gets. But if you are truly getting a return on these tokens, can you use more? Can you generate more? Can you create more loops so that one engineer manages not just 10 agents, but 50 agents, but 200 agents? I think that’s the big question. We’re trying to add more people. More people means more management, more issues, more this, more that. That would be a fair question. Another piece of the puzzle is how do you build in a way your… I don’t know if it’s a digital twin, but more like the digital version of your companies represented by agents. How do you make sure that everything you do as a business is truly captured, is truly leveraged so that your agents are getting better and better? Not just because the model gets better, but because you are putting more data into it, because it has more opportunity to learn, and as a result, gets better at your specific business.Nuno Gonçalves Pedro The next big thing is culture. How does culture change? I think the biggest shift that I see is, why would you do meetings all the time?Bertrand Schmitt Yes.Nuno Gonçalves Pedro At least at Chamaeleon, we have a very small team, just by the way. We have a very small team at Chamaeleon. We’ve reduced by way more than 50% the time we spend on meetings between each other across the board, one-on-ones, partner meetings, et cetera. I think we’re really pushing to be more and more asynchronous. There’s stuff you can process via message. I was just asking one of my colleagues, “Can you just send me that prompt for that so I can just do that on CoWork?” Or “Can I just go on Mantis and do this? Can you tell me the cycle?” Or vice versa. Basically, it’s a little bit like you’re just going to do it. I don’t need to meet. I don’t need to meet all the time. There are some things where we still need to meet and interact, and we need to brainstorm at times, and we need to go to a different level of abstraction on the top end. Then on the lower end, there might be things that are a little bit more specific and governance-related and operational-related that we need to agree on that are more sticky. But otherwise, the culture is going to be biased towards build. “Go and do it,” rather than, “Let’s do a meeting.”Bertrand Schmitt Yes.Nuno Gonçalves Pedro Async is the thing. I’m more and more like we have a couple of interns this summer. “Can we async this?” They’re like, “What does that mean?” “Can we make this interaction asynchronous?” Because synchronous interactions for me are very expensive. Can you send me something that I can process, and then I can send it back to you? We don’t waste time on you giving me context and whatever. Then I’m not ready quite yet because I need to process it. Maybe I’m in between two meetings that I’m actually thinking about other things in my mind.” Again, I feel that shifts how stuff is done. One, build rather than meeting. Two, asynchronous versus synchronous. In some way, millennials had it right when they shifted a lot to messaging and stuff like that. Let’s do more asynchronous rather than synchronous, those two elements from just an operating model of the company are significant. Maybe this is a good time for me just to put one parenthesis because there’s this thing that’s bugging me as we’re talking here. Everyone who is listening to us at this point in time might be saying, “Cool, but I work for this large organization. We’re just now…” Everything we’re saying here is contextualized by time. We’re giving you extreme situations. We’re looking into the future. Some companies that we’re talking about might be doing this already as we speak. Some of them might be in the process of doing this and might in the next couple of months be doing it like we are describing it here. Some of them might take years to get there. Then again, some of the companies that might take years might actually be destroyed in between or meanwhile, and be disrupted. Some of them might not because they’re in very legacy businesses, and it’s fine, and it’s okay. Again, don’t take everything that Bertrand and I are saying today as this is gospel, and it’s going to happen tomorrow, and why the hell are we not doing it? We think that aspirationally, this is where you should be moving to as an organization, whatever size you’re at. Speed will matter, as we discussed before, but not everyone, obviously, is going to move as fast as we’re describing it here.Bertrand Schmitt Yes. Me, for instance, take inspiration often with what some of the AI labs, frontier AI labs, are doing, the way they are working, especially in OpenAI and Anthropic. They are clearly at the top of the spear in terms of what is it that you can do because they have access to models we don’t have access to, because they have unlimited tokens they can use for tasks. They hire people who are, of course, 100% on AI. They are the best example of what is achievable if you have the top minds, if you have the latest models, if you have unlimited tokens. From there, you can take that for our needs and for our situation, and others in industries that are not as advanced. Definitely, you have some time. But as you say, things are moving fast, things are changing. Wall Street is going to expect better returns because when we discuss all of this, the conclusion is that you should be able to do more with less. That’s as real as it gets at some point. By the way, that’s what you see. You see better performance, a better business performance right now. So even if you might not get disrupted, you’d better start there. For some, it might take more time, and they might still be fine.Nuno Gonçalves Pedro Maybe to bookend this section, clearly what we’re saying is organizations are going to change. Their MOs are going to change, the structures are going to change. There are elements of what we discussed before in terms of judgment that are fundamental to this. The ability that in some ways, one would say a lot of the technique of getting solutions out there, even in brainstorming or problem-solving, is going to get democratized. The algorithms are able to do that. On the other hand, having points of view and having wisdom is not necessarily democratized, necessarily by the machines. It can be facilitated, it can be more productive in achieving that level of wisdom, but wisdom still will matter at the end of the day. We’re not saying that’s out of the question. Actually, that’s going to be the asset. People who have fundamental wisdom that can come to the table and frame things. We see this even today in prompt engineering, on just creating prompts. The better your prompt is, the better the outcome is going to be, the result that you get from the algorithms. That’s not going to change, in my opinion, anytime soon. That UI interaction piece is not going to change anytime soon. Again, if you’re an organization thinking through organizational structure, culture, if you’re thinking through hiring, these are some of the elements that we think will give you an opportunity, but I would actually go one step further. On the positive side, I would say, they give you arbitrage. If you’re able to move faster than your competitors and really adapt your org faster, you’ll reap the benefits faster as well. That’s what many still say and relate to as the word innovation. That’s how innovation gets accelerated. I think there’s a huge opportunity right now for arbitrage. If you move fast, experiment, experiment on new org structures, experiment with talent, you’ll know that some of them will work well, some of them will fail miserably, so you can’t experiment on literally everything. On the other side, I think the doomsday scenario is if you don’t, if you’re on the other side and your competitor is outpacing you on trying these different organizational models, structure, hiring models, and operating models, they’ll potentially just disrupt you. They’ll do stuff that you thought you had the moat on, and lo and behold, you don’t anymore. Sometimes it comes just from org, just from injection of people with a different MRO, different operating model.Bertrand Schmitt The Human Element: Are We Underestimating It? Maybe we can move to our next section about the human elements. Are we underestimating it or are we overestimating it? The three things that are a big part of the human elements, emotion, creativity, and synthesis. Is it just soft skills, replaceable part? On the contrary, is it the durable part now that we have automated intelligence?Nuno Gonçalves Pedro I’ll start with emotion first because I think it’s probably the easiest of all the ones you’ve mentioned. Emotion is key. Many of you listening to us will know this. The way you deliver a certain message, the emotion that you have when you deliver it, just in and of itself, this could be a sentence, it’s something verbal, et cetera. Makes a difference between the person or the people on the other side actually adopting it or actually just resisting it. Emotion is critical. It’s what runs the world. Everyone talks about a bunch of things, but emotion is a currency that is still naturally human. It will be, I feel, difficult for these AI tools and platforms to recreate it fully until there’s some literally very high-definition manifestation of them as avatars or some physical manifestation of them as robots and all that stuff. It will take a while for that emotion to be manifested. Emotion, I think, is still something that we as humans have as a moat, and it’s critical. As you mentioned before, I was a strategy management consultant at McKinsey, and getting people to action is actually 80% about the delivery, communication, the emotion that you surround the project itself, more than sometimes the truth. It’s great to have the truth and to have something that is similar to the truth in terms of analysis, but in some ways, that’s not what really moves change. Change is moved by, I would argue, a significant amount of emotion and alignment on emotions.Bertrand Schmitt You could argue that’s something that most politicians have perfectly understood. If you look at most campaigns these days, everything on emotions, maybe the tagline might be one word. It’s interesting when you see from that perspective that actually it’s very little on facts, very little on all of this, but more about emotion. You could argue it’s the same for businesses in the future? That’s a fair question. I think creativity is another one that’s quite important. At the same time, it’s not so easy because I must say I’m quite amazed when I’m looking for creativity from AI, either to generate the image, to generate video, to generate audio, or to generate text. AI can be pretty creative. I still think you need to control its creativity; you need to understand what’s good, what’s bad, what’s quality, but at the same time, I can see even in creative tasks, AI can be a very strong partner. I’m talking about any creative task, like invent a name for a product, let’s brainstorm the mission for the company. AI can actually be doing a pretty impressive job. That’s the type of job where you will hire experts, where you will use some of the best people in your team to help you for days. We say, “You can do quite a lot.” It’s an interesting one because I think there is some unique human creativity, and at the same time, AI can be pretty strong at creative task as well.Nuno Gonçalves Pedro I agree. In particular, if it represents benchmarking, if it represents repetition, if it represents seeing the world and then coming up with something that presents itself as creative, to be honest, it can actually outpace humans. If it’s like genuine light bulb moments of creativity, angles that haven’t been tried before, certainly not in the same way, I think humans still have the advantage. To your point, I agree. This is not a humans-win situation. On the previous one, on emotion, still, part of it is because, also on emotion, there are exchanges. You and I might be looking at each other, and from the facial expressions and the reactions, where you judge that for AI to get there, it’s going to take a long time. There’s going to be a lot of very complex algorithmic stuff put into that for AI to be able to create synthetic emotional behaviors, but creativity, I agree with you. There are a lot more nuances to it today, where AI does have significant advantages at the end of the day. Synthesis depends. Synthesis, I feel, if we’re talking about holding a bunch of messy assumptions, contextualized inputs with different layers of data adjacent to them and then trying to create and form one coherent, fully accountable point of view that you stake something on, like a decision, a company, a business unit, whatever, I think humans have the advantage. Part of it is the complexity of what we have today with generative, pre-trained transformers, today with GPTs, where the hallucination comes through, where it’s really more statistical analysis. Over time, maybe synthesis will be a forte for AI. Right now, I think we still have that ability to really be the ultimate decision-makers and judge-makers and have that wisdom put at the table to make those decisions. Honestly, models are very good on balancing both sides, so ended up, as we say in Portuguese, neither fish nor meat. It’s to balance both sides’ answers. That’s not helpful in most cases. When you’re in a difficult position where, for example, the future of a company, company is almost dying, what do you do? I’m not sure your AI algorithms that are going to give you a great solution. Because it will give you a median or average solution, which likely will lead you to a median or average outcome, which in this case would be failure. Again, on synthesis, there are some areas of advantage for human beings. If you are looking for clearly synthesized perspectives on certain elements that are maybe less edge-focused, they’re more than the normal part of the normal distribution, then probably AI agents are brilliant at that. All the tools we have today are pretty good at that, and I think they’ll just get better over time. That’s how I see synthesis.Bertrand Schmitt I think a lot of improvements will come with a better fine-tuning of agents to what’s special about your company. Because if you just take a general agent, there is only so much. It can understand your industry, your company, and your way of working. I think that part of making sure your agents are finely trained, finely tuned on your own business, so that they can give you a really well-calibrated feedback, will have a lot of importance.Nuno Gonçalves Pedro I think that’s absolutely spot on. Maybe to end it, what is definitely different about humanity? Definitely, emotion, as we discussed, some pieces of synthesis. Creativity, maybe the light bulb creativity, not the more repeatable creativity, the one that you can put and encapsulate into processes in some ways. There are elements of us being physical, which robots can’t still recreate. That’s definitely an advantage. The embodied, we’re embodied. That’s obviously a huge advantage. With that also comes advantages because we have to interpret each other, and we have to see the complexities in physicality that land to it. Is human and the human element categorical difference? If we’re having a more philosophical discussion around this, I think it is. I think it will be for at least the foreseeable future and maybe decades to come, even in whatever scenarios we’ll discuss, which is our next section, scenarios.Bertrand Schmitt I would say projecting beyond 10 years is always pretty hard on this because, again, some of the improvements we are talking about we can imagine based on how it has evolved, but at the same time, there will be disruptions in AI. Stuff that we take for granted in terms of weakness, especially, might not be there in a few years from now. Either because it has been solved through brute force or because the field will have made significant change and improvements and discoveries, making some of our points moot. If we talk about embodiment, obviously, robots are coming. How fast, how cheap? That will be a big question. Right now, they’re not very smart. They’re usually very specialized. The more we move to a more general form factor, humanoid form factor, the more I think it will change. Also, another piece of the puzzle is that we have the assumption of agents having trouble to convince humans and stuff. At some point, we keep assuming that humans in the loop. If we’re talking about agents convincing another agent, not having embodiment might be even more efficient. That will be another perspective. Going forward, we will have not just agents we control who are doing a job and scanning the job, but agents truly interacting with other agents. You have agents controlled by one person, one team in your company, working either together or maybe not confrontationally, but trying to think and having different perspectives with another agent, controlled by other teams. I don’t think we have seen much of that now. We have seen mostly agents that are controlled by one team doing one job in one direction. Not multiple teams agents working together, or against or in parallel with another team agent. I think we will see some interesting things coming out of that.Nuno Gonçalves Pedro Scenarios Switching to scenarios, we love our two-by-twos. We haven’t done one in a while. This time it’s a two by two. We have four scenarios. I think on one axis, we would have potentially the capabilities of AI. One side would be more incremental. The other side would be the extreme full AGI. I’ll define it in a bit so that we can at least have a little bit of a definitional view on what the AGI is. Then the other axis would be how gains are distributed, concentrated versus broad. Obviously, if they’re very concentrated, it’s more unequal. It only goes to a few companies, a few people, a few individuals. If it’s broad, it’s much more dispersed through society, et cetera. AGI, just to try to define it, the formal definition of it is that it’s a hypothetical AI that matches or exceeds human capabilities across virtually all cognitive and practical tasks. In some ways, AGI can learn, reason, and adapt to novel situations across any domain. Then there are several mutations on this, but there’s one notion, or rather, there are three notions that normally are across a lot of these definitions. One is generalization, ability to seamlessly transfer knowledge from one domain to another without needing retraining, which is a very impressive skill that we humans still seemingly have. Autonomy in agency, the capacity to operate independently, set goals, plan and execute complex tasks. I think AI is their issue with agents to a lot of that extent. Then, last but not least, human parity, performing economically valuable work at or above the level of a typical human knowledge worker. If you listen to one of our last episodes, you’ll realize that Bertrand and I have slightly different views on AGI, and if it’s already here or not. I think, definitionally, maybe we have slightly different views on what the definition actually is. For me, maybe AGI is a little bit more what some would call superintelligence and generalized superintelligence. Strict to census, Bertrand is more connecting to AGI as in its prime definition. It behaves as well or better than a human thing. Maybe that’s what’s leading us to differences on whether AGI has arrived or not.Bertrand Schmitt Personally, I will have a different scale where I will put AGI, as you just said, in some ways, relatively similar in performance to your average human being. On top of it, it’s able to touch different domains that most humans are not able to do. Usually, there is some level of specializations where in AI, it can be more generic. I will put ASI, Artificial Superintelligence, as clearly the step beyond. Something that, on any dimension you pick, it’s able to beat a human expert. From my perspective, I think we already discussed that, but we are at AGI already. We have AI that can do way better, not just way better, but at least as well as humans on many topics, sometimes better. Yes, there are some topics that are not for AI yet. Embodiment, for instance, to flock with your humanoid robot in 2026. For me, we are partially there or fully there in AGI. If we take the stricter definition, ASI, we are definitely not there, but my guess is that it’s moving quite fast. We might be there in a few years from now. I don’t think we are talking about multi-decades. It’s 5 years, maybe 10. Of course, there are questions because people will say, for instance, “Hey, how do you become truly super-intelligent when all your training is based on human data?” That’s not an easy one because how do you train on that? To be way better, not just a bit better, but way better. Maybe I’m going on a tangent, but some are looking at AI learning from AI, AI being taught from AI, AI fighting with AI, AI challenging AI. The same way we saw this AlphaGo moment where AI was not trained anymore, like in chess with human moves, but has been trained to play against itself. That’s when it reached superintelligence in Go. It reached superintelligence by playing against itself and basically letting go of that human baggage, if you want, and going to the next level. What I found interesting in that, actually, first, that’s what happened, but two, there was some analysis that the average level of Go players and the top players went up after AlphaGo because AlphaGo, in a way, opened doors that humans didn’t believe were open in front of them, or they didn’t see them. They didn’t see these doors, so they didn’t bother to open them. AI opened new doors, but interestingly enough, humans improved after that, thanks to AI. You see what I mean? It was an interesting, okay, that self-learning from AI was the way to go beyond the current level of human knowledge and human expertise, but at the same time, humans were able to follow up. It was not like suddenly humans are totally useless crap. They improved. Did they still beat AI? Maybe not, but it was definitely also helpful.Nuno Gonçalves Pedro Back to our scenarios. We’re going to take the definitional extreme just for argument’s sake for scenarios. We’re going to talk about maybe what you were saying, ASI rather than full AGI, but like ASI. Again, artificial superintelligence as the extreme on the one hand. Let me talk about maybe the first scenario that would come to mind. Maybe we can call it the plateau scenario. All of this was great, but it was all smoke and mirrors. They were great at some cognition stuff. They’re a great tool. At some point, they’re going to hit a wall. Hallucinations are never going to be a thing of the past. We can’t fully trust them on really hardcore stuff. We’ll gain productivity enhancements. We’ll keep gaining those productivity enhancements, but at some point in time, we really won’t reach ASI. We really will be stuck with what we have. It’s a little bit like we get the next big thing, the next big spreadsheet, the next big internet, but it’s not going to change the whole world beyond just productivity, enhancements, and amazing tools that we have available to us that makes us much better. In that scenario, the winners will continue being fast adopters, probably small and medium businesses, because there won’t be a push for maximum speed either, so they’ll catch up at some point. Then AI native companies will be better companies than other companies, but not necessarily overall disruptors across the board. It’s not necessarily a new species of companies. It’s just companies that are a little bit better at doing stuff, which we also saw during the internet phenomenon and that first big push forward and then bubble, where we had some companies that were fundamentally different on how they operated. It took us another couple of decades for companies to be more and more digitally native along the way. Basically interesting, but it’s boring. It’s like, cool, we got tools, we got promised the world. What are the implications? All these companies that are worth trillions and trillions of dollars are not worth trillions and trillions of dollars. Because at some point we’ll face competition, commoditization. It will just be tools and platforms. They will not unlock that next stage. Therefore, this will have been a bubble, and likely it would be a hard landing to that bubble. That’s the implication.Bertrand Schmitt I would just say that, yes, I agree with you, but I would just say overall, even if it stopped today in terms of quality improvement, speed or stuff, or it barely improves, I still think we will have 10 years of madness just to leverage everything that we have today.Nuno Gonçalves Pedro Understood, Bertrand. This is a scenario. I understand, but maybe we’re going to hit a wall, and we’re going to hit that wall next year, or we’re going to hit that wall in 2 years or whatever.Bertrand Schmitt Possibly. I’m just saying we still have 10 years of goodness from that big push in AI we experienced the past few years.Nuno Gonçalves Pedro Absolutely. Agreed, but it’s boring.Bertrand Schmitt It’s boring. It’s a plateau.Nuno Gonçalves Pedro It’s a plateau. The second one is more of something that we have AI, but humans in the loop are going to be critical along the way. The judgment work that we described earlier in the episode is going to be critical to everything that happens. It’s, I would call it the augmentation scenario. The AI will be a great augmentation tool for humans, but humans will never really quite stop being in the loop. Some of the gains that AI has are broadly distributed in society and in the startup, big corporation and small medium business world. Everyone will have access to them. We humans, are still very important. We have all these augmentation things, and AI is mostly benign. There will be a couple of issues, but honestly, at the end of the day, we’re just better. We’re better, faster, more data-driven, more factually current. We’re doing stuff faster, but humans

The difference between making money and losing money with rental properties often comes down to sweating the small stuff.On this episode, Terry Kerr and Matthew Vanhorn explain why there is no single secret to making a rental property perform well. Instead, success comes from doing dozens of small things consistently, such as pricing rent slightly below market, responding quickly to repair requests, answering tenant calls, and making the property a place tenants want to stay.Terry and Matthew share how they reduce the time it takes to get a property marketed and rented, the steps they take to keep good tenants longer, and why Terry says the name of the game is getting lease renewals. They also offer tips for avoiding nonstop repairs, selecting the right fixtures that save money over time, and handling tenants who fall behind on rent. Matthew explains how they work with tenants to help them get caught up without unnecessarily delaying the eviction process.We also talk about shopping for insurance, comparing apples-to-apples quotes, choosing the right deductible, and why investors should consider more than just the lowest premium when selecting coverage.https://midsouthhomebuyers.comThanks To Our Sponsors:PadSplit - Earn 2.5X more rental income with PadSplit's shared housing model.Ridge Lending Group - Ask about the All-In-One loan. A first-position HELOC on rentals.Rentec Direct - Automate the day-to-day work and make property management easy. Use promo code RIP to get 10% off your first 6 months.

The Robinhood Platinum card now live for invited members, so in today's episode, we'll see how it compares with another Platinum card, the American Express Platinum Card®.(00:17) - Robinhood Platinum card is now live for invited members...(00:50) - Here are some of the basic details of the card(01:22) - How is this card different from the American Express Platinum Card®?(03:27) - 5X categories(04:28) - Airport lounge access(04:49) - Elite status(16:56) - How is the Robinhood Platinum Card better?(19:11) - How is the American Express Platinum Card® better?Subscribe and FollowVisit https://frequentmiler.com/subscribe/ to get updated on in-depth points and miles content like this, and don't forget to like and follow us on social media.Music Credit – “Ocean Deep” by Annie YoderMentioned in this episode:Check out all of our other travel podcasts from around the worldThis podcast is part of Voyascape, a podcast network that brings together the world's best travel podcasts. You can find all of our podcasts from around the world at Voyascape.com. If you are interested in advertising or sponsored content on any of our shows you can find out more at the link below.Voyascape Podcast NetworkVisit FrequentMiler.com Did you know that Frequent Miller is also a website? At frequentMiller.com, you'll find all the latest deals, news about points, miles, and rewarding credit cards, the single best, Best Credit Cards page on the web, guides to all popular rewards programs, and many other terrific resources. If you'd like to get our posts sent to your email, go to frequentMiller.com/subscribe and sign up for free. https://frequentmiler.com/subscribe/

Most solo real estate agents are burning out trying to film new content every day just to stay relevant.In this episode, I break down the Cascade Method—my manual system for taking one long-form real estate video and turning it into a complete platform-native content campaign.You'll see the exact ChatGPT workflow, how I structure reels and carousels so they can stand on their own, how the content gets handed off to my team, and how we are building HIVO AI to automate the entire process.Stop filming from scratch every day. Build one strong anchor video, then cascade it.

Eran Galperin is a Brazilian jiu-jitsu black belt who had already had one VC-backed marketplace failure when he started Gymdesk. Originally called Martial Arts on Rails, it launched in 2016 as a naive version of what he thought a gym needed. He was training five or six times a week and every gym owner he knew hated the software they used. For four years he couldn't acquire customers, so he took a job as CTO of an e-commerce company and built the product on nights and weekends. Growth finally came through organic SEO, which still drives over half of new leads. He hit $3M in ARR by the end of 2023 with 16 employees, no salespeople, and over 40% of free trials converting without a demo. In May 2024 he sold a majority stake to Five Elms Capital for $32.5M in cash for his share. What they paid the premium for wasn't size — it was churn under 1% a month, three straight years of more than doubling, profit margins over 50%, and a payments business compounding underneath. He stayed on eighteen months and now lives in Tokyo, building a custom house and an AI vision product for real estate. Key Takeaways Churn Ceiling — Churn is the cap on growth; under 1% monthly is what buyers pay premiums for. Slow Bake — Four years of nights and weekends let the product mature in ways funded companies never can. Payments Compound — Profit share from payment providers grows as volume grows, and buyers pay extra for those rails. Buyers Differ Wildly — One expert said 5X was his cap; Five Elms paid 10X because they buy outcome, not value. Get Representation — A $60K legal bill and a good M&A broker closed the information asymmetry with private equity. Quote from Eran Galperin, Founder of Gymdesk "What we did have was very low churn, and that's one of the factors that helped us get the premium when we sold the company. Everybody building SaaS eventually realizes that churn is the cap your company has on growth. Eventually churn, which is a relative number, grows to the point where it meets the absolute numbers of your growth. "Because we had very low churn, less than one percent month over month, that definitely helped us start the conversation from a very good position. The other element was that growth was very consistent year over year. I think we more than doubled three years straight. "That in combination with the low churn and high profit margins was the last big item. We had a lean team, and we were over fifty percent profit margins when we sold. This was a firm that had multiple other portfolio companies similar to us, so they had a pretty good idea what a successful outcome would look like for them, and we filled all those criteria." Links Eran Galperin on LinkedIn Gymdesk on LinkedIn Gymdesk website Tinyseed.com website Five Elms Capital Podcast Sponsor – Full Scale This podcast is sponsored by Full Scale, one of the fastest-growing software development companies in any region. Full Scale vets, employs, and supports over 300 professional developers, designers, and testers in the Philippines who can augment and extend your core dev team. Learn more at fullscale.io. The Practical Founders Podcast Tune into the Practical Founders Podcast for weekly in-depth interviews with founders who have built valuable software companies without big funding. Subscribe to the Practical Founders Podcast using your favorite podcast app or view on our YouTube channel. Get the weekly Practical Founders newsletter and podcast updates at practicalfounders.com. Practical Founders CEO Peer Groups Be part of a committed and confidential group of practical founders creating valuable software companies without big VC funding.  A Practical Founders Peer Group is a committed and confidential group of founders/CEOs who want to help you succeed on your terms. Each Practical Founders Peer Group is personally curated and moderated by Greg Head.

Beverage alcohol is not simply in a downturn. It is undergoing a structural reset, according to Jon and Matt Moramarco of bw166.In this episode of Business of Drinks, we talk with Jon, Managing Partner of bw166, and Matt, Chief Data Scientist, about what the total market data says is really happening across wine, beer, and spirits, and what founders and operators need to do differently as a result.Their argument is that the industry can't wait for the old market to return. Demographic change, affordability pressure, health concerns, changing social occasions, and new competition for consumers' time and money are reshaping demand. The question is no longer simply, “When will the market recover?” It's, “Where is demand moving, and how should brands respond?”Jon and Matt also explain why beverage alcohol should be viewed as one market. Consumers move across categories, formats, occasions, and price points constantly. Every growth story is ultimately a fight for market share.Wine may face the biggest challenge. Since 1994, overall consumer prices have roughly doubled and median household income has risen about 2.5X. But the average price of wine has climbed about 3.4X, while Napa Cabernet pricing has risen roughly 5.7X. Premiumization created significant value, but it also made wine more expensive, complicated, and risky for new consumers to explore.In this episode, Jon and Matt unpack:• Why the current slowdown looks structural, not cyclical• Why the industry may be losing drinking occasions more than drinkers• How single-serve formats and personalization are reshaping consumption• Why health messaging has become a public-relations challenge• The difference between shipments, depletions, and scan data• Why distribution gains mean little without reorders• The “black holes” in industry data, from on-premise to private label• Which metrics belong in investor decks, buyer pitches, and founder dashboardsFor brands, the takeaway is clear: Stop chasing breadth for its own sake. Build depth where the product works, measure reorder and churn, improve the value proposition, and use data to understand what is actually happening, not just what the latest headline says.For the latest updates, follow us:Business of Drinks website (sign up for our newsletter!)Business of Drinks YouTubeBusiness of Drinks LinkedInInstagram @bizofdrinksErica Duecy, co-host: Erica Duecy is founder and co-host of Business of Drinks and one of the drinks industry's most accomplished digital and content strategists. She runs the consultancy and advisory arm of Business of Drinks and has built publishing and marketing programs for Drizly, VinePair, SevenFifty, and other hospitality and drinks tech companies.Erica Duecy LinkedInInstagram @ericaduecyScott Rosenbaum, co-host: Scott Rosenbaum is co-host of Business of Drinks and a veteran strategist and analyst with deep experience building drinks portfolios. Most recently, he was the Portfolio Development Director at Distill Ventures. Prior to that, he was the Vice President of T. Edward Wines & Spirits, a New York-based importer and distributor.Scott Rosenbaum LinkedInCaroline Lamb, contributor: Caroline is a producer and on-air contributor at Business of Drinks and a key account sales and marketing specialist at AHD Vintners, a Michigan-based importer and distributor.Caroline Lamb LinkedInInstagram @borkalineSubscribe to the Business of Drinks channel for more insights on how brands, retailers, and operators are unlocking growth across beverages. And please rate and review us. Your support helps us reach new listeners. Thank you!

Spencer Dean wanted to build a rental portfolio, but he did not have enough money to make traditional 20 percent down payments. On this episode, Spencer shares the creative financing strategies he has used to buy rentals with less money out of pocket, including seller financing deals with surprisingly low interest rates.Spencer explains how he finds motivated sellers, structures the legal side of each transaction, and creates solutions for owners facing difficult situations. We walk through several of his deals, including value add properties and homes that were already rent ready.He also shares how postcards have generated most of his opportunities, the types of owners and properties he targets, where he purchases his mailing data, and what he writes on his postcards. Spencer focuses on dependable cash flow and mortgage paydown rather than betting on appreciation.https://rentalincomepodcast.com/episode583Thanks To Our Sponsors:Ridge Lending Group - Ask about the All-In-One loan. A first-position HELOC on rentals.Rentec Direct - Automate the day-to-day work and make property management easy. Use promo code RIP to get 10% off your first 6 months.PadSplit - Earn 2.5X more rental income with PadSplit's shared housing model.

Agents ask me all the time how I stay so consistent with content while still running a real estate business.The answer is not motivation.It is a system.In this episode, I walk through the manual content infrastructure I use to create long-form YouTube videos, short-form content, captions, thumbnails, and platform-specific posts for my real estate brands.Most agents do not have a content idea problem.They have a content capture, execution, and infrastructure problem.You are already having conversations with buyers, sellers, lenders, agents, and clients every week. The challenge is turning those conversations into a repeatable content machine that actually builds trust, creates conversations, and supports your business.I show the manual version of my process:00:00 Why agents ask how I post so much01:15 The manual content system04:20 Deep research and topic development10:08 Titles, thumbnails, captions, and platform prep16:42 Turning one video into short-form content21:19 Why generic AI creates generic content22:17 Inside HIVO AI26:16 How to get beta access27:01 Why content infrastructure matters nowThe big takeaway:If your underlying strategy is generic, AI just helps you become generic faster.The real leverage is building a content system around your voice, your local market, your audience, your brand, and your actual real estate experience.That is why we built HIVO AI.HIVO AI helps real estate agents build a content machine without duct-taping multiple tools together every week. It helps with content planning, scripts, captions, thumbnail concepts, scheduling, content review, compliance support, channel auditing, and optimization.You still bring the expertise.You still bring the local market knowledge.You still bring the voice.HIVO helps organize and activate it.If you are a serious real estate agent who wants to build consistent content around your voice and your market, DM me to learn more about discounted beta access.#RealEstateAgent #RealEstateMarketing #AIForRealEstate #RealEstateContent #HIVOAI

https://youtu.be/RI_6ZvdjVuE Matt Andersen, CEO of Westlake Securities, LLC, is driven by a mission to create value that changes lives by helping business owners follow the 4 Steps to Creating Equity Value, intentionally grow their companies, maximize enterprise value, and achieve successful liquidity events. Through strategic planning, disciplined execution, and a purpose-driven approach, Matt has helped companies achieve significant growth while empowering entrepreneurs to build businesses that create lasting financial and personal impact. We explore Matt Andersen’s Reverse Engineer Your Outcomes Framework — Define Your Financial Goal and Timeframe, Design a First 100-Day Plan, Build an Annual Plan, and Adjust and Reset Quarterly. Matt explains why business owners should reverse-engineer their desired financial outcome before creating a growth strategy, how a focused 100-day plan builds early momentum and accountability, and why quarterly adjustments keep organizations on track toward long-term goals. He also discusses how thought leadership, educational content, internship programs, and AI-powered client experiences have fueled Westlake Securities’ growth while helping entrepreneurs achieve private equity-like results without giving up ownership of their businesses. — 4 Steps to Creating Equity Value with Matt Andersen  Good day. Steve Preda here with the Management Blueprint Podcast, and my guest today is Matt Andersen, the CEO of Westlake Securities, LLC, the number one lower middle-market investment bank in Central Texas, focused on advising companies seeking to intentionally grow or obtain liquidity. He’s also the author of Intentional Growth, as you can see behind him on the screen. Matt, welcome to the show.  Hey, Steve. Thanks so much for having me. I’m super excited to be joining you on today’s show.  Yeah. I love the title of the book and the cover. This is exactly what you want to do with companies, right? You intentionally want to grow them, and then you want to grow their value and create great exits, which I’m sure you have a lot to tell us about. Yeah, that’s exactly right. Our business model… Taking a quick step back, I’m CEO of Westlake Securities, as you mentioned, a lower middle-market investment bank. A lot of the companies we work with, we’re really helping them grow. That’s about half our business. The other half of our business is folks who, once they’ve grown and achieved a certain position or value in the organization and have gotten to a certain point in their career, might want to start thinking about liquidity, or maybe an ultimate exit plan for liquidity—not just for their financial tie-up in the business, but also for their time. So that’s the other half of what we do. We help people think through that next step.  Yeah, because you need both, right? If you have a lot of money but no time to enjoy it, that’s not really good. If you have a lot of time but no money, that’s not good either. So you need both.  That’s right. So yeah, the business fits really, really well. For a lot of our folks, we’re with them on very long-term journeys. In some instances, it’s been six, seven, eight, nine, even 10 years for them to grow the organization to a value that’s truly exciting for them, and then help them think about how best to monetize that once the organization has hit a goal based on size and time. Okay. That’s fascinating. So let me take a step back and ask you: what is your personal why, and how are you manifesting it in this business?  Yeah, that’s a great question. I think about it this way. A lot of companies have mission and vision statements. We actually do something a little different. We have a purpose statement. That purpose statement is: We create value that changes lives.Share on X At this point in my career, if you define careers as you would maybe a sporting event, I’m probably in the third quarter of my career.  One of the things that gets me excited every day is a transaction, for instance, that we had about two weeks ago. There were about eight people who had a truly life-changing experience in a positive way. That’s really neat. In addition to those eight people, there was a group of four people who became shareholders for the first time in this organization. It was really neat. Those sorts of conversations are really fun to have. So creating value that changes lives is really important. We tend to think about that holistically too. For our team, we've been fairly blessed with growth.Share on X  Then, if you think about the full cycle back to the community, we typically pick one charitable organization each year, and we try to make an impactful donation to that one charitable organization. So I think, from client to team to community, that holistic vision is what gets me skipping into work every day.  Yeah. I mean, if you can change your clients’ lives and you change your team members’ lives for the better, that’s very powerful. That’s very empowering. Yeah. And then to see that roll through the community is even… Yeah, it’s pretty neat. It’s pretty neat to see.  So that’s the third leg of the stool: the clients, the team, and your community.  That’s right. You’re really embedded in there. My question is, how do you do that? Do you have a framework for changing these lives? Obviously, you wrote a book, so maybe it’s the spine of the book that you might share with us, or maybe another framework. This podcast is all about frameworks.  So what is a three- to five-step process, or maybe three or four ways to look at something, that informs you or your clients? Or it can be anything that helps you streamline things in your business and make things simpler, which our listeners might benefit from and interpret in their own way.  Yeah. I’m a big framework fan, which is part of the reason I was excited to join the podcast, because I think about things that way. Especially if you figure out what works over time, the goal is to replicate that. Just like a manufacturing facility figures out how to make everything from a microchip to a pair of shoes, and they keep doing the same thing repetitively, I think frameworks in business, if they’re given enough flexibility, can be hugely powerful.  I’ve written two books. Completing the Deal is my first book. “Intentional Growth” is my second book. Intentional Growth is really about organizational growth, and the book is full of great frameworks.Share on X But if I were to share the one I believe is the most impactful—and it’s also fairly simple—it would be this: Reverse-engineer your desired outcome upfront.  So often, businesses we come into contact with know they want to grow. They know they want to achieve certain things. But oftentimes, they haven’t done a great job of defining two things: The timeframe they want to do it in, and the level of achievement they want to get to. One of the things we tend to see in business is that people will make a budget, for instance. They’re going to pull in a sales backlog and a CRM report. A customer did X last year, so we’ll just add 4%, and they’ll do Y this year.  We’ll hire a couple of people. That can be a way to budget. But I think the better way to approach budgeting is, once you’ve reverse-engineered the course, to say, “Over the next five years, we’re going to get from here to here.” Then really think about that as a stair-step process, almost like the path behind me. If we need to go from here to here, year over year, how do we actually grab that growth out of the marketplace? How do we make sure that we’re on the right path?  One of the things we spend a lot of time on with companies we're helping grow is this reverse engineering.Share on X It’s a great framework. There’s a lot about it in the book. A couple of really important takeaways, probably the most important one I can share is the timeframe. What we’ve found is that three to seven years is the best timeframe. Anything less than three years starts to feel like there’s not enough time to actually see the seeds you’ve planted bear fruit. Anything longer than seven years…  Well, Steve, seven years is just a long time. It’s hard to predict cycles and things of that nature. By default, absent another driving force, we tend to think in five-year increments. Kind of split the difference. Five years. The other framework we really focus on is picking a financial destination that’s truly impactful. A lot of times, when people think about the stress of business growth, part of the reason it’s stressful instead of exciting is because they’re worried about growing 8% to 10%, or maybe 12%. That’s good growth. It’s nice.  But it’s not exciting. To me, that feels more like a burden than excitement. If you went into your business planning thinking, “Over the next five years, we’re really going to 3X the size of the business, 4X the size of the business, maybe even 5X the size of the business…” Then, in order to achieve that, we need to hit Y growth over the next 12 months.  That really reshapes what might otherwise be a stressful scenario based on anecdotes into something much more exciting and engaging. Those are the two main frameworks: Time and a financial outcome that would truly be exciting. That’s the premise the book starts with, and it’s something we use all the time, every day.  So that’s interesting. If I were to translate it into a three- to five-step framework or process, what’s step number one? Is it defining the financial destination, or is it the timeframe?  So, number one, those two things are probably going to go together. Timeframe and financial outcome. From a framework perspective, first we’re going to set that destination. Then we’re going to move into the other pieces. Step two is likely going to be creating a 100-day plan. Why do we want a 100-day plan?  Because we want to make sure tomorrow is going to be different from today. Again, it’s one of those things where a 30-day plan is too short, and a six-month plan is too long. A 100-day plan is a way to jump-start a growth plan, and we really want to see a few things from it. One is some early wins, because we’re all wired that way. The more we win, the more we want to play the game, right? Yeah. So you do want to have some early wins.  You want to have some visibility. Organizationally, we plan to communicate the goals and objectives of our destination and outcome, what our 100-day plan is, and then accountability. Accountability to outcomes. Those are the three main things we want to see from that 100-day plan, even though there are a lot of details. Step three would be a one-year plan because we really want to say, “Okay, we’ve got this timeframe. We’ve got this destination we want to get to. We’ve got a 100-day plan to jump-start it.  Now we have a one-year check-in.” From that one-year point, in addition to things like KPIs or Rocks—or whatever an organization uses to manage accountability to outcomes—we want to reset the sails every quarter to six months going forward. But the 100-day and one-year plans are really important to making sure we’re off to a good start on our journey to get where we want to be in five years.  Love it. So that’s interesting. It’s more of a bottom-up approach. Some people preach a top-down approach. You do have a top as well because you have a financial destination three to seven years out. That’s fascinating. You also follow the private equity idea of a 100-day plan, so it aligns with that approach too. One of the things I like to talk about with clients is, how can we create private equity without private equity? How can we get private equity results without having to give up a chunk of the pie? So that is fascinating.  Yeah. And that’s a big part of it. Anyone who’s looking for that message is really going to gravitate to this book. What I do tell people is, you don’t have to sell to grow, but you do have to plan. This is a great framework for doing that, based on 27 years of personal experience and 23 years of firm experience. I’ve personally helped 40 companies achieve seven-, eight-, and nine-figure growth in enterprise value, and we’ve closed $5.7 billion in transactions. All of that feeds into this book, which I think people can use to find a better path—and a proven guide—toward growth without having to give up control.  Yeah. I love it. So tell me, Matt, what drives growth in your business at Westlake Securities?  I think there’s a few things that have been helpful to our growth. Number one, we’ve been fortunate to be in markets that are robust. So we do have a bit of a perfect storm going on right now. There’s a lot of capital available. There are a lot of tools available. And we’ve got an aging demographic of business owners. All of those things are creating this perfect storm of either growth or liquidity.  These conversations are happening more now than they ever have in the last 27 years of my career. It’s unbelievable. These conversations went from things people talked about maybe once a year to, for some organizations, getting outreach every week from somebody who wants to talk to them about a growth investment or buying their business. These topics are coming up more and more, and I think in a much more impactful way.  So number one, there are a lot of favorable market dynamics. Number two, we have the history and track record that’s helpful when a business owner is asking, “Can this company really help me grow?” or “Can this company really help me sell?” We’ve got a great track record for that. That track record is built on, number three, our team.  A lot of our people have spent time with Fortune 1000 companies. They’ve worked for major banking organizations, run brands for Fortune 1000 companies, worked in private equity, or worked for other investment banks. So they bring tremendous experience. And then, last, is our process. Part of the reason for creating the two books is to be very transparent about what our processes are and to lead our advisory work by example.Share on X  We want to be transparent in how we think about helping companies either grow or obtain liquidity. I think those four legs of the stool are the reason we’ve been able to grow so much over the last few years.  You say the market is good because of the Silver Tsunami, as some people call it. Yeah. It’s kind of a cliché. And also the abundance of capital. Private equity has a lot of money to spend, as do strategic buyers. So I get that part. I also understand that you have great assets inside the company—your track record, your team, your processes, all of that. Then what happens? Do those people just find you, or do you actually have to intentionally do something to drive the growth?  Well, that’s well said. Just like we preach, we have to practice. Some of the ways we’ve been able to attract companies to our organization are through our digital presence. If you check us out on LinkedIn, we post a lot of great content there. We provide a lot of data. We do a quarterly deep dive by industry on where transactions have been. We share growth tips very openly. We provide downloadable resources.  The books have been helpful. The books have led to speaking opportunities. I speak internationally on the topics of capital raising, growth, and M&A. Lastly, joining awesome podcasts like yours has become one of our 2026 initiatives, and it’s been a lot of fun. It’s been amazing to see the response. Inevitably, somebody emails and says, “Hey, I saw your conversation with Steve. I thought it was pretty cool. Here’s something about my business.  How can you help, or what do you think?” For everyone, we’ve got something. For our ideal client, we obviously have our core services. For folks who are a little smaller, we’ve got a whole suite of workshops that range in cost and time commitment. Then, all the way down to a $17 or $25 book, which we feel is within everyone’s reach.  Part of this—and I’m sure you’re wired the same way—is just a pure passion for helping others find their own form of success. Whether it’s a $17 book, a multimillion-dollar capital raise, or a $300 million sale of a business, everywhere in between, we can provide someone with some element of value if they’re interested in engaging with us in a conversation. So that’s been helpful too.  Yeah, I love it. It’s very smart. You basically have a long-term view and a long funnel. You can connect with people at any stage of where they are and then support them through increasingly intensive ways.  Can I share with you the funniest one that I ever saw coming? Of course. We’ve always been big believers in giving back through university talks and internship programs. That’s been going on for some time, and it really took the next step in 2020 when all the internships were shut down. We were one of the early firms to launch a virtual internship program.  Now we’ve had over 1,000 interns go through our various internship programs, completing them from five different continents. Now those people have graduated. Several of them have been out of school for many years and are building their own careers. It’s been amazing to see that an experience they had when they were 19, 20, or 21 is now paying dividends five to ten years later. That’s one I never saw coming. We always did it as a way to give back. But it's been interesting to see it become a long-term brand-building exercise and a positive way of giving back to the community that has honestly created more opportunities than I ever would have thought.Share on X That’s amazing. So you created all these ambassadors, then, that I think will bring you clients.  You know, that wasn’t probably the intention when we started. But we’ve had people come back and tell us, “Hey, that internship changed the course of my career.” We’ve had parents whose kids got their first job out of school after doing an internship with us say, “Hey, I can’t guarantee you’re going to get the project, but I at least want to offer you the opportunity to participate because I appreciate what you did for my son or daughter during that internship.” So that’s been really cool. Again, it’s this kind of karma, give-back mindset.  Yeah, I love it. That is very valuable. These days, internships are really challenging to come by, so they can be a really valuable building block for young people. So let me switch gears here and ask you another question. What’s one thing that you’re trying to figure out in your business right now?  That’s a great question. We’re laser-focused on a couple of things. I would say one that a lot of businesses are going to share in common is AI and implementing what I’m calling the light side of AI. I feel like there are really three views of AI in the marketplace. One is a group of people who are still asking, “What does AI stand for?” We’ll put them off to the side for a second. Then there’s the light side and the dark side conversation going on.  The dark side is more about automation leading to job elimination. The light side is really about how we elevate the customer experience or the client experience. How do we elevate what our people are doing and delivering every day? That’s really the area we’re focused on. We have a strategy inside our company as it relates to AI, but the simplest way I can describe it is that we're going to be customer-centric—client-centric—in what we do with AI.Share on X  We want to create the best experience for those who engage with us by using better technology to do it. That’s really a major focus for us in 2026. The other focus is making sure that Intentional Growth gets off to a great start. It’s available for pre-order right now. It’s debut week for pre-orders. It hit number one in four categories. It officially launches in October. The book, speaking, workshops—the whole growth initiative—is really important for our firm, but also for the people we come into contact with.  Who wouldn’t want to grow their business and increase its value by $5 million, $10 million, or $50 million over a reasonable period of time? I think most people who decided to go down the entrepreneurial path did so with the hope of creating abundance. The only way to create that abundance for themselves, their customers, their employees, their vendors, and all their key stakeholders is to grow the organization. So AI and Intentional Growth are our two main business challenges and opportunities for the year.  Yeah. That’s great. And hitting number one in four Amazon categories on pre-order, that is actually very rare. So you must be doing something right there. Either you have an amazing PR machine, or the book is just very, very good. Well, I’m hoping it’s the latter—that the book is going to be that good. I do think the first book created a nice foundation. There are thousands of copies in print. It got a lot of great feedback on Amazon. It’s been used by universities, industry groups, and others. So I think there’s a nice nucleus of potential readers for book number two.  I’m really excited because Intentional Growth is going to be much more interactive than the first book. It’s going to include downloadable forms and AI-powered interactive tools at the end of each chapter, so readers can take what they’ve learned in that chapter and immediately translate it into practical tools for their business.  My hope is that it gets into the hands of any business owner or organizational leader—from someone at an early-stage company to someone running part of a large publicly traded company. If they have a real desire to grow and are looking for a better path to do it, my hope is this book ultimately finds its way into their hands. Yeah, definitely. So if people would like to connect with you, obviously they can go to Amazon and buy Intentional Growth by Matt Andersen.  Yeah.  Definitely do that. And where else can they find you?  There are a few places. Book-wise, Amazon first, then all the major retailers—Barnes & Noble, Porchlight, and others. Both books are available now, and Intentional Growth will ship in October. I would encourage people to find us first and foremost on LinkedIn. I do a lot of personal posts there. We also host events. Westlake Securities has a strong presence on LinkedIn as well. Again, we share a lot of events, free content, and free data.  We spend six figures a year purchasing proprietary data and organizing it in a way that’s useful for business owners to understand trends, valuations, what’s happening in the capital markets, the cost of debt, how much equity was invested in private companies last quarter and last year. There’s a lot of great free information available through those two resources. I also do quite a bit of speaking. If you’d like to attend a talk, I speak internationally on capital raising, growth, and M&A.  That’s amazing. So definitely check it out. Check out Matt’s LinkedIn, especially the quarterly market reports. Those are going to be very interesting. I’m sure you’re using your six-figure database to produce some great charts. So check that out. Buy Intentional Growth, and see how it can help your business. I love your framework—the reverse-engineering idea. You really have to know where you want to get to, how much time you have, and then figure out what it takes to get there.  What’s going to be that above-10% exciting growth rate that’s going to 3X or 5X your business? So thank you, Matt, for coming and sharing your wisdom. And if you’re listening out there, make sure you follow us on LinkedIn, subscribe on YouTube and Apple Podcasts, and leave us a review, because every week I bring you an exciting entrepreneur who’s growing their business. So thanks for coming, Matt, and thanks for listening. Thank you, Steve. I appreciate you having me. To everyone listening out there, best of luck until we interact next. Let’s grow. Important Links: Matt's LinkedIn Matt's  website

What does it take to transform a retail security strategy in just 18 months?In this episode, Ellen Dick, Director of Retail Partnerships - UK and Ireland at Auror, sits down with Hannah Cleary, Senior Manager Crime & Security at Morrisons, to explore how one of the UK's largest retailers built a more connected, intelligence-led approach to tackling retail crime and violence.Hannah shares the challenges Morrisons encountered, from fragmented technology and inconsistent reporting to rising retail crime and growing concerns about colleague safety. She explains how the team shifted from a traditional security model focused on physical infrastructure and guarding to a strategy built on intelligence, collaboration, and data-led decision-making.The conversation further explores the role of Morrisons' Crime Hub, the impact of connected investigations, and how technologies such as automatic number plate recognition (ANPR) help teams identify repeat offenders, expand investigations, and prevent harm before it occurs. Hannah also reflects on the importance of strong partnerships, integrated technology, and building trust across stores, security teams, and law enforcement.From securing leadership buy-in to creating a scalable foundation for future innovation, this episode offers a practical look at what it takes to modernize retail security while keeping colleagues at the center of every decision.In this episode, you'll learn:30% of Morrisons' investigations are now initiated or significantly expanded by an ANPR alert, with detected vehicles carrying a 5X higher average event value.Morrisons built their ASR trial on top of an already established, well-used reporting platform, giving them the confidence to move forward without adding complexity.9 out of 10 security colleagues at Morrisons reported feeling safer as a result of Auror intelligence, proving that intelligence-led crime prevention is as much a people outcome as a financial one.Jump into the conversation:(00:00) Introduction to Morrisons' transformation(02:52) The challenges driving change(05:58) Moving beyond traditional security(09:40) Early results from crime intelligence(16:19) Using data to guide security strategy(17:24) How ANPR strengthened investigations(23:55) Inside Morrisons' Crime Hub(27:53) Building a connected partner ecosystem(30:20) Exploring subject recognition responsibly(33:18) Advice for retailers starting outResources:Hannah Cleary's LinkedIn: https://www.linkedin.com/in/hannah-cleary-886ab738/ Morrisons' LinkedIn: https://www.linkedin.com/company/morrisonsjobs/ Ellen Dick's LinkedIn: https://www.linkedin.com/in/ellendick/Understand the latest organized retail crime trends: https://www.auror.co/retail-crime-insights-reportLearn more about organized retail crime: https://www.auror.co/organized-retail-crimeAuror's website: https://www.auror.co/

When Jamie Dietz started investing in real estate, he focused on building and selling properties and believed he could make money by timing the market. He was chasing big profits, but he was not paying enough attention to monthly cash flow.That approach eventually caused him to lose several properties.That experience taught Jamie that appreciation can be unpredictable, but cash flow is what helps an investor survive over the long term. He changed his strategy and began buying rental properties that produce dependable income every month.On this episode, Jamie explains why cash flow now drives every investment decision he makes. He breaks down one of his rental deals, including how he found it, how he financed it, what he spent on renovations, the rent, mortgage payment, repair budget, and monthly cash flow.Jamie also talks about transitioning from self management to professional property management, why he prefers simple properties that make solid long term investments, and why buying a cheap property does not always mean you are getting a good cash flowing deal.https://rentalincomepodcast.com/episode582Thanks To Our Sponsors:Rentec Direct - Automate the day-to-day work and make property management easy. Use promo code RIP to get 10% off your first 6 months.PadSplit - Earn 2.5X more rental income with PadSplit's shared housing model.Ridge Lending Group - Ask about the All-In-One loan. A first-position HELOC on rentals.

In Episode 375 of The Real Jason Duncan Podcast, most salespeople are optimizing the wrong game. They're perfecting the mechanics — the right words, the process, the timing — but the real game is being decided long before they ever open their mouth. Bill Caskey spent 35 years watching this pattern play out, and he says it's the costliest mistake a sales team can make. Bill Caskey is a sales development leader and strategist who has been training B2B sales teams and executives since 1990. He is the author of Same Game New Rules, Rewire The Sales Mind, and The Sales Playbook, and co-hosts both the Advanced Selling Podcast — the longest-running sales podcast Jason has ever recommended — and the Bill Caskey Podcast. He has spent four decades inside the sales training world watching teams win and lose, and he finally figured out why most of them never break through. Today, Bill returns to the show for the first time since Episode 77 to expose the lie that runs through almost every sales training program ever built: that mechanics are the game. Master the pitch. Perfect the close. Handle the objection. And success will follow. It won't. Not even close. Because the game starts somewhere else entirely — and most salespeople never find out where. In this episode, Jason and Bill cover: Why Bill spent years near the bottom of the sales stack rank even after getting mechanically good — and what finally changed The concept of detachment — where it came from, what it actually means, and why it produced a 50% revenue increase for one of Bill's clients Why detachment is not ambivalence — and what healthy detachment looks like versus the guy who just doesn't care How fear filters everything through scarcity — and why you can't detach if you're scared The role shift that changes everything — from salesperson to guide — and why prospects stop resisting the moment you make it Why mechanics can't be taught until the mind is right — and what Bill does when someone in the room refuses to engage with mindset work The breakup email — why it works as a mechanic but falls apart the moment you get needy at the bottom The three mindset shifts that matter most: detachment, being the guide, and abundance over scarcity The two sub-lies hiding underneath the main lie — there's not enough, and you're not enough Why 90% of people know success has a spiritual dimension but are scared to deploy it What Bill now knows that he wishes someone had told him 20 years ago — and why nobody did The one thing Bill wants every salesperson still inside this lie to hear before the episode ends You can't mechanic your way to 5X income. The game starts way before you open your mouth. This episode will show you where it actually starts.

Is the centralized MLS era fracturing under the weight of antitrust litigation and corporate maneuvering? In this deep-dive analysis, 4X ICON Agent Jeremy Kane cuts through the legal noise to expose the reality of the Private MLS War—and what it means for your business if open data ends.Massive corporate brokerages are intentionally shifting listings into private networks and "Office Exclusives" to control inventory, while consumer portals are aggressively retaliating. If your daily routine consists of waiting for your local MLS matrix to refresh, your business is completely exposed. This episode breaks down the exact data-driven strategies you need to deploy right now to uncover hidden shadow inventory, build a proactive listing pipeline, and protect your clients using advanced financing mechanics.

A flight instructor jumped from the plane and left the student to land the plane alone...a woman was driving at 5.5X the legal limit...and a monk is trying to set a record by standing for 12 years!

With James Woodfall, Communication and Behavior Specialist, Raise Your EI As AI makes expertise more accessible, what becomes an advisor's true advantage? EI expert James Woodfall explains why authentic human connection may be the one thing technology can't replicate. In Summary As artificial intelligence reshapes how information is delivered, financial advisors are being challenged to rethink what truly differentiates their value. Mindy Diamond sits down with James Woodfall, a former wealth management business owner turned emotional intelligence expert and founder of Raise Your EI, to explore why emotional intelligence may become one of the profession's greatest competitive advantages. Together, they discuss how rapport, curiosity, and authentic human connection influence trust, referrals, leadership, and client loyalty and why those skills can be developed just like technical expertise. The conversation also examines the difference between AI's “synthetic empathy” and the authentic relationships clients continue to value—and why that distinction matters to financial advisors now more than ever.   The Storyline For decades, advisors have built successful businesses by combining technical expertise with thoughtful financial guidance. But as AI makes information more accessible and planning tools more sophisticated, expertise alone is becoming less of a differentiator. James Woodfall believes the future belongs to advisors who master something technology cannot authentically replicate: human connection. Drawing on his experience as both a former wealth management firm owner and a specialist in communication and behavioral science, James explains why emotional intelligence isn't simply a “soft skill.” It's a business skill that affects nearly every aspect of an advisory practice—from building trust and earning referrals to leading teams and helping clients make difficult decisions. Mindy and James explore why asking better questions matters more than having better answers, how curiosity creates stronger relationships than scripts ever can, and why advisors who create memorable client experiences may find themselves even more valuable in an increasingly automated world. The conversation ultimately reframes AI not as a replacement for advisors, but as a catalyst forcing the profession to rediscover the uniquely human qualities clients have valued all along.   Topics Covered Emotional intelligence as a business skill Building trust through rapport and curiosity Authentic empathy vs. synthetic AI empathy The psychology behind client decision-making Why referrals are rooted in emotional outcomes Coaching advisors to improve communication Leadership and emotional intelligence AI's impact on advisor differentiation Creating premium client experiences Future-proofing advisory businesses > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why do better questions lead to better financial advice? (6:10) James explains why financial planning is only as good as the conversations that precede it—and why understanding a client's fears and aspirations leads to better outcomes than simply gathering financial facts. How does emotional intelligence translate into business growth? (15:30) Rapport isn't simply about making clients feel comfortable. James discusses why advisors who build trust quickly tend to earn more referrals and become significantly more referable. Can emotional intelligence actually be learned? (37:05) Contrary to popular belief, emotional intelligence isn't an innate personality trait. James explains why it is a trainable skill and how advisors can intentionally improve it throughout their careers. What makes authentic empathy different from AI? (39:10) One of the episode's most compelling discussions explores the difference between AI's ability to simulate empathy and the authentic emotional connection that develops between two people. Why should advisors think more about experience than efficiency? (45:10) Clients don't always pay more for information. Often, they pay more for confidence, judgment, reassurance, and the experience of working with someone they trust. Will AI replace advisors or elevate the best ones? (46:55) James shares why he believes AI is more likely to automate routine work while making relationship-centered advisors even more valuable. Key Takeaways Emotional intelligence is a measurable business capability—not simply a personality trait. Stronger client relationships begin with curiosity rather than advice. Advisors who solve emotional concerns make it easier for clients to recommend than advisors who simply deliver technical expertise. AI may replicate information, but authentic trust remains distinctly human. Premium advisory relationships will increasingly be defined by the experience clients receive—not just the answers they're given. Emotional intelligence improves leadership, client retention, referrals, and advisor well-being. The firms that embrace both technology and human connection will likely be best positioned for the future. https://youtu.be/xlQMQm6mqtc Quotable Moments “Rapport building is one of the foundational things for trust building.” “It's not real empathy. It's synthetic empathy.” “If all of our decisions were made on price, Ferrari wouldn't have a business.” “The advisors who create authentic human connection may be the ones who remain untouchable.” FAQs What is emotional intelligence, and why does it matter for financial advisors? James defines emotional intelligence as the ability to recognize, understand, and influence emotions in ourselves and others. For advisors, those skills strengthen communication, trust, leadership, and client relationships. Can emotional intelligence actually be developed? Yes. Unlike IQ, emotional intelligence can be improved through intentional practice, feedback, coaching, and greater self-awareness. Why do referrals have so much to do with emotional intelligence? Clients often remember and recommend how an advisor made them feel more than the technical work performed. Solving emotional concerns creates stories clients naturally share with others. What does James mean by “synthetic empathy”? AI can recognize language patterns and respond empathetically, but it doesn't genuinely experience human emotion. James argues that authentic empathy remains one of an advisor's greatest competitive advantages. How should advisors think about AI? Rather than viewing AI solely as a competitor, advisors should use it to improve efficiency while investing more time in conversations, judgment, and relationships that technology cannot fully replace. What is the biggest mindset shift advisors should make? Stop viewing emotional intelligence as a soft skill. Treat it as a business skill that directly influences growth, leadership, client loyalty, and long-term differentiation. James defines emotional intelligence as the ability to recognize, understand, and influence emotions in ourselves and others. For advisors, those skills strengthen communication, trust, leadership, and client relationships. Yes. Unlike IQ, emotional intelligence can be improved through intentional practice, feedback, coaching, and greater self-awareness. Clients often remember and recommend how an advisor made them feel more than the technical work performed. Solving emotional concerns creates stories clients naturally share with others. AI can recognize language patterns and respond empathetically, but it doesn't genuinely experience human emotion. James argues that authentic empathy remains one of an advisor's greatest competitive advantages. Rather than viewing AI solely as a competitor, advisors should use it to improve efficiency while investing more time in conversations, judgment, and relationships that technology cannot fully replace. Stop viewing emotional intelligence as a soft skill. Treat it as a business skill that directly influences growth, leadership, client loyalty, and long-term differentiation. Related Resources Why AI Matters Now: Filling the Estate Planning Gap with Wealth.com The Paradox of Choice Traps Successful Advisors Freedom vs. Familiarity: Is It Worth Disrupting Comfort for Something That Might Be Better? Guest Bio James Woodfall, founder of Raise Your EI, is a former financial planner who now advises financial services and firms on how they can leverage emotional intelligence (EI) to improve individual and organizational performance. He is the co-author, with Cliff Lansley, of “The Heart of Finance,” which teaches finance professionals to develop the emotional intelligence needed to build effective and profitable client relationships. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… Emotional Intelligence: The “Untouchable” Differentiator in an AI World A conversation with Mindy Diamond and James Woodfall, Communication and Behavior Specialist at Raise Your EI.      Mindy Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Emotional Intelligence: The “Untouchable” Differentiator in an AI World. It’s a conversation with James Woodfall, Communication and Behavior Specialist from Raise Your EI. I’m Mindy Diamond, and this is the Diamond Podcast for Financial Advisors. At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our Annual Advisor Transition Report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. For years, advisors have competed on expertise, the ability to solve problems, deliver answers, and provide guidance clients couldn’t easily find on their own. But today, those answers are becoming easier to access via artificial intelligence and tools like ChatGPT, Claude, and Perplexity. AI can generate planning ideas, summarize complex topics, and answer questions in seconds. As the technology continues to improve, it raises an important question. If information becomes increasingly commoditized, what will clients continue to value most? My guest today, James Woodfall, is the Founder of the training firm, Raise Your EI, and a former wealth management business owner. James now helps advisors, leaders, and organizations strengthen the communication and behavioral skills that drive trust, influence, and performance. Skills rooted in emotional intelligence or EI, something that AI cannot authentically replicate. What’s interesting about James’s perspective is that he doesn’t view emotional intelligence as a soft skill. He views it as a business skill, one that impacts how advisors build rapport, earn referrals, lead teams, deepen client relationships, and ultimately differentiate themselves in an increasingly competitive marketplace that includes human and machine-driven advice. Our conversation explores why rapport is the foundation of trust, how emotional intelligence can be developed like any other professional skill, and why advisors who learn to create authentic human connection may be best positioned to thrive alongside AI, not compete against it. Or as James puts it, remain untouchable in the face of a changing world. Because while technology may continue to reshape how advice is delivered, the experience of being understood, trusted, and guided by another human being remains remarkably difficult to replicate. So, let’s get to it. James, thank you for joining me today, especially coming all the way from the UK. I’m grateful. James Woodfall: Thanks for having me on. Mindy Diamond: So, let’s start at the beginning. You’re a different kind of guest for us, and a topic that is near and dear to my heart because I’m always all about emotional intelligence and EQ, but it’s a topic that sometimes can feel a little squishy to some folks. So, tell us a little bit about your background and really how you got into the world of wealth management. James Woodfall: I got into wealth management probably was by accident while I was, I think about 19 years old. I got a job at a bank because I was living with different jobs and it was the first company that would take me. So I ended up working in a bank as a cashier in a branch. And then after a series of different career moves, I ended up running my own wealth management firm for about nine years, which I sold about three and a half years ago. Around the time that I was selling it, I did my first master’s degree in communication and behavior analysis, and that’s when I started taking a bit of a deep dive into understanding emotional intelligence and behavior and communication. But really, I started that journey before I sold my wealth management company, and really the goal was, how can I become a better financial advisor to my clients by having a better understanding of their psychology behavior around money so that I could communicate with them more effectively, help them build their plans? So I had a bit of a… like a lot of people I speak to in wealth management, they fell into it. Mindy Diamond: So, a lot to unpack there and I’m fascinated by your story. Tell us a little bit about how you began to use or leverage emotional intelligence. You say you got into it or were fascinated by it because it was a way of helping your clients. So, talk to us a little bit about that. How did you begin to see the impact long before you started this business? James Woodfall: So going back a couple of steps to that. When I started the business, it was very transactional. You’d sit down with the client, you find out about what sort of assets they have, what type of plans they have already, and you look for gaps where you can optimize things, or there was a product which they need which you didn’t have. But I moved away from that type of service to a financial planning led service. So, where actually before we get talking about, well, how do we structure your world? We spend a lot of time building a plan in cashflow modeling software. So the one that I used was over at a company called Voyant, and effectively I build a cashflow plan for the clients, which would map out based on assumptions of what age they would reach financial independence. And then that then would then move on to, how to we optimize your holdings? Now what occurred to me pretty quickly in offering that service is that the outputs from that type of exercise are only as good as the inputs. So you’re really relying on the client to be able to come up with the answers to the questions that you ask them to make the financial plan work. And in my experience, quite a lot of the time you sit down with these people and you ask them, “Imagine you’re retired, what does an ideal week look like for you?” So, what I realized is actually I was asking clients a lot of questions which no one had ever asked them before, such as, “If you go retire, imagine you’re retired tomorrow, what does your idea week look like?” Very rarely do we get asked that day-to-day, especially not from friends, family members, certainly. So I went off and actually did a diploma in coaching because I thought initially I want to become better at actually getting people to think about the future and think about plans. And in doing that, I ended up wanting to take a bit of a deeper dive into understanding behavior at a higher level. So that led me on to getting my masters. Impacts on clients though is that I became, and me as well, is that I became a far better listener first. So I listened first, I stopped making so many assumptions as I found I had about people. And really, I think that changed the dynamic in terms of me constant, I suppose, dictating to people about what they should be doing. So of course that’s what a good advisor does, isn’t it, is advice. You switch around into actually making sure you’ve got a deep understanding of people’s hopes, fears, goals, dreams, and then ultimately, you can help them better in terms of optimizing their financial plans and wealth. Mindy Diamond: Yeah. 100% of what you just said speaks to me in a big way, because that is 100% our philosophy. Most recruiters, I don’t mean it disparagingly, but most recruiters in general are pretty transactional. They see a hammer, they see a nail. So, a recruiter sees a financial advisor and he’s a means to an end to making a deal to a transaction. And our whole approach from day one was never about seeing you, financial advisor, as a transaction, but rather first and foremost, wanting to understand what’s important to you. And we get told all the time that we were asking questions that nobody ever asked them before. And I want to unpack it more, because I love what you’re saying. The goal as far as I see it is not just to ask a bunch of questions nobody asked before, but it’s to ask questions as a means to an end, to start out by asking questions that make somebody comfortable that tell them that you care about them. Then it’s about asking questions that they’ve never been asked before because the answers to a question like, “How do you see yourself behaving in retirement,” has everything to do with how much money they’ll need to retire. So, one informs the other. In our world asking somebody, “What are the things that spark you and what are the things that really don’t? And what will you do with this information?” And all those sorts of questions are questions many people had never been asked before, especially if somebody was looking at them as a transaction. And yet, it’s what deepens relationships, it’s what creates trust, and it’s what allows you to identify me as a recruiter, identify the best solution or the best opportunity for someone. So, do you agree with that? Is there anything that I’m off about? James Woodfall: No, that’s exactly the point. I think I’m asking better questions as a wealth manager talking to your client. Because ultimately this is, I suppose, one of the things which comes from understanding emotional intelligence, is that for most of us, we make decisions in motion first and then we justify with logic and reasoning, which is basically back to from. If I was to start with logical reasoning and then expect people to make a buying decision. And so a lot of the time, especially with things like retirement savings, for example, because it’s in the future, it’s over there, especially if it’s 10, 20 years away, people think, “Well, why will I give up so much money a month now for something which is so far in the future that I can’t comprehend it yet?” But if you start reigning the questions in a way which gets to kind of the… Really what you want to uncover is, if you wake up at 3:00 in the morning and you can’t get back to sleep, what’s on your mind? Because if you can uncover that emotion that fits all that kind of pain or problem, then you deal with emotion first and logic second. Mindy Diamond: And it tells you what you need to solve for, right? James Woodfall: Exactly, yeah. Mindy Diamond: If what keeps me up is I’m worried I’m going to outlive my money, and you know that’s your true north in terms of how you begin to tackle that they’re thinking about the future, they want you to focus on the long term. Right? Is that what you get from that? What’s the typical answer you get to that question, that one in particular? James Woodfall: For retirement planning, it’s usually clusters around. “Well, I’m not sure I’m making the right decision. There’s lots of options that are complicated. But really, actually, am I going to have enough money? Am I going to run out?” Because it’s the big question, isn’t it? How long are you going to live and how much are you going to need? Mindy Diamond: Right. As I was preparing for this interview, I think I know the answer because I’m a person that lives in this world that believes fully in, I don’t have a degree in behavioral finance but I’m big on emotional intelligence, connecting, developing trust, and that I don’t have any right to sell anybody anything or suggest anything unless I’ve connected on an interpersonal level. But I don’t know that everybody believes that. So help us, our listeners to understand, why does this matter to financial advisors? So, I’m going to give you two examples. I’m a younger advisor that has, say, five to 10 years in the business, say $100 million or 100 million pounds under management and is looking to really build a business. How and why does the concept of emotional intelligence, of EI, matter to me? And then I’m going to ask you the same question again with respect to someone who manages a billion dollars or a billion pounds. How and why does it matter? James Woodfall: Yeah. I think probably a starting point is, let’s just clear up I suppose in definitions so that we understand what we’re talking about when we say emotional intelligence, it’s an EQ. Because I suppose let’s think about, let’s call EQ the measurement, and emotional intelligence is the concept. So the definition of emotional intelligence is it’s an ability, and it’s this ability to understand and influence emotions in ourselves and others. So within ourselves, can we perceive and understand our own emotions? What turns them on? What triggers them? Can we do something about that? Can we recognize it, manage it in the right context, or either initiate our emotions in the right context? And can we do that when we’re talking to other people? So, are we good at perceiving people’s emotions within different contexts, and are we good at influencing and utilizing that information to help us communicate more effectively? So, these are skills which requires regard within those two roles to make you effective. And so, one of the things that we’ve learned from probably 30 years of people studying emotion intelligence is that if emotion is involved within the job role, emotional intelligence correlates with job performance and has a meaningful impact on the difference between an average and a big performer. So regardless of whether it’s one of the two scenarios that you’ve said, performance improvements are always on the table. But one of the things which tends to happen as you move from, say, up in terms of the money that you’re managing is the stakes get higher. So quite often, you actually need a much far higher degree of self-management, a higher degree of self-awareness, a higher degree of ability to perceive emotions in others, and to be able to communicate with influence. Because quite often as you are dealing with clients who are more affluent, there’s a correlation between actually the skills that your clients have and the skills that they expect you to have as an advisor. So the higher you go up that sort of ladder in terms of value, the more effective you need to be. So that’s where that EQ measurement. If you had to sit down and do an EQ assessment, for example, you need to be scoring way above average the higher up you go. Mindy Diamond: How will somebody begin to notice that developing the emotional intelligence muscle, developing the quantity of EQ, how will that begin to show up and impact their business? James Woodfall: There’s a couple of ways, and I think it really does show up in self-awareness and self-management and awareness and understanding of others. So one of the things which will show up in terms of that awareness and understanding of others is, can you build trusted relationships quickly? So like those skills that we were talking about before about asking better questions and listening, especially the first time you meet a new prospective client, if you can really turn your ears on and get very, very curious about the person that you’re talking to, rapport building is one of the foundational things for trust building. And really, if you get rapport building right, one of the goals should be to find common ground early, because the minute that you can build a connection with people and you start uncovering things that you’ve got in common, it starts signaling to people that actually you’re someone who is like them, on their side, and that they’re someone that you can trust. Now people who get this right, they tend to close more clients and they tend to gain more referrals or recommendations to other clients. And when I used to run my business, referrals was the largest source of new clients. Every single year, all the other different marketing streams, they didn’t produce anything near referrals. And I think back to that, if you look back to the kind of retirement example, if you can really get an answer to that question of, you wake up at 3:00 AM, what’s on your mind, what’s up when you’re getting back to sleep? If you can uncover that and solve that, for a client, it’s far easier to articulate that to a friend than it is for them to explain the technicalities of what you did with their retirement savings. But it’s easier to articulate, “You should absolutely go and see James. We were worried about whether we’re saving enough, he solved that, it’s brilliant, you need to go and see him.” That’s what I mean, is that they’re able to articulate the emotional outcome. Mindy Diamond: Even though what we’re talking about here is someone making the case that strengthening one’s emotional intelligence will make you a better advisor, easier to say that, sounds logical. But you’re connecting it to, you’re saying that someone who actually gets this right, gets it better, is going to create more of an instant rapport rooted in trust, and likely grow their business because it makes them more referable. And those are things that certainly every young advisor wants, but every advisor wants. So, let me switch the tables a second. I get why a young advisor with 100 million wants to get to a billion, why this is really important. They want to do everything they can to really make themselves the most referable. But let’s take the advisor that’s on the back nine that has been doing this 30 years, manages a billion and a half of pounds, dollars in assets under management, is growing by referrals and it’s an organic referral stream. It’s a business that feeds itself. So, while everybody always needs to be in business development mode, they feel like they’ve cracked the code, they’ve got it covered. How and why does this concept impact a senior advisor, someone with a much bigger, more robust book of business? James Woodfall: Yeah, it’s interesting. So if we take a bit of a step back and look at a bit about what some of the research says about the impacts of emotional intelligence, there have been some studies done within financial services about the impact of your training on business outcomes. So there was a study done probably around about between 2000 and 2004 with Ameriprise, and they brought their agents through a year-long emotional intelligence development program. And it was interesting, they measured at the beginning of the program EQ, what someone’s EQ score was, but they measured things like health, anger, trade anger. So, how often were people experiencing anger, stress, and burnout. So they’re measuring all sorts of things other than EQ just to see what the impact of EQ training was. Now EQ scores went up, sales went up, I think on average of about 24% across four cohorts. But things like stress, burnout, health outcomes, perceived health outcomes, people are asked to rate, how would you rate your health, that went up. Experience of anger went down because people become better at managing it. So as you look at the kind of example that you described, I would say that as someone who’s in that stage of the career where they may not have the capacity to take on more clients. So just think, well, actually, I don’t want an uplift of 20%, 24% in sales because I might not process that. But one of the things which I suppose the EI research shows actually is that it impacts your quality of life. And there is finding which is quite common in research, is that actually EI scores correlate with age. So as we go through life and we have sort of ups, downs, highs, lows, and we learn from those. We learn from our emotional experience, and that’s hypothesis, is it feeds into our EQ score. So you’ve probably got people at that later stage of their career who actually probably have had experience which has developed their emotional intelligence. They’ve got mature standing, which means that they might not necessarily need to go out and find new clients. They’ve got experience, which has helped them develop client relationships, but they might want to take a step back at quality of life. If they’re experiencing stress, burnout, pressure, EQ can help absolutely with all of those. The other thing which is quite common as well is that if they’re playing any sort of leadership part within that business now, let’s say if they’re a business owner, EQ absolutely is key for leadership performance. So making sure that you’re building a team of people around you, you can help you develop the business. And actually, EI and leadership’s one of the biggest areas where research has been focused. But I think one of the other things I’ve got to say is that we’ve all got blind spots. It doesn’t matter where we are in life, we’ve all got things that I suppose that we could be better at. And actually shining a lens on those and improving our self-awareness is something that you can develop at all stages. Mindy Diamond: A lot of people in our industry, whether it be a recruiter or an advisor themselves, believe that efficiency or being most effective and efficient is the true north. And that to ask what may fee like unnecessary or ancillary questions that don’t directly get to help me to figure out what your asset allocation is so that I can grow your portfolio, may feel ancillary. And so, is that one of the most common objections you get when somebody, say, comes to you and they’re thinking about retaining you and they’re wondering what the benefit is? James Woodfall: Well, I think the people in firms I tend to talk to, there’s a couple of common things that are coming to mind now. One is pressure around fees. So, how can I make sure I’m articulating my value in a time where clients are more informed, they can go on AI and they come to meetings prepared with answers, and they’re challenging back around the value that advisors can provide. So getting back, I suppose, and the answer is funnily enough, is actually if you’ve designed your service around a proposition which makes yourself easy to replace by someone else who can do it for the same or cheaper price with a promise of better performance, or even in the years coming, a robo-advisor, it’s going to be challenging to retain and grow clients. But I’m not particularly worried about AI. The other types of firms that come to me is to say, “Look, we’ve identified actually that we need to think differently about our business model, what we do and who we serve, because it’s going to be easier than it’s ever been for clients to come up to do some of these things themselves.” But absolutely what is untouchable, I think, is this ability to create a human connection, to sit down and discuss a range of different options. “Do I do X, do I do Y? What are the trade-offs if I choose that over that?” And to uncover those things which, as I said, really keep people up at night and solve for them. I think it’s going to be quite hard to replicate that digitally. Mindy Diamond: So I want to get to a end that you hit the nail on the head, and I want to delve deeper into it. Whatever the advisor is looking for, they may not worry about pressure around fees, they may not be kept up at night. They have a practice or a business that’s worked well all these years and is growing organically and it’s more than good enough. But anybody who isn’t concerned about the potential impact of AI on their business and whether they’re a financial advisor or recruiter or anybody else, is living under a rock. So, the goal for everyone should be to make yourself untouchable. And you hit it on the head, it’s the ability to create human connection. So, I want to ask you something. It occurs to me, you talk a lot about learning to ask the right questions. In some cases, the questions that a client never been asked before makes sense to me. But I think the real skill, I mean, I imagine anybody can teach you a list of questions to ask. The real skill comes in is knowing what to do with that information. So, let’s assume that someone says an advisor says you ask that smart question, “What keeps you up at night? What do you think about at 3:00 AM?” Pressure around fees. I find people, clients asking me, prospects asking me all the time what sort of value I can add, whether it be in the land of AI or competitively, whatever it is, pressure around fees. What do you do? So you’ve asked the smart question, but what do you teach? What do you do with that information? James Woodfall: It’s a mindset, I think, because having just say a list of questions I don’t think is really helpful to any advisor when you’re training them. And yet I find I do get people who, okay, say, “Well, look, what questions should we ask? Have you got a list of questions that you would ask?” I hold back giving those out because I think that, well, that’s what I would say. It’s not necessarily going to land the same way if you say it. The mindset I’m trying to teach advisor is to adopt a curious mindset. So not asking questions for question’s sake, but if I’m talking to someone, what I want to do is I want to understand, how are you thinking? How do you see the problem? What assumptions are you making? What things do you believe which maybe don’t line up with how things are in reality, or goals, objectives, or whatever it is. So I’m trying to understand how you think, and that requires not asking questions off a list of great questions to ask, comes off of understanding the format for that, is utilizing the open questions to gather information, to check assumptions that might sit behind them, because actually understanding those assumptions is really, really useful. And to then summarize and play back to someone that you’re talking to so that you can demonstrate that you’re listening and you deeply understand them, and being able to summarize and be able to succinctly put their words into a, “Well, what do we do next about this?” Mindy Diamond: Yeah, and, why does it matter? I love that because what I always say is it’s art, not science. AI could give you a list of, if I put in the topic of emotional intelligence and give me a list of 10 smart questions to ask relative to X. One of the questions I would ask someone from an emotional perspective that demonstrates I have strong emotional perspective relative to pressure around fees, AI could spit out the questions. But I think you’re 100% right. The real key is being a good listener and meeting someone where they are. And it’s not about a prescribed or canned list of questions that demonstrate you have strong emotional intelligence. It’s much more about asking the right next question, saying the right thing, the validating statement afterwards. And not as a means to an end, not as a means to a transaction, not as just a way of checking the box, I have emotional intelligence, but really because demonstrating that you deeply care. And I like what you said, the notion of a changed mindset. Do people get that right away? I guess what I’m asking is, financial advisors, while smart ones who are looking to make themselves untouchable by AI will get that concept. They’re looking to differentiate themselves and they’re looking to hone the skills that AI can’t bring to the table. But at the same time, financial advisors are number oriented and goal oriented. And so, how long does it typically take to begin to see, or how do you paint the picture about getting from here to there, connecting the dots between strengthening changing your mindset, strengthening your emotional intelligence, and seeing more results? James Woodfall: Well, look, it’s about behavior change, isn’t it? Like any kind of behavior change, there has to be a few things at play. One is that you have to have a good understanding of where you are right now, what things that you are good at, but what things you need to work on. And then effectively the things you need to work on, you need a plan of how you’re going to work on them. So I think commonly how you develop these kind of relational skills is that you need to be able to get close to, what does the goal look like? Where am I headed? If I get this right, what’s it going to look like? And then you need to have a plan to get from A to B. And actually part of that plan has to be built around good feedback. And I was quite lucky where during my career, I worked for two large banks before I started my firm. And I had really, really good training from managers that I worked with, almost on a monthly basis would come and sit in my client meetings and then feedback to me about what I could have done better. And so actually, if you’re going to really commit to developing, I suppose relational skills and becoming more emotionally intelligent, you need help from someone within your firm or externally to come in and actually observe you by trying out new things and giving you feedback. Now of course, you could do some of that yourself if you’re doing a virtual meeting, you could hit record, play it back, be your own analyst. But quite often we can’t see that ourselves, but if you’ve got say a third party, they can watch you in action. Quite quickly they can hone in and say, “Well, actually, you could have asked a different question here, or actually if you’d phrased that like this, you might’ve got a bit more information, or the client closed down when you ask that question.” So actually then, you start to create that behavior change. So feedback I think is one thing, but actually aligning it with really, values, I think. So, one of the things that I suppose is quite important for behavior change is that we are motivated to do things where we strongly believe it’s the right thing to do. So, I think which is why it can be quite difficult for a firm to bring in with a team of advisors and say, “Well, we’re going to roll out emotional intelligence training,” because you’ll get some of us go, “This is brilliant.” Mindy Diamond: Eye roll. I would imagine eye roll is the… It can be a lot of the response, right? James Woodfall: You get a lot of resistance, because some people see it as a criticism of just saying, “Well, actually I’m good at that. I don’t need training in that, thank you very much.” Mindy Diamond: And because if efficiency in getting to a goal is the true north, I mean, I think the mindset shift you’re talking about is going from believing that getting to the goal by just asking the right numbers and dealing in data, changing that from it’s about building a relationship, which ultimately will impact the amount you manage and how you grow and how you connect and all of that stuff. But for people that are goal-oriented, linear in their thinking, I imagine this can be not just felt as a criticism but hard to embrace. James Woodfall: Oh, yeah, no. I think we view the brain as kind of a black box. I do get people I speak to, they go, “Mental health isn’t real. And all of this is psychobabble,” but from the people that I’ve had feedback from, and this is even for people I haven’t trained. I wrote a book about 18 months ago about the topic which talks about emotion intelligence within the 5X context. I’ve had people contact me on LinkedIn and say, “Look, I read your book. I’ve been following your content for a while. I’ve put some of the ideas to work, and I’m now getting my manager and their manager contact me and saying, ‘What are you doing differently?’” Because all of a sudden they’re opening up conversations with clients that they couldn’t before, doing business with clients where they couldn’t before. And all it is that this kind of focus on the client, the relationship, building that connection, and all of a sudden you start seeing that convert into more sales opportunities. Mindy Diamond: Yes and more yes, because that’s always been our philosophy, my philosophy from starting the business and our philosophy, and I couldn’t agree with you more. You articulated it probably as did, I got to it instinctively. You have research behind it, etc. By the way, for our listeners, we will link your book in the notes for this episode if anybody’s interested in buying it. But you hit the nail on the head, so, or you took the words out of my mouth in terms of next question. Who are your clients? Are they individual advisors? Are they independent RIAs? Are they Morgan Stanley and Merrill Lynch? And what kind of work do you do for them? James Woodfall: So, I do, there’s probably two parts to my business. One is the consulting training part, which is going into firms, typically firms that were the owner managed typically, where the owner either is still advising or has a big impact on other behaviors of the advice team that’s underneath them. And really, I work on a consultancy basis. So rather than going and just provide EI training, what I do is effectively start with understanding the business. So exactly as I’ve been talking to you about, the process I used to follow as an advisor, it’s the same process I follow when I’m working with practices, is I want to find out what’s going well in the business. Where are the blockers, what’s not going so well? And I’m a social science researcher. So I’d want to spend some time in the business actually doing a bit of a deep dive and maybe speaking to the team while the owner’s not in the room and finding out a bit about how they’re seeing things. Because ultimately, what that will do is it allows me to look at thematically extracting what types of training interventions might move the needle within the business. And then I put that onto a report for businesses and say, “Look, this is what I think we should be doing.” Some of that might be me working one-to-one, doing that coaching, observing, training with particular people in the business who have been highlighted as requiring development, or it might be group training, might be taking the whole teams through a training program. And then following up, helping build those development plans, and then being there supporting with the one-to-ones as they bed in that behavior change. So, that’s one part of the business. The other part of the business is working for the larger firms. I’ve done a bit of work for Fidelity this year and last year, and they’re looking to hire me as an authority expert on the topic to put together training programs that go out to the advisors that they work with. So, there’s the two aspects, like an external speaker trainer that’s brought in by some of the larger companies. And then the other one is a bit more hands-on, applying not only the science but my experience of having been there and run a business. Mindy Diamond: Right. So are the big firms like… So you mentioned Fidelity, are the wirehouses, Merrill, Morgan, UBS, Wells Fargo, are they embracing this? Are the big banks embracing it, or is this largely in the RIA space right now? James Woodfall: In the UK, there’s been a huge kind of interest in emotional intelligence, behavioral finance, relational skills. And actually, a lot of the kind of people who require influential in the UK are actually based in the US. And so, I think there’s a good bit of crossover. We’ve got good people who are specialists in looking at the retirement piece from a retirement transition about, how do you support people through what is a profound psychological transition? So, I think the RIAs are really interested in it as a topic. Then we’ve got the larger institutions are interested in it either as the RIAs are clients of theirs and they want to be seen to providing thought leadership to the RIAs and helping them develop these skills. But also, we’ve got some quite large companies in the UK now here, like the banks, for example, the banks or the whole exited the advice market in around about 2012, 2013, and then this year they’re starting to come back. So they’ve had 15 years nearly out of the market and they’re coming back because they’re just wanting an opportunity for face-to-face advice. So, I think actually it’s a hot topic now and I think all segments of the market are looking at, how do they develop non-technical skills to help them succeed in the future? Mindy Diamond: Can someone who was not born with strong EQ, can they learn this? James Woodfall: Absolutely. One of the interesting things about EQ is it’s not like IQ, for example. IQ is our a sort of cognitive ability. There was some good research that was done probably about, I think 2016, which looked at, do you remember all this sort of brain training apps like, if you do Sudoku, do you get smarter? You get better at Sudoku, but it doesn’t translate into performance on another. You don’t get better at crosswords from doing Sudoku, for example. So, IQs are pretty much fixed and there’s not a lot we can do about that. But EQ has been shown to be a trainable ability. So regardless of where you are now, if you understand your strengths and weaknesses and put a plan together for improvement, everyone has the ability to improve their EQ. And it’s not like personality, for example, where it’s quite hard to shift the dial. Let’s say if you’re quite strongly introverted and you find social situations difficult, if you just took that approach and said, “Well, look, can we make you extremely extroverted?” The answer would be, well, probably not. But EQ absolutely helps that person because noticing that you feel uncomfortable in, say, a networking situation if you have to do that professionally, having the tools in the bag to manage that feeling and throw yourself into the experience, that’s EQ in action. So, it doesn’t matter your baseline of where you are, EQ can have a big impact on your ability to perform across a range of different contexts, home, work, with friends. Mindy Diamond: Yeah. Let’s talk about your comment that EQ or strong emotional intelligence is what can make an advisor untouchable by AI. And I assume the premise being that, I can’t replace a human relationship. It may be able to come up with the questions, but at least for today it lacks the ability to know what to do with that information and to create the human connection. Talk to me more about that. How and why is that? I mean, is that part of why people are coming to you, because they’re worried about AI encroaching on their business? James Woodfall: Where we are at the moment is actually AI… Let’s look at healthcare for a second. Chatbots in healthcare have actually been outperforming humans in some respects. So there’s a type of therapy called cognitive behavior therapy, that’s been run with AI agents and patients. And as researchers to show that actually, disclosure has increased when patients are speaking to a chatbot because cognitive behavior therapy is like it’s guided, is a method, it’s a methodology to it. But disclosure increases and this theory behind that is is that people open up more when they don’t feel like they’re being judged by another person. So that’s interesting, because that saying to us, “Well, actually, people are trusting AI agents with very, very personal information, and people are already getting that feeling of empathy with AI agents.” Because if you tell an AI agent something deeply personal and it says, “That must have been really difficult for you,” for example. Mindy Diamond: Yeah, it does that well. Wonderful feedback about how great you are or what a smart question you just asked. James Woodfall: Yeah, but it’s synthetic, it’s not real empathy, it’s synthetic empathy. Whilst we might feel actually we get that feeling that we’re being understood, it’s not real. And I think the advisor’s edge is, look, I think where we might end up with this is that if you take a step back and you do this kind of exercise of what’s my ideal client, the ideal client is, I think, now is someone who is still time poor. So yes, an AI agent might be able to interview you, build a financial plan, but do you really want to spend the time doing that or do you have any inclination to do that? No. Well, that’s a perfect client who would hire an advisor. They value human relationships. Obviously when we do get AI entering the advisor market, it’s going to be at a lower price point. So actually, we’re now talking about a difference between experience. So the experience of being with an advisor comes at a premium. So that experience is going to be what people are going to pay additional value for. So, it’s the experience of dealing with a human. It’s the experience of dealing with a human who can talk them through complex information and options, help them understand their thinking and apply judgment, connect with those emotional things. But there’s a whole range of information that we get when we’re talking face-to-face, which AI doesn’t have access to. So back to that retirement example, if we say, “Well, man, I’ve modeled your plan. If we do X, Y, and Z, you’re not going to run out of money when you retire. You’re going to be okay.” And then the person, usually what they do is they sigh with relief, which is actually the emotion of joy, relief is actually happiness. So that sigh of relief and the softening of muscle tension in the body that you see when you’re face-to-face with another person, AI can’t, doesn’t get that data. Mindy Diamond: And how powerful is that? So, why does that matter? If I say, “I have X, I need Y. I have X number of years until I retire. Will I have enough money to retire the way I want to?” AI can spit that answer out faster than any financial advisor and come back hopefully saying, “Yes,” they’ll know that I will experience relief and joy because I’ll write back saying, “Great news.” It’ll say, “Yes, that is fabulous news.” It’ll tell me why I’m relieved and all that sort of stuff. So, why does that matter? James Woodfall: I think fundamentally, it comes back to trust. For those people who can get that quick answer, they’ll go, “Yeah, that’s great.” But there’ll be some people who go, “Yeah, fine. I’ll take that answer at face value.” There’ll be other people who go, “Well, what if you made a mistake?” Quite interesting that actually, people will get the same answer from a human advisor and they’ll trust it more. And I think one of those things is because we’re wired for connection, so when empathy develops, it’s quite interesting. Something which you see in young children, for example, is when we develop at the very early stage, probably about three or four years old, before children have learned to self-regulate their emotions, you see emotional contagion in groups of children happen quite rapidly. You get one child who say gets a toy taken away from them and starts crying, and then all the other children at the same age in the nursery start crying. Now, none of those other ones are crying because they’re sad. They’re crying because we have these things called mirror neurons, which means we pick up and mirror the emotional state of people around us. So, you actually get an experience of shared feeling and especially if you’ve got strong rapport, strong relationship, you actually share emotions of the people around you. Now, of course, as we grow out of that developmental stage, we learn this ability to understand that actually what we’re feeling isn’t happening to us, it’s happening to someone else. But have you ever been around… My favorite example for this is, if my wife has had a bad day at work because she comes home and starts slamming the door and banging cupboards, why I start to feel anger, because it’s rubbing off, it’s in the room. So, it’s this shared understanding that I think is where the value is. And so absolutely the answer might be faster and quicker, but for some clients they value that experience of having that answer delivered by someone who understands them. Mindy Diamond: And I think, so the point is that there will be clients or prospects that will value the efficiency of AI, that don’t necessarily need the face-to-face, that don’t necessarily… They just want the answer. They want the answers to the test, they don’t care how you got there. But what you’re talking about is finding the clients that really value the human connection. And if that’s what in fact is going to make advisors untouchable, then they need to make sure that they really strengthen this skill. James Woodfall: It’s not just the answer, but it’s the whole experience that’s wrapped around that. So actually last year, and my wife took me to a restaurant and we had a lovely, lovely meal. And on the menu there was this cup of coffee and the beans were like one of the rarest beans in the world. They’re the ones that get eaten by this little animal with the jungle in it, poops them out, and then the beans get roasted. But it was about 40 pounds for this cup of coffee and I thought, well, I’m going to have that. But that’s the experience, isn’t it? I could get a cup of coffee at McDonald’s, but actually the experience of this, something which is rare, exclusive, delivered in an amazing environment, that’s what you’re paying for. So, you’ve got to remember that actually if experience dictates a lot of what we value as well. So because if all of our decisions were made on price, Ferrari wouldn’t have a business because everyone would just be buying the cheapest car that does the job. You’re going to think advisors that are going to operating in this space, well, they need to think about the whole package, as in the experience that the plan that’s delivered, and the advice. Mindy Diamond: But it speaks to the notion of any advisor that isn’t thinking about AI’s impact on his business and how to reshape or rewire the business, even just rewiring the value proposition, retooling their value proposition, how they explain their value and what they do needs to change because they’re competing not only with the advisor that sits next to them or down the hall, but they’re competing with AI. How about as AI, as you see AI develop? So fast-forward five years, you and I are talking about where AI is today, but AI is, God knows where it’ll be five years from now. So, how do you foresee, do you still foresee the advisor being untouchable if they get this right, five or 10 years from now? James Woodfall: I don’t think it’s financial advice that’s unique with this, because I think it’s any profession where at the moment human judgment and understanding are valued. Healthcare, for example, same thing, doctors follow consultancy process. You’ve got this like tax, legal, a whole range of professions which are all grappling on the same problem. So I think in five years time, I think the answer is, is that we just don’t know what AI will look like. But certainly in the moment, if you track what Claude are doing with code work, and what Perplexity is doing with its skills and add-ons, a lot of it is actually at the moment geared up to freeing up the advisor’s time so that they can spend more time with clients. So, I think at the moment this sort of trend is looking like AI companies want to support advisors to be way more efficient so that they can deal with more clients. But in five years time, who knows? I think probably one of the biggest leaps that will happen is when AI is no longer working from, say, just a transcript. If it gets out to that kind of chat where you can actually interact with an AI agent like you and I are talking, I think that’s going to provide a different experience, because then you’re moving it from, as I said, that kind of structure where somebody is stuck there tapping away at keyboard, having a conversation with a chatbot, effectively, to actually having a conversation with an embodied agent with a face, gestures, a voice. That I think will start to change things a little bit. Mindy Diamond: Yeah. Well, it will be an interesting future, for sure. This has been a fascinating conversation. I really enjoyed it, and thank you so much for sharing so graciously. Is there anything to wrap up that I didn’t ask you, that you would want an advisor to know about this concept or anything you’re thinking about? James Woodfall: I think we’ve taken a broad sweep and then a deep dive into certain areas. I think really probably have to get started. I think probably one of the… I mean, you mentioned obviously I’ve got a book that you share the links to, which is fantastic. Audiobook is available to that as well on Spotify or wherever audiobooks are listed. I think there’s a lot of good advice in that about how to get started. So, I think for people who are looking at covering that next step of, what do we do, it’d be, yeah, pick up a book and have a bit of a deep dive. If you want to skip the book and come straight to having a conversation with me, then I write a weekly email, which goes out once a week, which is just one topic. So very much like we’ve been talking today, I share ideas on that once a week, or on LinkedIn, I’m around on LinkedIn as well. Mindy Diamond: Good. Well, we will link all of it so everyone knows how to find you. Thank you again for being so gracious. Love the topic, love the work that you’re doing, love that there’s a need for it, and can’t wait to see where you go from here. James Woodfall: Brilliant. No, I enjoyed it. Thank you. Mindy Diamond: Thank you. As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful because you take your professional responsibility seriously, and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firms or could a better option exist? Should I Stay or Should I Go? Is a book written with you in mind? It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook. Emotional Intelligence: The “Untouchable” Differentiator in an AI World A conversation with Mindy Diamond and James Woodfall, Communication and Behavior Specialist at Raise Your EI.      Mindy Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Emotional Intelligence: The “Untouchable” Differentiator in an AI World. It’s a conversation with James Woodfall, Communication and Behavior Specialist from Raise Your EI. I’m Mindy Diamond, and this is the Diamond Podcast for Financial Advisors. At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our Annual Advisor Transition Report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. For years, advisors have competed on expertise, the ability to solve problems, deliver answers, and provide guidance clients couldn’t easily find on their own. But today, those answers are becoming easier to access via artificial intelligence and tools like ChatGPT, Claude, and Perplexity. AI can generate planning ideas, summarize complex topics, and answer questions in seconds. As the technology continues to improve, it raises an important question. If information becomes increasingly commoditized, what will clients continue to value most? My guest today, James Woodfall, is the Founder of the training firm, Raise Your EI, and a former wealth management business owner. James now helps advisors, leaders, and organizations strengthen the communication and behavioral skills that drive trust, influence, and performance. Skills rooted in emotional intelligence or EI, something that AI cannot authentically replicate. What’s interesting about James’s perspective is that he doesn’t view emotional intelligence as a soft skill. He views it as a business skill, one that impacts how advisors build rapport, earn referrals, lead teams, deepen client relationships, and ultimately differentiate themselves in an increasingly competitive marketplace that includes human and machine-driven advice. Our conversation explores why rapport is the foundation of trust, how emotional intelligence can be developed like any other professional skill, and why advis

Augie Cortez has reached the point that many real estate investors dream about. His rental income covers all of his family's living expenses, giving him a comfortable, low-stress lifestyle. As long as he keeps his properties rented and in good condition, the rentals cover the bills.In this episode, Augie shares how he built his portfolio by buying single-family homes, primarily renting to Section 8 tenants in a great school district. He explains why keeping all of his properties close together has made self-management much easier, why he does most of his own repairs, and how tenant-proofing his rentals has dramatically reduced maintenance headaches.He also explains why providing great service and keeping the properties in good condition has led to tenants staying for many years, which, in turn, reduces his turnover expenses.We also talk about the importance of keeping leverage low and building equity, the lessons he has learned about allowing pets, the toughest challenge he has faced as a landlord, and the advice he would give to anyone who wants to build a rental portfolio that provides financial freedom and peace of mind. https://rentalincomepodcast.com/episode581Thanks To Our Sponsors:PadSplit - Earn 2.5X more rental income with PadSplit's shared housing model.Ridge Lending Group - Ask about the All-In-One loan. A first-position HELOC on rentals.Rentec Direct - Automate the day-to-day work and make property management easy. Use promo code RIP to get 10% off your first 6 months.

Are you a solo real estate agent exhausted by a database that feels like a dusty digital rolodex? In this episode, I share my screen to show you the exact four-layer CRM architecture that helped me close 52 deals a year without making 200 cold calls a day or begging for business.Instead of burning your pipeline with generic "just checking in" drip campaigns, I break down how to automate the busy work with value-driven touchpoints so you have time for the conversations that actually matter. We cover how to structure passive market newsletters, schedule in-person annual anchor meetings, leverage event invites, and use social listening to organically extract referrals. Stop relying on consumer-level sales tactics and learn how to leverage your tech to build wealth and scale.

How to Build Pipeline With Podcasts One of the questions host Adam Turinas often hear most from healthtech marketers is whether starting a podcast is actually worth it. And if you already have one, are you thinking about it the right way? He brought on two guests who have built one of the most distinctive shows in healthtech together: Ed Gaudet, CEO and Founder of Censinet, and his brother Mark Gaudet, Director of Market Development at Censinet and the host of their podcast, Risk Never Sleeps, which just hit 200 episodes. This conversation gets past the usual “build your brand” rationale for podcasting and into the real, honest story of what it actually takes and what it actually delivers. Ed and Mark talk about the grind of those first six months, why most podcasts never make it past 25 episodes, and how Risk Never Sleeps has become a genuine source of pipeline for Censinet. Adam share his own experience too, including how syndication 5X'd our reach and how listeners have turned into real business conversations. Find all of our network podcasts on your favorite podcast platforms and be sure to subscribe and like us. Learn more at www.healthcarenowradio.com/listen

A Special Industry Update, With Jason Diamond and Mindy Diamond Jason and Mindy Diamond revisit how advisor due diligence is evolving—from AI and enterprise value to firm stability, ownership, and optionality—and why those questions matter more than ever. In Summary Due diligence has always been about finding the right fit. But what advisors are evaluating has expanded considerably. In this replay of an Industry Update, Jason Diamond and Mindy Diamond revisit The Advisor Transition Playbook to explore how advisor priorities continue to evolve. Beyond the traditional reasons advisors consider change, they discuss newer factors shaping decisions today—from artificial intelligence and enterprise value to ownership structure, firm stability, and long-term optionality. The conversation reinforces that while every advisor's motivations are personal, the evaluation process has become far more strategic. Today's advisors aren't simply comparing recruiting deals or platforms. They're considering how today's decisions may influence the value, flexibility, and future of the businesses they're building. The Storyline For years, advisor movement was largely driven by familiar themes: bureaucracy, management changes, technology frustrations, and the desire for greater independence. Those factors remain important. But the conversations Diamond Consultants has with advisors today increasingly include questions that rarely surfaced just a few years ago. How should AI factor into firm selection? What is the long-term value of building enterprise value instead of simply maximizing a recruiting package? How important is a firm's ownership structure? And how should advisors think about stability in a marketplace where acquisitions, recapitalizations, and private equity investment have become commonplace? Jason and Mindy revisit the transition framework introduced in Part 1, focusing less on the mechanics of making a move and more on the evolving criteria advisors are using to evaluate their options. The result is a broader discussion about due diligence—not simply as a transition exercise, but as an ongoing strategic process for advisors seeking to build their best business life. Topics Covered Advisor due diligence Traditional vs. emerging drivers of advisor movement Artificial intelligence in wealth management Enterprise value and advisor ownership Recruiting deals versus long-term economics Reverse due diligence Firm ownership and stability Private equity in wealth management Advisor optionality Building a long-term advisory business Blubrry Player > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why are the traditional drivers of advisor movement still relevant? (4:00) Jason and Mindy revisit the longstanding push-and-pull factors that continue to influence advisor decisions, from bureaucracy and management frustrations to the desire for greater ownership and control. How has AI become part of the due diligence process? (13:50) The discussion explores why advisors increasingly expect firms to demonstrate a clear AI strategy—and why investment, integration, and vision may become meaningful competitive advantages. Why should advisors care about enterprise value, even if they don't technically own their business? (24:30) Jason and Mindy explain why more advisors are evaluating decisions through the lens of long-term business value rather than solely short-term economics. What does reverse due diligence really involve? (37:15) The conversation highlights why advisors should evaluate prospective firms with the same rigor firms use when evaluating advisors. How does firm ownership affect advisor optionality? (38:00) Private equity, acquisitions, and changing ownership structures have made it increasingly important to understand what happens if a firm's strategy changes after an advisor joins. Why has due diligence become more strategic than ever? (45:30) The episode concludes with a broader discussion about defining one's “best business life” and making decisions that align with long-term goals rather than reacting to short-term frustrations. Key Takeaways The reasons advisors evaluate change have expanded well beyond traditional frustrations such as bureaucracy and compensation. AI has become an increasingly important component of firm evaluation, not because it replaces advisors, but because it can enhance productivity and client service. Enterprise value is becoming a consideration even for advisors who currently work within employee models. Reverse due diligence is just as important as a firm's evaluation of an advisor, particularly when assessing ownership structure, capitalization, and long-term stability. The most effective transition decisions balance immediate economics with long-term flexibility, ownership, and optionality. Every advisor's definition of success is different, making clarity around personal goals the foundation of any due diligence process. https://youtu.be/WZbUZJZK1yc Quotable Moments “Every advisor deserves to live their best business life.” “Just because you're frustrated doesn't mean you should move. You need something worth moving toward.” “The question isn't simply what you're paid today. It's what you're building over time.” “Knowledge is power. Understanding what your business is worth should be part of every advisor's decision-making process.” FAQs Why are more advisors expanding their due diligence beyond compensation? While transition economics remain important, advisors are increasingly evaluating technology, AI capabilities, enterprise value, ownership opportunities, and long-term flexibility as part of the decision-making process. How should advisors evaluate a firm's AI strategy? Rather than looking for finished products, advisors should assess whether a firm has a clear vision, meaningful investment, and an integrated approach to using AI to improve advisor productivity and client experience. What is reverse due diligence? Reverse due diligence is the process of evaluating a prospective firm as thoroughly as the firm evaluates the advisor. It includes understanding ownership structure, financial stability, culture, technology, leadership, and long-term strategy. Why does enterprise value matter for employee advisors? Even advisors who do not currently own their businesses may benefit from understanding how different business models create opportunities for ownership, long-term value creation, and future monetization. How has private equity changed advisor due diligence? Private equity has introduced new opportunities for growth and capital, but it has also made it more important for advisors to understand ownership structures, investment horizons, and what future transactions could mean for their business. What does Diamond Consultants mean by an advisor's “best business life”? It refers to aligning an advisor's business model, goals, client experience, compensation, flexibility, and long-term vision in a way that best supports both the advisor and the clients they serve. While transition economics remain important, advisors are increasingly evaluating technology, AI capabilities, enterprise value, ownership opportunities, and long-term flexibility as part of the decision-making process. Rather than looking for finished products, advisors should assess whether a firm has a clear vision, meaningful investment, and an integrated approach to using AI to improve advisor productivity and client experience. Reverse due diligence is the process of evaluating a prospective firm as thoroughly as the firm evaluates the advisor. It includes understanding ownership structure, financial stability, culture, technology, leadership, and long-term strategy. Even advisors who do not currently own their businesses may benefit from understanding how different business models create opportunities for ownership, long-term value creation, and future monetization. Private equity has introduced new opportunities for growth and capital, but it has also made it more important for advisors to understand ownership structures, investment horizons, and what future transactions could mean for their business. It refers to aligning an advisor's business model, goals, client experience, compensation, flexibility, and long-term vision in a way that best supports both the advisor and the clients they serve. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. Related Resources The Advisor Transition Playbook: The Latest on Due Diligence, the Move, and Everything In Between – Part 1 Annual Advisor Transition Report Top 10 Tips for a Strategic Due Diligence Process Should I Stay or Should I Go? View the transcript of this episode… The Advisor Transition Playbook: The Latest on Due Diligence, the Move, and Everything In Between – Part 2 A Special Industry Update with Jason Diamond and Mindy Diamond. Jason Diamond: Welcome to a replay of one of the most popular episodes from our podcast series for financial advisors, The Advisor Transition Playbook: The Latest on Due Diligence, the Move, and Everything In Between. It's Part 2 of a 2-Part Industry Update with Mindy Diamond. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven and based on building relationships, starting as your strategic partner, well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our Annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: There’s been a noticeable shift in how advisors are approaching decisions about their business, not necessarily in whether they’re exploring change, but in what they’re focused on when they do. Mindy is back with me for a continuation of our earlier conversation on the Advisor Transition Playbook. Last time, we spent time on the mechanics, how due diligence works, what a move actually entails, and how to think through the process. What’s become more apparent since then is that the inputs into that process are evolving. The traditional drivers are still there, but layered on top are a set of considerations that didn’t carry the same weight before. AI is one of them, and not just as a tool, but as a differentiator that advisors are starting to diligence more seriously. Enterprise value is another. Showing up in conversations, even for advisors who don’t technically own their business, but are thinking more critically about what they’re building over time. And then there are questions around stability, ownership, and flexibility. What happens to the firm itself and whether advisors retain the ability to adapt again if circumstances change. None of this is theoretical. It’s showing up in real time conversations. What we want to do here is unpack those new triggers of advisor movement and what they suggest about how decisions are being made today. So let’s get to it. Mindy, the legend, thank you for joining me. So glad to have you on. Mindy Diamond: Thank you. I’m so happy to be here. Jason Diamond: Great. Let’s dive right in. I’ll set the stage really quickly one more time. When we spoke about this topic last, we talked about the drivers of movement, what we’ll call in this conversation as the old or the legacy drivers of movement, and we spoke about the mechanics of the move. Before we get into the new drivers of movement, which I want to be the meat of the conversation, remind us, when we talk about the legacy drivers of movement …. And by the way, by saying legacy, I by no means want to suggest that they’re not valid today, because they’re equally valid, if not more so today than they were then. But when you think of the classic drivers of movement in our industry, what are they? Mindy Diamond: Yeah. So I would say, first of all, let’s start by saying that for every advisor, they’ve got a unique set of needs. So the first thing to say is that while you and I can talk about the categories of frustrations or things that might bother an advisor, they show up differently in each advisor’s life. So it’s important to note that everyone is unique. But generally speaking, if I had to package them, I’d say it’s number one that shows up most of the time is too much bureaucracy. A feeling that a firm or a model is just too hypervigilant in terms of compliance and it’s too bureaucratic and too hard to get things done. Number two would be some sort of change in or frustration with management. Something is going on that the person or persons that are responsible for managing the business are just not … They’re not the wind at their back. They’re obstreperous. They’re causing difficulty and frustration. And probably the third one would be less about a pain point and more about the desire to be something that they couldn’t where they were. The notion that they want to be more independent, they want to be a business owner and they just can’t do that. That doesn’t exist within the model where they work. Those probably have been the three ones top of mind, but I bet you’ll have some … You’ll add to that. Jason Diamond: I’ll add a couple. But before I do, I’ve heard you talk about this topic, maybe said another way as pushes and pulls. Can you explain what you mean by that? Mindy Diamond: Yeah. So I think that we think about the pushes, the frustrations, the things pushing somebody out the door, the factors that make it less easy or less fluid to do business. And there’s almost always pushes that exist when somebody comes to us, where they’re frustrated to some degree or another about certain things. But we tell people all the time that just to be frustrated should never be enough, because if all you’re doing is running from one set of problems, you’re very likely to run into maybe a different set, but still problems elsewhere. So a move needs to be driven in equal part, if not more, by pulls. Being pulled toward an opportunity that can be needle moving enough or better enough than where you are now. Pushes and pull. Jason Diamond: I love it. So let me ask you a little bit of a pointed question. Is a recruiting deal a valid pull factor? Mindy Diamond: So look, it’s different for every person. We’ve had advisors come and say, “I just went through a divorce and the most important thing to me is to recapitalize. And so a recruiting deal is really important.” And while I would never be one to say that’s not valid, it can be … And by the way, any advisor should want to and expect to better their financial situation. There should be economic gain. But it shouldn’t be the only or the primary reason for the move. So you want to monetize. The notion of wanting to monetize in the short term should be a factor in what model you pick, but it shouldn’t be the primary driver for a move. Jason Diamond: I agree with that wholeheartedly. I was going to say something I think maybe would’ve surprised you a little, which is like, yeah, I think recruiting deal is a very valid pull factor because what we’re saying is, it shouldn’t be the only pull factor. And sometimes it is and it makes us a little bit sad, I think, when that’s the case. But all of these factors you mentioned, and the ones I would add, I think that maybe technology would be another kind of factor that drives movement, all of these factors are not one specific reason. If you did the exit interview, either actually conducted the exit interview with advisors or thought exercise exit interview, I think they would point to a confluence of all of these factors. Compliance was a headache. I wanted to launch a podcast. I wanted to be able to send a timely communication to my clients. We used to hear that one during COVID a lot, right? By the time compliance approved something to send to clients, it was already stale. So do you agree with that, that it’s generally a confluence or a combination of these? Or in your experience, is it advisors are like, “No, compliance or the tech is so bad, I’m out”? Mindy Diamond: Yeah. So most often there’s a straw that breaks the camel’s back incident or thing where they’re willing to put up with a series of minor paper cuts, if you will. And then almost always there’s something that happens. You and I got a call the other day from a team that said that they had split from their partner and the management of the firm was favoring the ex-partner, making it harder for them to stay or making it less fun or feel good for them to stay. So while they gave me a laundry list of things that were imperfect, I don’t know that any one of the things that were imperfect up until then would’ve been enough to drive them out. But when that one thing, that feeling that they were a second class citizen came up, that was the straw that breaks the camel’s back and went from a minorly frustrated to, “I’m out of here.” Jason Diamond: Yeah. And there’s probably a hundred examples you could walk us through. And I wanted to just highlight too, this concept is not limited to the wirehouse or employee or captive firm world, this is equally relevant for independent advisors. Granted, some of the pushes and pull factors, some of the triggers are not necessarily the same, but the idea that advisors outgrow a broker dealer or an RIA or either need or want or desire in some way, shape or form, greater autonomy, flexibility, freedom, control is certainly not limited to the employee space. I just wanted to make that point. Mindy Diamond: And I think that’s absolutely right. I think the notion of that frustrations or limitations or bureaucracy only existed if you were a W2 employee at a bulge bracket firm. That went out the window. As the industry landscape has expanded and there’s more and more valid ways to be a financial advisor, there’s more and more ways for a firm or a model or an infrastructure to frustrate an advisor. And that’s not being overly negative. It’s just to say there is no perfection anywhere. Jason Diamond: Yeah, 100%. And by the way, to play a little bit of devil’s advocate on that, and then we’ll move on, I would just say there are pain points that might come from a firm being small and subscale as well. My firm doesn’t have efficient technology. They don’t invest enough in the business. They don’t provide a lead mechanism. They don’t have a robust banking and lending or investment solutions platform. So this stuff cuts both ways. An advisor can be frustrated or limited and an advisor can be excited. Pushes and pulls I think touch on, we’ve heard from advisors in every single pocket of the market, this is a relevant concept. Mindy Diamond: The theme of this is that every advisor deserves to live their best business life. That’s what people are in search of when they reach out to us or when they engage with us. What they’re looking for more than anything, and this is irrespective of where they work or how long they’ve worked or how much they manage, every advisor is in search of their best business life. And what defines their best business life is having the best quality of work life, but also the best ability to do what they want to do with their business, to serve their clients without limitations, to grow the way they want, to be paid a fair wage, and ultimately set up to maximize the value of the business they’ve built. Those are the definitions of one’s best business life. Jason Diamond: I used an even simpler definition of best business life and I stole it from you, which is the true north concept, which is if your true north is maximizing enterprise value and chasing the dollar and trying to build something that’s scalable and saleable, then great. If your true north is to build a lifestyle practice, there’s plenty of advisors who are successful and happy and content in that regard as well. And I think that’s what we’re talking about, is finding your true north and then it’s possible. I mean, that’s the beauty of the landscape. We’re talking about this, a lot of this is pain points or things that advisors experience. The exciting part of this is there’s never been a better time to be an advisor because of the breadth of choice they have and the ecosystem that’s been born to support advisors, to your point, across the spectrum. Mindy Diamond: Yeah. And it’s also, I think, worth saying that it starts with really good crystal clear clarity around not only what’s frustrating you, but what you want ideal to look like. Because I can’t tell you, or I can tell you because … I can’t tell our listeners, I can’t stress enough how often we get calls from advisors that tell us where they think they want to be or tell us they want to move. They have clarity about what’s frustrating them or what they want to change, but they don’t really have clarity about what they want it to look like. And the less clarity you have, the less likely you are to be successful in finding the exact right solution. So our work, the thing we probably do best is really work with advisors to help them. It doesn’t take long. In an hour conversation, we can help them to really get crystal clear on what they’re looking to solve for. Jason Diamond: Absolutely. All right. Great appetizer. We set the table. Let’s dive into the main course now. I want to talk now about what I’m calling the 2.0 triggers or the new triggers of movement. And to be clear, it’s not that these are more important or better or more significant drivers of movement. In fact, you could argue they’re probably at present less significant than the ones we just listed. But I think what we’re saying is these are triggers that are starting to come up more and more in conversations and we expect them to only proliferate further. And in that regard, they’re noteworthy and important for advisors because advisors should be reconciling not just what are the things I need to be worrying about today, but also what are the things I need to be potentially worrying about five years from now. So with that in mind, let’s dive in. I think the first one we have to start with is AI. And I always chuckle a tiny bit when we mention AI, we used to have to specify what are we talking about. Are we talking about artificial intelligence or alternative investments? And now it’s very clear. Everybody knows we’re talking about artificial intelligence. So the direction of the industry, no over-dramatization to say is at stake here. It’s that important of a topic. Let me ask you just very simply first, is this coming up in conversations with advisors? Mindy Diamond: Oh, all the time, but it’s almost table stakes. So I think the way it comes up is that people assume, advisors assume, and by the way, have the right to assume that AI is part of the tech stack. The notion that if I’m evaluating a firm and part of what frustrates me or part of what’s really important to me is cutting edge, really robust technology, part of what I am expecting is that a new firm is going to have really robust technology. And part of that is really robust access to AI. And has honed the AI in a way that’s user-friendly, that really answers or delivers on making me a better … Not replacing me as an advisor, but making me a better, more efficient advisor. Jason Diamond: 100%. And I would also add, so as I think about this AI topic, I don’t want this to become a conversation around, is AI going to replace advisors, because I think we both agree that’s not going to be the case. Especially at the top end of the market for quality advisors, I think they’re not going anywhere. But in my view, when we think about the trigger of movement, AI has the potential to be transformative because a couple kind of use cases or trigger cases come to mind, and I’d love to hear your thoughts. One is, do you think advisors will potentially consider a move because they’re worried about this? So in other words, play this logic out with me. I’m 55 years old and I’m like, “Oh man, AI might be coming from my job.” And there’s firms offering 400% of revenue to move my book. Maybe I should take that check and kind of de-risk and monetize while I can. What are your thoughts on that? Mindy Diamond: I absolutely think we’re already working with that fall into that category, but to say that is the only reason for the move would be wrong. I’m grateful that people trust us enough to be transparent with us. So they let us know that underneath the notion that they want to better serve clients, they ultimately want better access to A, B, and C, they want to be able to do D, E and F with less restriction, is really the main reason for the move. But underneath it, the notion that my book, I want to protect myself. My book may well be the biggest it’s ever going to be. It is going to be worth more today than it could be in the future if things don’t go my way. And if I know I’m going to move and one of my goals is to monetize, I might want to do that now. Jason Diamond: I agree. And that’s where the top deal story comes in also. Firms paying a top deal is a part of that story. It’s what you just said, plus advisors know firms are willing to pay incredible multiples. I mean, as we speak, UBS is in market with one of the largest deals in history. So those two narratives side by side, I agree. I think this becomes more of a kind of catalyst or driver movement. It’s come up in my conversations on both sides of the spectrum. It’s the tech savvy, AI savvy advisors who are excited about this, who are like, “I want to be the most AI enabled version of myself I can be. It’s going to make me a rockstar and it’s going to widen the gap with my peers,” but it’s also come up with the people who are, I think, rightly scared and fearful about what this might mean for their job. Mindy Diamond: Let me ask you, what are examples of the way you’ve seen some of the best firms who have embraced AI? What is their narrative? What is it that they’re saying to advisors that if you come here from a tech or AI perspective, you’ll be better because we’re able to do … Fill in the blank. Jason Diamond: Yeah. So a couple that come up. First of all, I want to make the important point. Advisors do not expect that firms, either their current firm or firms that they are diligencing prospectively, have this figured out or solved. Everybody understands this is a fairly new area that firms are still very much kind of developing their strategies in. What advisors want to see is a few things. They want to see though leadership, they want to see investment, and they want to see a strategy, right? Effectively, they want to see a step in the right direction, really. So I’ll give you a couple examples. There are a number of tech savvy RIAs, very tech-enabled, AI-focused RIAs, because I think this is easier to be nimble. I think where you’ll see this quicker probably is in the independent space. That what they’re doing is things like this. An advisor logs on to their workstation in the morning and their system queues them proactively, Mr. and Mrs. Smith may be good candidates for a Roth IRA conversion. And then if the advisor decides to contact the client in some way about it, the system will of course help them draft the communication, but then it’ll take it a step further and actually help them to process and transact that conversion. So soup to nuts, ultimately driving efficiency. That’s the name of the game. That’s why firms, I think, are excited about AI, at least the good firms. Because what I think they realize it will do is, the stuff that’s a waste of time that could be automated that advisors, and probably even more so their associates, client associates are spending time on, that should be a massive time saver for advisors. And I think if you play that story out, what does that mean? It should mean bigger books of business and therefore more productive advisors because they have more time to prospect and focus on their clients. Thoughts? Mindy Diamond: Yeah. So I think you said it perfectly, but it raises the question then. You say that the RIAs can be more nimble. You’re right. I mean, the big story around the biggest firms was like moving a battleship, it takes a long time to turn it. It’s not as nimble. So what and how are the bigger firms competing against the RIAs with respect to AI? And second question, we still always get questions, and rightly so, about Morgan Stanley has more money to invest… Jason Diamond: That was going to be part of my answer. Mindy Diamond: … than fill in the blank RIA. So how does that all work? Jason Diamond: That is absolutely going to be part of my answer, is that I have heard this question posed almost presumptively both ways. “Oh, it’s got to be that the RIAs are going to be the clear winners in this.” And I’ve also heard, “Oh, it’s got to be that the wirehouses are going to be the clear winners in this.” I don’t think it’s going to be channel specific like that. I think it is going to be firm specific. I think there’s going to be firms that are going to do this well and firms that are going to not do this well. But there’s going to be winners in the wirehouse space. There’s going to be winners in the regional firm space, with firms like Raymond James who are clearly trying to be on the cutting edge of this. There’s certainly going to be winners in the broker-dealer space. LPL is investing heavily in this, as are many of their broker-dealer competitors. And then of course the RIA space, where sometimes they may not have the budgets, but they have a couple things. They have private equity backing, sometimes. They have the custodians that they’re built on, right, or the tech vendors that they’re built on. So Schwab and Fidelity or Orion and Addepar. They have other ways to access these innovations. One of the things that comes up with this that your question I think gets at is, a similar question that was raised around technology stacks, which is strength of offering versus integration. And that’s where I think a firm like Morgan Stanley really will shine, is they should … Because they don’t put anything out that’s not well integrated. The big firms have generally done a pretty good job of that. Versus the RIAs. Sometimes we’ve heard feedback where, yes, you have access to you name it, right? You dream it up, you can go and buy it. But the left hand may not speak to the right hand quite as well. Mindy Diamond: Yeah, that’s actually a really good point. And integration is probably one of the biggest … If you ask an advisor when they talk about technology as either being one of their pushes or pulls, probably what they’re referring to more than anything is not only having the capability, but having the integrated capability. So that’s a great point. And I think your point is right, that the final chapter on this has not been written. Nobody thinks that it has. And so whatever answers you and I can talk about today about who’s winning this race, or this tech race or this AI race, will be totally different tomorrow. We all know that. But I think for purposes of this conversation, to say that an advisor having an expectation that their technology be outstanding and that AI be on the table, that a firm is embracing it and heading in the right direction, if you will, has the right thought leadership and the right willingness to invest in it is what advisors are really looking for right now. Jason Diamond: Absolutely. And this is a question too from the firm’s perspective, if you are a firm of any size, you must be able to answer that. This has become question 1A. And again, I don’t mean to suggest that I think AI is the number one most important factor driving advisor movement today. It very well might be at some point down the road. I don’t think we’re there yet. But I do think it’s the topic du jour or the hot topic, where every advisor is asking about this. So that means if you’re a firm, you need to be prepared to tell the story or at least have the vision. And I think what we’re hearing from both advisors and from firms is this, AI is going to … What is right now a gap between the good and the bad, the quality and the non, is going to become an absolute chasm, right? An absolutely mountainous gap between the best firms and the firms who are able to adapt this technology or this AI. And the same thing at the advisor level, between the AI-enabled superpowered advisor versus those who are in the dinosaur ages, for lack of a better term. Mindy Diamond: Yeah. And we’ll move on, but it is worth saying that the day of the standalone independent, the one man or one woman band who hangs out a shingle, and to use your term, running a lifestyle practice, nothing wrong with that, but it would be near impossible to imagine a world where a standalone independent can compete with a private-equity-backed RIA or an RIA that has a big pool of capital behind them or to compete with the major firms. And our point is the ability to compete is probably more important with respect to this topic than just about any other. Jason Diamond: Totally agree. Thank you for tying a bow on that because I think that’s a good place to leave the AI topic, at least for now. I’m certain we’ll have more to say on this one. By the time we release this episode, we’ll probably have more to say on it. So we’ll have to do a follow-up again. But I want to talk now about enterprise value. And this is one where if you’re an RIA or if you’re an advisor at an independent firm, this might sound like a duh, but hear me out on this one. The idea is as follows, if I’m a wirehouse advisor or any sort of captive advisor, I don’t technically own anything. Agree? Mindy Diamond: Agreed. Jason Diamond: Okay. So if that’s true, that I don’t technically own anything, I technically don’t have any sort of enterprise value or ability to monetize. But my premise here and why I would argue that enterprise value has become a driver of movement is even wirehouse advisors know … They see teams like OpenArc, a massive RIA that launched last year. They see their corner office peers breaking away, starting independent firms. They see them selling to asset managers, private-equity-backed RIAs, private equity firms in their own right for these massive multiples. And what I guess I’m getting at, and I’m curious if you agree is, if a wirehouse advisor, let’s say, sees their colleagues sell to a private equity firm for 20X, doesn’t that have to become a little bit of a catalyst for movement in its own right? Mindy Diamond: Without a doubt. Historically … Actually, let me date myself. When I started this business now 32 years ago, there was zero way for an advisor who was a captive employee of a firm, of any firm, to monetize their business. It’s why there was so much movement, because the only way they could monetize was to get paid a big fat transition deal to move from one firm to the other. Jason Diamond: Yep. Mindy Diamond: Obviously, we all know that first it started with the big firms, and then just about every brokerage firm on the street began to offer a retire-in-place program. And that is the big firms or a traditional brokerage firm’s way of allowing advisor to monetize in place from their perspective to stave off attrition. And for an advisor that believes that the status quo serves them well, that finishing their career, that leaving their legacy, that leaving their team at their firm is the best thing to do, then those retire-in-place programs, like Merrill’s CTP or Morgan’s FAP or UBS’s Alpha or a name at every firm has them, is the best gift to advisors there is. But the problem is that the next generation at those firms are buying an asset they don’t own. And so when we talk about enterprise value or the desire to build enterprise value as a real driver of movement, what we’re talking about is not only that advisors want ownership of an asset, because ownership translates into more control and autonomy and agency over building it the way you want to, but it also translates into maximizing the value of the business that you’ve built. So that’s a long-winded way of saying that the OpenArc deal you are referencing, for anybody not familiar, is a Merrill Lynch team, a legacy Merrill Lynch team in Atlanta that was managing more than 120 billion in assets, part retail, ultra high net worth client assets, and part institutional consulting assets. And believe me, I don’t want to make it sound like it was a snap that one day they’re happy and the next day they’re going independent. Over a 10-year period became more and more aware, driven by the pushes and more aware of the pulse. But ultimately, while there was a long list of things they wanted to be able to do that they couldn’t to best serve clients and grow the business, the real driver at the end of the day, or I shouldn’t say the real driver, but a major driver was the notion of building and owning enterprise value. Yes, they could have all gotten very attractive deals and retired with your Merrill CTP, but they wanted to own the business, they wanted cap gains treatment. And so they went through the sweat equity big time of building what they’re calling OpenArc for the ability for probably five, 10, 20 years, because there’s partners with all different ages, so at all different times, to be able to really maximize the value of the business they’ve built. Jason Diamond: Can I push back on that for … It’s a super helpful example, but my one thought is, okay, yeah, of course, 130 billion in assets, they should be concerned with enterprise value at that size. And the delta between caring about enterprise value and not is too great because those guys have, by all accounts, a phenomenal business that is rivaled by very few in the industry. Most of our audience does not fit into that stratosphere. So what about advisors in, let’s call it the million to $10 million space? Should they still care about this concept? Mindy Diamond: Again, it’s an inside job. It’s a personal thing. Some don’t. But the answer is yes. And if I were them, I would. Why? Because whether I am generating a million a year in revenue or $10 million a year in revenue, at the end of the day, I’ve got an asset. I’ve built a valuable asset. And I have the choice at the end of the day or the middle of the day to decide a million things about that asset. How do I want to live my business life? How do I want to serve my clients? Where do I want to work? But one of the biggest factors to determining where and how they want to work is, ultimately, do I want to be able to maximize the value of the business that I’ve built? And while there are few things that are really definitive in this industry, the one thing that is absolutely indisputably definitive is that if you build an independent practice like the ex-Merrill Lynch churned RIA OpenArc team did, you will ultimately build enterprise value exponential multiples greater than any way you could monetize the business as a traditional employee. Jason Diamond: And that math absolutely still holds up even at numbers smaller than we’ve mentioned. I totally agree with that. I’ll give you one other reason why I think you should care. And I’d love your thoughts on this one. I’ll ask it two ways maybe. I’ll tell you my take and then I’ll ask you yours. Morgan Stanley, let’s use as an example. Who are Morgan Stanley’s competitors? In my opinion, the legacy answer to that is, well, of course the wirehouses are Morgan Stanley’s competitors. Merrill, UBS, Wells Fargo, what maybe used to be a longer list, but today those four. I don’t think that’s the answer anymore. I think those are the direct competitors. But because of this enterprise value conversation, I think Morgan Stanley’s competitors are anyone and everyone who recruits financial advisors with books of business. Because if you think about it, an advisor who has a $3 million business at a wirehouse, even if they’re not actually going to do this, they don’t have any entrepreneurial spirit, no desire to go independent, they still know that they could. This is an option and a viable option. And firms are even figuring out ways to cut out the middle step, right? Because this was historically a two-step process. You’re a wirehouse advisor or a W2 advisor. You break away, launch an independent business to establish your enterprise value, begin building it, and then you monetize it. If you could cut out the middle step, or even if you couldn’t, I still think it’s pretty clear that if you’re an advisor, this is important because the firms know … Like when Morgan Stanley’s writing a recruiting deal, they’re kept honest by RIAs and acquirers just the same as their direct peer set. Do you agree with that or do you think I’m reading too far into this? Mindy Diamond: Oh no, I agree a thousand percent. I think that it is naive for anyone recruiting for or on behalf of a traditional firm to think that the only competition is another traditional firm. The days of pomposity for a senior leader at a traditional firm to say, “We’ve got the best technology, the best everything fill in the blank. We have no competitors.” That’s just naive. Because even if it’s true, you’ve got the best platform infrastructure fill in the blank, there is a multitude of advisors that value things different than what you can provide. Beauty is in the eye of beholder is probably a good way to say that. But at the end of the day, what we’re really talking about is when I started the business, because there was no way, no really good way for an advisor to really monetize their life’s work, the only thing they could or were focused on from a personal financial gain perspective was the short-term deal. What are they paying? What’s the transition deal? Now, of course they’re concerned about that. But almost to a person, they’re equally concerned about what I can build and what will this allow me to build in terms of the value of the business I’m building in the long term. So let me ask you, if we’re talking about an advisor that has the ability to monetize in the short term for what could be 4X and in some cases more than that these days, and we’re talking about the ability to maximize enterprise value, and we talk about the concept of moving once and monetizing twice, what kind of numbers are we talking about? Fill in the blanks there. Jason Diamond: It’s such a hard question to answer because I do genuinely believe recruiting deals, when you talk about 300 to 400% revenue deals in the recruiting space, they vary a little bit, but I feel pretty comfortable quoting those types of numbers that most firms are somewhere in the 300 to 400% of T12 realm. There are some outliers, we mentioned UBS. But the multiple or EBITDA based or enterprise value M&A market where we’re doing these legitimate buyout transactions, the valuations do vary quite a bit. But here’s how I think about it. First of all, most firms are not purchased or sold at top line revenue. Most are sold at some sort of adjusted EBITDA number, which factors in local expenses, platform expenses, but also advisor compensation. And then that adjusted number is typically multipled. The multiples are anywhere from 8X for small kind of, let’s say, million dollar revenue businesses up to, we’ve seen deals struck at north of 20X for some of these mega cap RIAs. Typically, just back of the envelope, if I had to quote, I typically estimate around 5X top line at capital gains is a good kind of ballpark valuation. But there is quite a bit of nuance to it, more so than the traditional recruiting space. And I do think, shameless plug, part of the value in working with somebody who’s an expert on the entirety of the industry landscape is just that. It’s the idea that you need to run the horse race across multiple verticals. The good advisors who work with us typically are looking at a wire like a Morgan Stanley or a Merrill. They’re looking at a boutique firm like a Rockefeller, or they’re looking at a regional like an RBC or a Ray J. They’re looking at an independent firm like an LPL or a Sanctuary. They’re looking all across the spectrum. Mindy Diamond: I think that’s exactly right. But the topic of enterprise value, you can see how powerful it is and how wise it is. For an advisor today, when considering their personal economics to consider not just the short term, but to weigh in or add in or factor in, what could I be building and what ultimately will that business be worth at the end of the day? Jason Diamond: Yeah, 100%. Short of going out and selling your business, what can advisors do then? So I’m an advisor, okay, I’m curious about this. Or is it just as simple as, “Yeah, you should know what your business is worth if you’re an advisor”? Mindy Diamond: Definitively yes, because I mean, we always believe that knowledge is power. And just like it’s important for you to understand what your options are within your own firm, how can I ultimately retire out and monetize my business where I am, I think it’s really hard to make a decision in a vacuum without having other perspective. And getting other perspective doesn’t have to be that you have to go out and take 20 meetings. It’s not that hard for you to figure out what your business is worth to make it a data point for whether or not you’re ultimately best to retire in place or go elsewhere. Jason Diamond: Yeah, that I think is the main takeaway. And the education point is so important. I think because these are relatively new concepts for a lot of advisors that haven’t formally shopped a business before, there’s a lot of resources available. And we’ll certainly link some as well on the page for the episode. Let’s shift gears now, our kind of final trigger 2.0, which is stability and ownership structure of the firm. And this has been a little bit of a hot topic. It’s honestly been a hot topic every year because it seems like things pop up every year. And a lot of times advisors don’t reconcile the question of who owns the firm or how stable is the firm until something happens. The firm gets bought, the firm goes bankrupt, like the First Republic scenario. What should a good advisor do proactively about the idea that if you’re a W2 employee or even an employee who’s affiliated with a broker dealer, you saw this with Commonwealth, you just don’t really have control over what the firm decides to do. Give me your thoughts on this. I know it’s a big topic. Mindy Diamond: Yeah. First of all, using Commonwealth an example, it’s a good one. Because for those unfamiliar, Commonwealth is a boutique broker dealer that was privately owned and whose tagline was, “We love our privately owned status and we are never going to sell,” until one day they did. And not only did they sell, but they sold to the biggest independent broker dealer in the country, ala LPL. That’s not good nor bad, it’s just a fact. So if Commonwealth, who had definitively said we’re never up for sale, suddenly sells, any time you’re an employee of a firm, you never know what tomorrow brings in. You’re not in control over whether it’s sold. So that’s one example. But as you’re talking about this, I’m thinking about, I’m probably going back 20 years, so I’m 10 years into my career and I talked to someone who had been a very successful Merrill advisor. So I’m going to say he was probably generating around $5 million in revenue at the time. Going back 20 years, that’s a pretty significant book of business. He was courted for years by what he thought was a top RIA. And in those days, remember 20 years ago, the RIA space wasn’t nearly as mainstream as it is now. But the story the RIA told him was that ultimately, one, he was going to be a partner in the firm, that was very appealing to him. So he was going to have equity in the firm and much more freedom and control. And locally, by the way, the RIA was a really high quality brand. He worked on a lot of the economics, the short term and the long term with them. They did a ton of due diligence on his book of business. But he failed to ask … And I didn’t represent him. I just know this story. He failed to ask or do enough due diligence about the stability of the firm. What we think is really important, we talk about this expanded landscape. If you’re looking at Morgan Stanley, I don’t think you necessarily need to see Morgan Stanley’s balance sheet. If you are talking to a firm that is anything but a bulge bracket or anything but a large firm, it’s really important to do what we call reverse due diligence and to really understand if a firm expects you to open your kimono and show everything about your business to prove your worth, it is equally important that you do the same for them. In this new world order where private equity has come in and there are so many different ways for a firm to be owned and to be capitalized, it’s very important that an advisor understand what’s going on behind the scenes. And one of the questions around stability, if a firm is private equity backed, is it permanent capital? Is it patient capital? Is the private equity firm going to look to sell and monetize in five years? And then who would the likely buyer be and what does that mean for you? So the question is a big question and it’s really important. Jason Diamond: I love everything you just said, except I do think even the wirehouses, wirehouse advisors, honestly, as much as anybody should be asking these questions. And I’ll give you an example right now, UBS. And UBS, it’s not a story of balance sheet stability. I don’t think anybody has concerns that UBS is going to fail. But UBS management has been very publicly, “Oh, we’re cutting costs.” There’s been some rumors, I think for years, probably dating back 30 years to when you started the business about UBS’s commitment to the US wealth management business. I think those questions about stability and ownership structure are still valid. And to me, the implication of it is twofold. One, what you said, reverse due diligence, ask the questions, plan B. But also the concept of the exits or the off-ramps or how many bites of the apple do you get. So if you’re an advisor and you sell your business to somebody and you sign garden leave and non-competes and non-solicits, the question of ownership structure of that firm becomes less relevant because you have no off-ramps and no ability to exit that business anyway. A lot of times that’s how advisors get comfortable with this concept. And that’s what firms will tell them too, frankly, and we’re living through the middle of this, by the way, with Commonwealth and LPL, is vote with your feet, right? To the extent advisors can, the offer … And this is like, you used the example of private-equity-backed firms. This is how Rockefeller addresses the question of their private equity ownership. If we sell to UBS, all of our advisors will leave. They have that built-in put option. So knowing where the off-ramps are or how many bites of the apple an advisor gets, I think is a big concept that ties into that. But we’re absolutely seeing this pop up, probably largely because of those two examples, Commonwealth and UBS this year, more so Commonwealth, to your point. Janney’s another example last year or two years ago now where KKR comes in and buys Janney. So when these examples happen, it seems like it triggers advisors to say, “Is this something that could happen to me and should I be thinking about this?” Mindy Diamond: Yeah. So let me ask you a question. You’re talking, you’ve mentioned UBS offering this outsized deal. So how does the notion of stability and ownership factor in? If an advisor is considering an unprecedented deal from UBS, what are the caveats or concerns with respect to stability and ownership? Jason Diamond: It’s the same list of considerations you should and would ask of any other firm you’re diligencing, except I think amplified even more in the case … If I was counseling an advisor who was looking at UBS, that would be what I would say, is exactly that. You’re seeing all of these departures and defections, and I would want to have conversations with those advisors and understand exactly why and have guarantees or assurances that I’m not going to suffer from those same pain points that force them to leave. Or, and I say this a little bit flippantly, but it’s a little bit true, I understand the devil that I’m getting into bed with, but for 550%, or whatever the deal might be, I can suck it up. And that’s something that some advisors might well say as well. Mindy Diamond: Yeah. Jason Diamond: I don’t want to end on the negative note of overly large transition, not there’s anything wrong with large transition deals, but as you look out, is there anything that’s coming up in your conversation with advisors that you view as the next wave of this? I’ll give you one that maybe you could touch on, and if you have another one, feel free to offer it in conclusion, but do you think age or advisors starting to succeed out of the business will become more of a driver of movement, even though to your point, advisors can access sunset deals? Mindy Diamond: I do actually, because I think the more the average advisor age increases, the more likely that those advisors are going to want to move on to do something else to monetize the business. And so much of the wave of movement we see is driven not so much by the senior advisor, because many seed advisors are happy enough with the ability to monetize their business in place. Even though it may not maximize the value of the business, it’s a close enough approximation and it means I don’t have to disrupt the apple cart. So we support that 100%. But where we get the calls is from the next generation that says, “Yeah, but hold on a minute. It’s a good way for me to take on a book of assets that I not otherwise have access to. And it’s great for my senior partner, my father, my mother, my whatever to monetize the business. But I’m buying an asset again that I don’t own and I ultimately don’t have control over all these things we’re talking about, the AI investment, the ability to create enterprise value, the stability, the cost cutting, all of it.” So I think it’s all of the above. You say, “What else is there?” I think that’s it. It’s all of the above. It’s anything and everything that drives movement. One, it’s personal, it’s highly unique, it’s different for every advisor. There are certainly themes, and we’re talking about them, but there’s a million different things. It’s personal. And while there are an awful lot of pushes, things that can frustrate an advisor, it is the most exciting time in our view to be an advisor, particularly a high quality one, because the options abound, the ecosystem is big, because the ability to monetize both in the short term and the long term is big, mammoth, exponentially bigger than it ever was before. And the true ability to really build an enterprise has never been greater. And I think all of those things, the desire for an advisor to be the best that they can be and live their best business life is probably the biggest driver of all. Jason Diamond: It’s really true these days, if you can dream it, you can probably build it. And we’ve said in the past, if you build it, they will buy it. It’s a great place to end. This was a really fun topic. I think that’s a spot on kind of fourth trigger, by the way, too. This sort of next gen is almost like the force multiplier or the amplifier of like they see all this other stuff and they’re asking these questions even more so. Because if I’m 60 years old, none of this matters all that much. It matters, but I’m out of the business in five to 10 years. Versus the next gen advisors are the ones who often bear the brunt of this. So I think a lot of really smart stuff. Thank you for sharing your wisdom and expertise. In the episode page, we’ll be sure we have our Industry Transition Report. And we’ve also created a tool, the top 10 tips for a strategic due diligence process, which is a great kind of practical hand-in-hand companion for this topic for advisors looking for more pointed tips on the due diligence process. So Mindy, thank you again. This has been a blast. Mindy Diamond: My pleasure. Thank you. Jason Diamond: Thank you for joining us. We'll be back with a new episode next week, so be sure to listen in. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful because you take your professional responsibility seriously and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firms or could a better option exist? Should I Stay or Should I Go? is a book written with you in mind. It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook. The Advisor Transition Playbook: The Latest on Due Diligence, the Move, and Everything In Between – Part 2 A Special Industry Update with Jason Diamond and Mindy Diamond. Jason Diamond: Welcome to a replay of one of the most popular episodes from our podcast series for financial advisors, The Advisor Transition Playbook: The Latest on Due Diligence, the Move, and Everything In Between. It's Part 2 of a 2-Part Industry Update with Mindy Diamond. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven and based on building relationships, starting as your strategic partner, well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our Annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: There’s been a noticeable shift in how advisors are approaching decisions about their business, not necessarily in whether they’re exploring change, but in what they’re focused on when they do. Mindy is back with me for a continuation of our earlier conversation on the Advisor Transition Playbook. Last time, we spent time on the mechanics, how due diligence works, what a move actually entails, and how to think through the process. What’s become more apparent since then is that the inputs into that process are evolving. The traditional drivers are still there, but layered on top are a set of considerations that didn’t carry the same weight before. AI is one of them, and not just as a tool, but as a differentiator that advisors are starting to diligence more seriously. Enterprise value is another. Showing up in conversations, even for advisors who don’t technically own their business, but are thinking more critically about what they’re building over time. And then there are questions around stability, ownership, and flexibility. What happens to the firm itself and whether advisors retain the ability to adapt again if circumstances change. None of this is theoretical. It’s showing up in real time conversations. What we want to do here is unpack those new triggers of advisor movement and what they suggest about how decisions are being made today. So let’s get to it. Mindy, the legend, thank you for joining me. So glad to have you on. Mindy Diamond: Thank you. I’m so happy to be here. Jason Diamond: Great. Let’s dive right in. I’ll set the stage really quickly one more time. When we spoke about this topic last, we talked about the drivers of movement, what we’ll call in this conversation as the old or the legacy drivers of movement, and we spoke about the mechanics of the move. Before we get into the new drivers of movement, which I want to be the meat of the conversation, remind us, when we talk about the legacy drivers of movement …. And by the way, by saying legacy, I by no means want to suggest that they’re not valid today, because they’re equally valid, if not more so today than they were then. But when you think of the classic drivers of movement in our industry, what are they? Mindy Diamond: Yeah. So I would say, first of all, let’s start by saying that for every advisor, they’ve got a unique set of needs. So the first thing to say is that while you and I can talk about the categories of frustrations or things that might bother an advisor, they show up differently in each advisor’s life. So it’s important to note that everyone is unique. But generally speaking, if I had to package them, I’d say it’s number one that shows up most of the time is too much bureaucracy. A feeling that a firm or a model is just too hypervigilant in terms of compliance and it’s too bureaucratic and too hard to get things done.

Tiffany High breaks down her SCALE framework for reverse engineering a revenue goal into the exact leads, calls, and contracts needed to hit it. She walks through the real math behind a direct mail campaign, showing how the same monthly spend produced a 3X return for one investor and an 8.5X return for another, just by converting leads better. If you're pouring money into marketing without tracking your success rate, this episode will change how you think about your next dollar.   KEY TALKING POINTS: 0:00 - The SCALE Framework Overview 0:59 - Reverse Engineering Revenue Goals 3:02 - The Oil Trader Analogy 5:19 - Cash Conversion Cycle Explained 7:35 - Direct Mail Timeline 9:41 - Investor 1: Average Performer 10:47 - Investor 2: Mastering Acquisitions 12:14 - Investor 3: Multiple Exit Strategies 13:39 - Building a Real Business 14:41 - Outro LINKS: Instagram: Tiffany High https://www.instagram.com/tiffanyhighofficial/   Links: Tiffany High https://linktr.ee/tiffanyhighofficial   Instagram: David Lecko https://www.instagram.com/dlecko   Website: DealMachine https://www.dealmachine.com/pod   Instagram: Ryan Haywood https://www.instagram.com/heritage_home_investments   Website: Heritage Home Investments https://www.heritagehomeinvestments.com/ 

Robin Waite is the founder of Fearless Business and author of Fearless Pricing, helping coaches, consultants, and freelancers stop selling time and start charging for results. In this episode, Robin shares the experiments that transformed his business—from raising prices 5X (and making more money with fewer clients) to packaging expertise into premium offers. Along the way, Mark challenges Robin on value-based pricing, guarantees, and competition, creating a practical and engaging debate. If you're still charging for your time instead of your results, this episode will make you rethink your pricing strategy.   Why you have to check out today's podcast: Learn how to charge for results, not hours, and package your expertise into premium offers. Use a simple pricing exercise to see if your prices can actually hit your income goals. Discover why higher prices often lead to better clients, less stress, and more profit.   "It's all about results and outcomes. If you can't articulate what they actually want to achieve by working with you, you shouldn't sell to them." — Robin Waite    Topics Covered: 02:00 – The 5X Price Increase That Changed Everything. Robin shares how raising prices dramatically increased profits—even after losing 40% of his clients. 05:15 – From Burnout to Business Coach. Why Robin walked away from his agency and discovered his passion for pricing and productizing services. 12:30 – Can You Really Charge Based on ROI? Mark challenges Robin on value pricing, competition, and money-back guarantees. 16:00 – Inside Robin's New Book, Fearless Pricing. How to package services, overcome pricing fears, and escape hourly billing. 21:00 – Will AI Kill Hourly Billing? Robin explains why AI will make experts more productive—but many will still charge the wrong way. 23:30 – Meet "RobBot" How Robin is using AI to turn eight years of coaching into an on-demand business coach. 25:00 – The One-Page Pricing Plan Every Business Needs A simple exercise to calculate the right price based on your income goals and capacity.   Key Takeaways: "You need to become a master at working out the return on investment your clients are going to get when they work with you." — Robin Waite  "The goal of running a business is not to enroll every single client. The goal of running a business is to build a profitable and sustainable business." — Robin Waite    People & Resources Mentioned: Built to Sell by John Warrillow – The book that inspired Robin to productize his services.   Connect with Robin Waite: LinkedIn: https://www.linkedin.com/in/RobinMWaite  Book: Fearless Pricing: How to package your offering and confidently charge more : https://www.amazon.com/Fearless-Pricing-package-offering-confidently-ebook/dp/B0FC6Y77LR?ref_=ast_author_mpb    Connect with Mark Stiving: LinkedIn: https://www.linkedin.com/in/stiving/ Email: mark@impactpricing.com  

Are you tired of feeling like a pushy salesperson every time you follow up with past clients?The truth is, the generic “just checking in” text is not building trust with your sphere. It usually feels awkward for you, and it feels obvious to them.In this episode, I break down my Annual Property Review system — a simple, high-value follow-up strategy that helps you stay in front of past clients without begging for referrals, sounding gimmicky, or treating people like walking commission checks.Instead of randomly checking in, you sit down with clients to review their home value, equity position, loan status, insurance needs, future renovation plans, and long-term wealth strategy. This positions you as a trusted advisor, not just another agent looking for the next deal.This is how you turn your database into real relationships, better client retention, predictable referrals, and future listing opportunities.Comment ANNUAL REVIEW below and I'll send you the Annual Property Review one-sheet.

Is your SaaS company stuck in the valuation doghouse while a handful of names trade at a massive premium? In episode #378, Ben Murray breaks down Meritech's June 2026 public software comps report and the widening valuation gap across SaaS. The median revenue multiple has fallen 64% from its pre-ZIRP peak, and most public software now trades below 5X. If you are a SaaS founder or CFO, the multiple attached to your business depends on a short list of traits the market now rewards. This episode shows you which ones, and why the rules quietly changed. Why only 9 of roughly 100 public software companies trade above a 10X revenue multiple, while 77 sit below 5X How the Rule of 40 shifted under the surface, with revenue growth now 3.3x more correlated with the multiple than free cash flow margin Why two companies with the same Rule of 40 score can trade at 7.3x versus 3.7x, depending entirely on how they got there What the top 9 share in common: free cash flow margins above 20% and ARR growth above 20% at the same time How AI exposure now sorts the market, and why a weak AI ARR story lands horizontal SaaS in the doghouse Tune in to see exactly what separates the premium names from the rest before you benchmark your own SaaS valuation. Resources Mentioned Meritech June 2026 Public Software Comps (Pulse Report): https://meritech.substack.com/p/meritech-software-pulse-12-june-2026 Ben's academy: https://www.thesaasacademy.com/

Are you an ambitious real estate agent exhausted by the turn-and-burn cold calling grind? In this episode, I break down the exact back-end transaction management workflow I use in my Lofty CRM that helped me close over 500 homes without buying leads or making 200 calls a day.Most coaches tell you to hit the phones the second you get a contract, but that causes you to drop the ball on the client experience and lose out on their entire referral cohort. I'll show you exactly how treating your clients like students during the chaotic contract phase builds immense trust, reduces frantic late-night text messages, and naturally extracts referrals from their peer group. We cover tag triggers, manual checklists for strict deadlines, and educational Smart Plans so you can scale your leverage, protect your time, and build wealth without burning out.

Get all the inside secrets and tools you need to help you develop your intuitive and leadership skills so you are on the path to the highest level of success with ease. Jacob Guidi shares how understanding employee benefits and making strategic choices can create long-term financial advantages for both employees and employers.In this episode you will learn:Employee benefits can be a powerful tool for reducing taxes and increasing financial leverage.Asking the right questions about portability and guaranteed issue coverage can protect your future options.Long-term planning and informed decision-making help maximize the value of workplace benefits.About Jacob: Jacob Guidi, Director, Thrive Benefits GroupJacob works with business owners to uncover financial opportunities within their existing systems, helping them improve cash flow, optimize payroll strategies, and build stronger financial foundations. He simplifies complex financial concepts into practical, actionable insights that business owners can immediately apply.Website: https://thrivebg.com If you are ready to start reaching your goals instead of simply dreaming about it, start today with 12minutegift.com! Grab your FREE meditation: Reduce Your Anxiety MEDITATIONAre you ready to tiptoe into your intuition and tap into your soul's message? Let's talk Listen in as Jennifer Takagi, founder of Takagi Consulting, Certified High Performance Coach, 5X time Amazon.Com Best Selling-Author, Certified Soul Care Coach, Certified Jack Canfield Success Principle Trainer, Certified Professional Behavioral Analyst and Facilitator of the DISC Behavioral Profiles, Certified Change Style Indicator Facilitator, Law of Attraction Practitioner, and Certified Coaching Specialist - leadership entrepreneur, speaker and trainer, shares the lessons she's learned along the way. Each episode is designed to give you the tools, ideas, and inspiration to lead with integrity. Humor is a big part of Jennifer's life, so expect a few puns and possibly some sarcasm. Tune in for a motivational guest, a story or tips to take you even closer to that success you've been coveting. Please share the episodes that inspired you the most and be sure to leave a comment. Official Website: http://www.jennifertakagi.comInstagram: https://www.instagram.com/jennifertakagi/Facebook: facebook.com/takagiconsulting I look forward to connecting with you soon,Jennifer TakagiSpeaker, Trainer, Author, Energy HealerPS: We would love to hear from you! For questions, coaching, or to book interviews, please email my team at Jennifer@takagiconsulting.com

I have wanted to do this episode for a long time. One of the questions I often hear most healthtech marketers is whether starting a podcast is actually worth it. And if you already have one, are you thinking about it the right way?I brought on two guests who have built one of the most distinctive shows in healthtech together: Ed Gaudet, CEO and Founder of Censinet, and his brother Mark Gaudet, Director of Market Development at Censinet and the host of their podcast, Risk Never Sleeps, which just hit 200 episodes.This conversation gets past the usual "build your brand" rationale for podcasting and into the real, honest story of what it actually takes and what it actually delivers. Ed and Mark talk about the grind of those first six months, why most podcasts never make it past 25 episodes, and how Risk Never Sleeps has become a genuine source of pipeline for Censinet. I share my own experience too, including how syndication 5X'd our reach and how listeners have turned into real business conversations.There is also a moment in this episode where Ed shares a story about a message he received from the wife of a guest who had passed away. I will let him tell it, but it is a reminder of why this work matters beyond the metrics.If you are weighing whether to start a podcast or wondering why your current one is not quite working yet, this episode is for you.Key Topics:"(00:00:00)" Introduction"(00:03:00)" Background on Censinet"(00:04:30)" How Risk Never Sleeps got started"(00:05:45)" The philosophy behind the show"(00:06:15)" Guest mix on Risk Never Sleeps"(00:07:45)" The business value of podcasting for Censinet"(00:09:00)" Nearly quitting the HealthTech Marketing Show multiple times"(00:10:00)" How syndication with Healthcare Now Radio 5X'd the show's reach"(00:11:00)" Ed shares a story about a message from a listener's widow"(00:13:30)" Where Risk Never Sleeps is headed next"(00:14:00)" Improving show quality"(00:16:45)" Health Launchpad sponsor message"(00:17:15)" Advice for anyone considering starting a podcast"(00:18:30)" Learning the craft of interviewing"(00:19:00)" Four key takeawaysIf you are interested in discussing this or any other topic, let's have a chat.  Reach out to me directly to schedule a no-obligation discussion. This isn't a sales call, but rather an opportunity to talk through your questions and challenges.Follow me on LinkedIn.Subscribe to The Healthtech Marketing Show on Spotify or watch us on YouTube for more insights into marketing, AI, ABM, buyer journeys, and beyond!Thank you to our presenting sponsor, HealthcareNOW, 24/7 expert shows, interviews, and podcasts, powering healthcare leaders with innovation, policy, and strategy insights.

Get 50% off Cardpointers+ - Track cards, automatically load Chase & Amex Offers + a lot more. Lock-in lifetime membership at half off. (affiliate) https://milestomemories.com/go/cardpointers/  Shawn's Capital One Shopping referral - https://capitaloneshopping.com/r/424785a3-c3f2-4b84-a077-f724abcd89ff It was a wild week in the points world. An email to Chase Ink Plus cardholders made it look like 5X on office supplies was getting axed, the internet panicked, and we called it as a likely mistake before Chase confirmed it was just human error. We also break down the Paze spend 10 dollars get 10 dollars promo that people abused so hard with New Egg gift cards that Chase started shutting down options in a single day, and the new Amex Resy credit changes coming August 1 that may or may not be a big deal. Then we get into the meatier stuff: a great One Mile at a Time piece on hotel owners pushing Marriott for a bigger cut, why that means points will likely cost all of us more, and Ben's editorial on whether miles and points is even fun anymore. Plus a Capital One Shopping shout out and why those targeted offers are worth a look.  Episode Guide: 0:00 - Intro: The Great Office Supply 5X Scare of 2026 1:37 - Chase Ink Plus 5X Email: Mistake or Devaluation? 3:55 - The Paze Promo That Got Abused (and Nerfed) 6:54 - Amex Resy Credit Changes Coming August 1 10:14 - Capital One Shopping: Don't Sleep on the Offers 12:09 - Hotel Owners vs Marriott: Why Points Will Cost More 17:01 - Is Miles and Points Even Fun Anymore? 20:08 - Better Earning vs Worse Availability 22:20 - Going Mainstream Killed the Simplicity 24:55 - Social Media Killed the Loophole 26:52 - A Tip of the Cap to Lucky and Wrap-Up ✈️ Track your travel credit cards for free

On this truncated holiday edition of The Option Block, host Mark Longo is joined by panelists Mike Tosaw of St. Charles Wealth Management and Henry Schwartz of Cboe to break down a wild, high-volume week in the options market. The crew dives deep into the absolute blockbuster debut of SpaceX options, putting up a staggering 1.8 million contracts on day one—roughly 5X the historic 2012 Meta IPO record. The panel adjusts those numbers for "options inflation" compared to 2012's average daily volume (ADV) and analyzes the extreme upside skew, crashing implied volatility, and how retail traders are playing the action. Plus, Mike Tosaw gives his take on the new Fed chair's shift in guidance policy and details why he's keeping an eye on silver (SLV) put options. Finally, the team breaks down unusual activity in Butterfly Network (BFLY), Allot Limited (ALLT), and QuantumScape (QS).

On this truncated holiday edition of The Option Block, host Mark Longo is joined by panelists Mike Tosaw of St. Charles Wealth Management and Henry Schwartz of Cboe to break down a wild, high-volume week in the options market. The crew dives deep into the absolute blockbuster debut of SpaceX options, putting up a staggering 1.8 million contracts on day one—roughly 5X the historic 2012 Meta IPO record. The panel adjusts those numbers for "options inflation" compared to 2012's average daily volume (ADV) and analyzes the extreme upside skew, crashing implied volatility, and how retail traders are playing the action. Plus, Mike Tosaw gives his take on the new Fed chair's shift in guidance policy and details why he's keeping an eye on silver (SLV) put options. Finally, the team breaks down unusual activity in Butterfly Network (BFLY), Allot Limited (ALLT), and QuantumScape (QS).

Welcome to the Wednesday Weekly Win, our business breakthrough story series. Each week, we sit down with real entrepreneurs from our Business By Design community who are building digital businesses and creating results that once felt impossible. Today, Jenni is joined by long-time mastermind member and mindset coach Brad Bizjack, who went from running 26 failed webinars to building a 7-figure brand, all by making a handful of pivotal shifts in his messaging, offer design, and launch strategy. After discovering Business by Design, Brad rewrote his webinar in a week, made $50K in 10 days and never looked back, scaling from $350k all the way to $2.4 million in successive years.  In this episode, Brad unpacks the exact messaging pivots, ascension model tweaks, and high-touch sales strategies that got him there, including how he achieved 100% conversion at his most recent live event!  This is another real story of clarity, momentum, and the breakthroughs that happen when you finally stop guessing and start following a proven path. From first digital products to 6-figure launches, to building audiences and scaling systems, every conversation reveals the mechanics of what actually creates growth in a digital business. Because when you see someone just a few steps ahead of what you're doing, something powerful happens. James's biggest free training of the year is LIVE… The Business Breakthrough Experience.  And we're creating even more opportunities for you to get the coaching, clarity, and momentum your business truly deserves. We've been hosting a special series of live panels featuring incredible Digital CEOs—like Brad —who are in it, doing it, and ready to share what's actually working right now. These aren't just sit-back-and-watch sessions… You'll be able to join us live on Zoom, ask your questions, and get real-time coaching from experts who have been exactly where you are. And the best way to make sure you don't miss a single one? Register for The Business Breakthrough Experience. You'll be the first to know about every panel, every opportunity to get coached, and every new Wednesday Weekly Win episode—so you can stay inspired, take action, and keep moving forward.

Are you struggling to attract new clients through your social media content? In this episode, I dive into the secrets that helped my clients 5X their monthly income by focusing on what I call “outer circle content.” Learn why your current strategies may not be working and discover the shifts you need to make in your content to reach new, ideal clients for your business.Download my Content Buddy Tutorial to create 10 pieces of content from a single live video or podcast! DM me “buddy” on Instagram @fastforwardamy or click here.This episode was originally published in October 2024 so references of dates and seasons might be outdated, but the content and strategies are not.You want to make money on Instagram, but you're not sure what needs to be in place to make that happen. In the Instagram Income Map, a PDF workbook, you discover the 8 building blocks that determine whether you can sell online products on Instagram, from offer to conversion to content, including a self-scan that shows you exactly what you need first. Go to fastforwardamy.com/incomemap and you'll receive it instantly.Follow me on Instagram for more business and mindset tips: instagram.com/fastforwardamyDiscover my free trainings and ebooks: fastforwardamy.com/freeresources

Only 13% of banks and credit unions are operating at the highest level of digital maturity. They are growing revenues at 5X the rate of their less mature peers, and they are not the largest institutions.In this episode of Banking Transformed, Jim Marous draws on new research from Alkami and the Emerald Research Group to explain what digital maturity actually means today, why it no longer correlates with asset size, and the three factors separating the institutions pulling away from everyone else. He walks through the four-segment maturity model, the cost of standing still in the AI era, and what every banking executive should do Monday morning, with a closer look at one community bank that committed early and what its experience tells the rest of the industry.Take the Digital Maturity Model and Assessment Tool. Download the full research report.Banking Transformed publishes multiple times weekly. Subscribe wherever you get your podcasts.

Get all the inside secrets and tools you need to help you develop your intuitive and leadership skills so you are on the path to the highest level of success with ease. Long-term success isn't built by reacting to today's challenges—it's created through intentional decisions that position your future self for greater freedom, impact, and abundance. pBig success is created through small, consistent actions, and even 12 focused minutes can build momentum toward the life you want.In this episode you will learn:Big goals become achievable in small incrementsConsistency beats intensityMomentum creates beliefIf you know you want a guide on your path to success, book YOUR SUCCESS CALL today!If you are ready to start reaching your goals instead of simply dreaming about it, start today with 12minutegift.com! Grab your FREE meditation: Reduce Your Anxiety MEDITATIONAre you ready to tiptoe into your intuition and tap into your soul's message? Let's talk Listen in as Jennifer Takagi, founder of Takagi Consulting, Certified High Performance Coach, 5X time Amazon.Com Best Selling-Author, Certified Soul Care Coach, Certified Jack Canfield Success Principle Trainer, Certified Professional Behavioral Analyst and Facilitator of the DISC Behavioral Profiles, Certified Change Style Indicator Facilitator, Law of Attraction Practitioner, and Certified Coaching Specialist - leadership entrepreneur, speaker and trainer, shares the lessons she's learned along the way. Each episode is designed to give you the tools, ideas, and inspiration to lead with integrity. Humor is a big part of Jennifer's life, so expect a few puns and possibly some sarcasm. Tune in for a motivational guest, a story or tips to take you even closer to that success you've been coveting. Please share the episodes that inspired you the most and be sure to leave a comment. Official Website: http://www.jennifertakagi.comInstagram: https://www.instagram.com/jennifertakagi/Facebook: facebook.com/takagiconsulting I look forward to connecting with you soon,Jennifer TakagiSpeaker, Trainer, Author, Energy HealerPS: We would love to hear from you! For questions, coaching, or to book interviews, please email my team at Jennifer@takagiconsulting.com

While the rest of the real estate industry is distracted by lawsuit headlines, brokerage drama, and the next AI tool promising to replace agents, a massive market share vacuum is opening up.If you are an ambitious agent tired of the noise, this video breaks down exactly how to step into that vacuum, build human-first systems, and take market share while your competitors panic.In This Video: If your business model is built around chasing the next commission check, reacting to headlines, or trying to out-tech the technology, you do not own a scalable business—you own a high-stress job. Jeremy breaks down 3 human-first systems agents can deploy this week to protect their database, become more valuable locally, and build long-term real estate wealth.Chapters:0:00 - The Industry Panic & Market Share Opportunity0:59 - Stop Reacting to Headlines1:15 - Why Out-Teching AI Is a Trap2:00 - Step 1: The Human-Touch Database Audit3:38 - Step 2: Become the Hyper-Local Community Advisor4:57 - Step 3: Shift from Transactions to Wealth-Building6:18 - Use Tech to Amplify Human Relationships6:38 - Book a Game Plan Call6:58 - CRM Workflows & Next Video7:16 - Final Reminder: Don't Go Down the Rabbit Hole

Get all the inside secrets and tools you need to help you develop your intuitive and leadership skills so you are on the path to the highest level of success with ease. What you consistently imagine shapes what you believe is possible, and your future expands when you dare to envision more for your life.In this episode you will learn:Imagination is a preview of possibilityThe brain responds to vivid imaginationLack of imagination limits your futureIf you know you want a guide on your path to success, book YOUR SUCCESS CALL today!If you are ready to start reaching your goals instead of simply dreaming about it, start today with 12minutegift.com! Grab your FREE meditation: Reduce Your Anxiety MEDITATIONAre you ready to tiptoe into your intuition and tap into your soul's message? Let's talk Listen in as Jennifer Takagi, founder of Takagi Consulting, Certified High Performance Coach, 5X time Amazon.Com Best Selling-Author, Certified Soul Care Coach, Certified Jack Canfield Success Principle Trainer, Certified Professional Behavioral Analyst and Facilitator of the DISC Behavioral Profiles, Certified Change Style Indicator Facilitator, Law of Attraction Practitioner, and Certified Coaching Specialist - leadership entrepreneur, speaker and trainer, shares the lessons she's learned along the way. Each episode is designed to give you the tools, ideas, and inspiration to lead with integrity. Humor is a big part of Jennifer's life, so expect a few puns and possibly some sarcasm. Tune in for a motivational guest, a story or tips to take you even closer to that success you've been coveting. Please share the episodes that inspired you the most and be sure to leave a comment. Official Website: http://www.jennifertakagi.comInstagram: https://www.instagram.com/jennifertakagi/Facebook: facebook.com/takagiconsulting I look forward to connecting with you soon,Jennifer TakagiSpeaker, Trainer, Author, Energy HealerPS: We would love to hear from you! For questions, coaching, or to book interviews, please email my team at Jennifer@takagiconsulting.com

Real estate agents: the industry is fighting a massive war over listing data, private networks, portal access, and who really controls inventory.But here's the real question: are private listing networks helping consumers — or quietly costing sellers money and limiting buyer access?In this episode, I break down the Compass vs. Zillow debate, why off-market sales can create a hidden cost for sellers, the Bright MLS data showing an average $53,890 difference, and how smart agents can use predictive AI to find future inventory before everyone else is fighting over the same listings.The agents who win the next chapter of real estate will not be the ones hiding behind corporate talking points. They'll be the ones who understand consumer behavior, protect transparency, and build real skill.Work With Jeremy / Build Your Real Estate Business:

Most social impact campaigns are built on two ingredients: information and emotion. The data makes the case. The storytelling makes people care. But caring, on its own, has a shelf life. Saralynn Finn, founder of Sett & Sley Consulting, joins Eric in the studio to argue that the third ingredient, what she calls "the hands", is where campaigns succeed or quietly die. Not more awareness, not more storytelling, but actionable pathways that give audiences something real to do with everything they now know and feel.Episode Highlights:[00:01:30] The head, heart, and hands framework for social impact campaigns [00:05:00] "the hands": actionable, attainable pathways that create real impact [00:06:00] Why "the hands" breakout at Skoll World Forum was the most well-attended [00:10:00] The celebrity collaboration that drove 30K subscribers but didn't change healthcare [00:15:30] Vote by mail in 2020: same message, radically different messengers [00:26:00] The end-of-year fundraising campaign that 5X'd revenueNotable Quotes:Saralynn Finn [00:06:00]: "It's the piece of most campaigns that's missing, that people are trying to break the nut of and figure out: how do I create a pathway?"Eric Ressler [00:13:00]: "Campaigns need their own little mini theory of change."Resources & Links:Skoll World Forum — https://skoll.org/skoll-world-forum/Represent Us — https://represent.us/Saralynn's LinkedIn article about the AI documentary in Rural America.Hosted by Eric Ressler, Founder & Creative Director of Cosmic, with co-host Jonathan Hicken, Executive Director of the Seymour Marine Discovery Center. New episodes every Tuesday.→ Subscribe: designingtomorrow.show → Work with Cosmic: designbycosmic.comListeners, now you can text us your comments or questions by clicking this link.*** If you liked this episode, please help spread the word. Share with your friends or co-workers, post it to social media, “follow” or “subscribe” in your podcast app, or write a review on Apple Podcasts. We could not do this without you!We love hearing feedback from our community, so please email us with your questions or comments — including topics you'd like us to cover in future episodes — at podcast@designbycosmic.comThank you for all that you do for your cause and for being part of the movement to move humanity and the planet forward.

Get all the inside secrets and tools you need to help you develop your intuitive and leadership skills so you are on the path to the highest level of success with ease.The way you see yourself influences every decision, action and result in your life - because true transformation starts with identity first.In this episode you will learn:Your identity drives your behaviorYou act in alignment with who you believe you areIdentity can be rewritten intentionallyIf you know you want a guide on your path to success, book YOUR SUCCESS CALL today!If you are ready to start reaching your goals instead of simply dreaming about it, start today with 12minutegift.com!Grab your FREE meditation: Reduce Your Anxiety MEDITATIONAre you ready to tiptoe into your intuition and tap into your soul's message? Let's talkListen in as Jennifer Takagi, founder of Takagi Consulting, Certified High Performance Coach, 5X time Amazon.Com Best Selling-Author, Certified Soul Care Coach, Certified Jack Canfield Success Principle Trainer, Certified Professional Behavioral Analyst and Facilitator of the DISC Behavioral Profiles, Certified Change Style Indicator Facilitator, Law of Attraction Practitioner, and Certified Coaching Specialist - leadership entrepreneur, speaker and trainer, shares the lessons she's learned along the way. Each episode is designed to give you the tools, ideas, and inspiration to lead with integrity. Humor is a big part of Jennifer's life, so expect a few puns and possibly some sarcasm. Tune in for a motivational guest, a story or tips to take you even closer to that success you've been coveting. Please share the episodes that inspired you the most and be sure to leave a comment.Official Website: http://www.jennifertakagi.comInstagram: https://www.instagram.com/jennifertakagi/Facebook: facebook.com/takagiconsulting I look forward to connecting with you soon,Jennifer TakagiSpeaker, Trainer, Author, Energy HealerPS: We would love to hear from you! For questions, coaching, or to book interviews, please email my team at Jennifer@takagiconsulting.com

Book a Game Plan Call: https://bit.ly/3Neh4huAI is changing real estate fast, but the biggest mistake agents can make is using AI to become less human.In this video, I'm breaking down why AI will not save lazy real estate agents, how automation can quietly damage past-client relationships, and why the future belongs to agents who use AI to become more present, more prepared, and more valuable — not more absent.Consumers are already using AI to search for homes, compare neighborhoods, analyze market data, and ask better questions before they ever speak to an agent. But that does not mean they want real estate agents to disappear. In fact, as AI becomes more common in the homebuying and selling process, human trust, judgment, compliance, and relationship-building become even more important.The mistake I'm seeing successful agents make right now is getting stuck in the build phase. They are spending hours building AI tools, Claude Code projects, automations, CRM scrapers, bots, and “set it and forget it” lead conversion systems — while their past clients and warm pipeline sit untouched.AI should help agents save time. But that time should be reinvested into relationships, strategic conversations, client care, and personal life — not just more automations.In this video, I cover:Why consumers may use AI but still want human guidanceWhy AI should not replace relationship-buildingThe danger of automating past-client touchesWhy CRM data, client notes, and PII require serious privacy and compliance standardsWhy agents should use AI to make their team better, not immediately cheaperWhy the future agent needs to be the human in the loopHow Prop AI is being built to help agents use AI professionally, ethically, and in relationshipAI can help real estate agents become faster, more organized, and more efficient. But if agents use AI to outsource trust, ignore their database, replace human judgment, or hide from uncomfortable client conversations, they are making themselves easier to replace.The future does not belong to the agent who automates the most.It belongs to the agent who uses AI to become the most valuable human in the room.If you are trying to figure out what AI should actually look like in your real estate business, book a Game Plan call below. We will look at your database, pipeline, team, client experience, and relationship strategy to identify where AI can save you time without removing you from the moments that matter.

SummaryIn this episode, Dr. Martin Rabinovich shares his journey of starting a personalized orthodontic practice, emphasizing conservative treatment approaches, the importance of patient compliance, and the value of board certification. He discusses treatment options, practice management, and insights into adult orthodontics. sound bites"I like to keep it conservative and personalized.""Financing increases patient acceptance and confidence.""Lifestyle determines the best orthodontic option."Chapters00:00 Introduction to Dr. Martin Rabinovich02:25 Starting an Orthodontic Practice05:01 Patient-Centered Care Philosophy06:28 Financing Options in Orthodontics08:17 Diverse Treatment Options11:09 The Importance of Compliance13:38 Board Certification in Orthodontics15:07 Adult Orthodontics Trends17:51 Conclusion and Contact Information resourcesMHR Orthodontics - https://www.mhrortho.comAmerican Board of Orthodontics - https://www.americanboardortho.comCareCredit - https://www.carecredit.comCherry Financing - https://www.cherry.comGuest linksInstagram - https://www.instagram.com/mhrorthoWebsite - https://www.mhrortho.comGoogle - https://maps.app.goo.gl/iREjkNpKTWMzbF4E9Your Dental Marketing Growth Partner: Human Expertise Meets AI Precision.We combine cutting-edge AI technology with over 14 years of dental marketing expertise to drive real results. From increasing new patient flow to filling holes in your schedule, our strategies are built to grow your practice—efficiently, intelligently, and predictably. Experience marketing that adapts in real-time and delivers every time.No long-term contracts.Our clients average a 5X return on investment.Personalized, non-corporate approach.5-star reviewed.Incredibly easy to work with - your time commitment is minimal.Find us:Website: https://newpatientsflow.comGoogle: https://g.co/kgs/zqWTc5aFacebook: https://www.facebook.com/newpatientsflowInstagram: https://www.instagram.com/newpatientsflow/Linkedin: https://www.linkedin.com/company/newpatientsflow

Book a strategy call: https://bit.ly/3Neh4huLearn more about Carbon Collective: https://calendly.com/jkrealtorexp/wolfpack-discovery-call-cloneCRM / Lofty partnership: https://calendly.com/jkrealtorexp/ccloftyThe real estate industry is changing fast.Brokerages are consolidating. AI is moving into the daily workflow of agents. MLS rules, private listings, and lawsuits are raising new questions around inventory access, consumer transparency, and how agents protect their value.And a lot of agents are about to get blindsided because they are still trying to run their business like it's 2019.In this video, I'm sharing where I've been, what we've been building behind the scenes, and why I believe the future of real estate belongs to agents who combine relationships, systems, collaboration, and responsible technology.While I've been quieter on content, the business has not slowed down. We closed the largest transaction of my career — a $2.1M sale in Platt Park here in Denver — refined Carbon Collective, launched our Diamond Call for top producers, partnered with Lofty on a CRM solution, and started building Prop AI to help agents responsibly automate the admin side of their business.We also break down major industry shifts, including brokerage consolidation, eXp's acquisition of NextHome, Real's announced agreement to acquire RE/MAX, and the growing legal battles around private listings, MLS access, and consumer transparency.The point is not that AI replaces agents.The point is not that one brokerage model wins everything.The point is that agents need to stop chasing every shiny object and start building real operating systems for their business.AI will not fix a broken real estate business. It will just help you break it faster.If you are a real estate agent trying to grow, scale, protect your client relationships, use AI responsibly, understand brokerage consolidation, and build a business that actually works, this channel is built for you.Subscribe for more real estate agent strategy, AI tools for agents, CRM systems, brokerage model breakdowns, eXp Realty updates, Carbon Collective conversations, and practical business-building strategy for serious agents.Chapters0:00 — Industry shift1:10 — Why I stepped back2:35 — Production update3:45 — Tool overload5:12 — Carbon Collective7:12 — CRM discipline9:11 — Prop AI11:05 — Brokerage consolidation14:26 — Private listing battles15:57 — Future of agents18:19 — Channel direction

Get all the inside secrets and tools you need to help you develop your intuitive and leadership skills so you are on the path to the highest level of success with ease. Let's dive into what 12 Minutes to Success means for you. In this episode you will learn:Success doesn't require massive time blocksClarity creates accelerationEnergy matters as much as strategyIf you know you want a guide on your path to success, book YOUR SUCCESS CALL today!If you are ready to start reaching your goals instead of simply dreaming about it, start today with 12minutegift.com! Grab your FREE meditation: Reduce Your Anxiety MEDITATIONAre you ready to tiptoe into your intuition and tap into your soul's message? Let's talk Listen in as Jennifer Takagi, founder of Takagi Consulting, Certified High Performance Coach, 5X time Amazon.Com Best Selling-Author, Certified Soul Care Coach, Certified Jack Canfield Success Principle Trainer, Certified Professional Behavioral Analyst and Facilitator of the DISC Behavioral Profiles, Certified Change Style Indicator Facilitator, Law of Attraction Practitioner, and Certified Coaching Specialist - leadership entrepreneur, speaker and trainer, shares the lessons she's learned along the way. Each episode is designed to give you the tools, ideas, and inspiration to lead with integrity. Humor is a big part of Jennifer's life, so expect a few puns and possibly some sarcasm. Tune in for a motivational guest, a story or tips to take you even closer to that success you've been coveting. Please share the episodes that inspired you the most and be sure to leave a comment. Official Website: http://www.jennifertakagi.comInstagram: https://www.instagram.com/jennifertakagi/Facebook: facebook.com/takagiconsulting I look forward to connecting with you soon,Jennifer TakagiSpeaker, Trainer, Author, Energy HealerPS: We would love to hear from you! For questions, coaching, or to book interviews, please email my team at Jennifer@takagiconsulting.com

Sir Ben McDougal is a 2X author, 5X founder, podcaster, teacher, content creator, technologist, and traveler. Check out his latest book, BrewedFromWithin.com Welcome to the Conscious Millionaire Show - Become an Ultra-Performer. Now 3X week M / W / F   Are you an Entrepreneur, Founder, or CEO? Revenues $250K to $5M? Sign up for your Breakout Session...get custom steps to build a fast-growing, highly profitable business that makes an impact.     BOOK Your Breakout Session Now     Join Host JV Crum III, with 2 exits and over 75M revenues in his companies, he is the Ultra-Performer Advisor for Founders, Entrepreneurs and CEOs ready to achieve at your the top 1%.     SUBSCRIBE to Conscious Millionaire Show     Season 12 of the award-winning Conscious Millionaire Show. The World's #1 Ultra-Performance podcast. Millions of Listeners. 190 countries -- Inc Magazine "Top 13 Business Podcasts" with 12 seasons and 3,200+ episodes.

Get all the inside secrets and tools you need to help you develop your intuitive and leadership skills so you are on the path to the highest level of success with ease. Everyday, your choices shape your future, and even the smallest decision can change the direction of your life.In this episode you will learn:Every choice is a vote for your future selfNot choosing is still a choiceYou can make a new choice at any momentIf you know you want a guide on your path to success, book YOUR SUCCESS CALL today!If you are ready to start reaching your goals instead of simply dreaming about it, start today with 12minutegift.com! Grab your FREE meditation: Reduce Your Anxiety MEDITATIONAre you ready to tiptoe into your intuition and tap into your soul's message? Let's talk Listen in as Jennifer Takagi, founder of Takagi Consulting, Certified High Performance Coach, 5X time Amazon.Com Best Selling-Author, Certified Soul Care Coach, Certified Jack Canfield Success Principle Trainer, Certified Professional Behavioral Analyst and Facilitator of the DISC Behavioral Profiles, Certified Change Style Indicator Facilitator, Law of Attraction Practitioner, and Certified Coaching Specialist - leadership entrepreneur, speaker and trainer, shares the lessons she's learned along the way. Each episode is designed to give you the tools, ideas, and inspiration to lead with integrity. Humor is a big part of Jennifer's life, so expect a few puns and possibly some sarcasm. Tune in for a motivational guest, a story or tips to take you even closer to that success you've been coveting. Please share the episodes that inspired you the most and be sure to leave a comment. Official Website: http://www.jennifertakagi.comInstagram: https://www.instagram.com/jennifertakagi/Facebook: facebook.com/takagiconsulting I look forward to connecting with you soon,Jennifer TakagiSpeaker, Trainer, Author, Energy HealerPS: We would love to hear from you! For questions, coaching, or to book interviews, please email my team at Jennifer@takagiconsulting.com

Sir Ben McDougal is a 2X author, 5X founder, podcaster, teacher, content creator, technologist, and traveler. Check out his latest book, BrewedFromWithin.com Welcome to the Conscious Millionaire Show - Become an Ultra-Performer. Now 3X week M / W / F   Are you an Entrepreneur, Founder, or CEO? Revenues $250K to $5M? Sign up for your Breakout Session...get custom steps to build a fast-growing, highly profitable business that makes an impact.     BOOK Your Breakout Session Now     Join Host JV Crum III, with 2 exits and over 75M revenues in his companies, he is the Ultra-Performer Advisor for Founders, Entrepreneurs and CEOs ready to achieve at your the top 1%.     SUBSCRIBE to Conscious Millionaire Show     Season 12 of the award-winning Conscious Millionaire Show. The World's #1 Ultra-Performance podcast. Millions of Listeners. 190 countries -- Inc Magazine "Top 13 Business Podcasts" with 12 seasons and 3,200+ episodes.

Alan's Soap https://AlansSoaps.com/Todd Honor John's memory and the legacy he created for Ian and Alan with Alan's Artisan Soaps “John's Favorites” bundle.  Get one bar of each of his favorites for only $28.99. Bulwark Capital https://KnowYourRiskPodcast.comRegister now for the FREE “Impact of Energy" live webinar May 21st at 3:30pm Pacific.Renue Healthcare https://Renue.Healthcare/ToddYour journey to a better life starts at Renue Healthcare. Visit https://Renue.Healthcare/Todd Bonefrog https://BonefrogCoffee.com/ToddGet the new limited release, The Sisterhood, created to honor the extraordinary women behind the heroes. Use code TODD at checkout to receive 10% off your first purchase and 15% on subscriptions.LISTEN and SUBSCRIBE at:The Todd Herman Show - Podcast - Apple PodcastsThe Todd Herman Show | Podcast on SpotifyWATCH and SUBSCRIBE at: Todd Herman - The Todd Herman Show - YouTubeEpisode links:Bill Gates says the merging of biometric digital ID, bank accounts and payment systems is needed to safely monitor people's health records, keeping tabs on farmers, and tackling "climate problems." Farmers are sounding the alarm — and nobody's listening. American farmer, Julius Ray Tucker, just tested his soil & found 5X more aluminum than last year. His GMO seeds grow perfectly, but his heirloom crops are dying.   5th generation cattle rancher, Braden Jensen, sounds the alarm: When Big Food Buys Out Small Farms. - Small farm gets bought out. - Within 1 year 10 more vaccines were being used on the animals. -Pigs became ill & died from mRNA vaccines. - mRNA residue being found in the meat. Now, it is more important than ever to buy from local & regenerative farms. “WE'RE DONE PRETENDING THIS IS NORMAL” Vani Hari Just Slammed Trump on Behalf of MAHA, Says the Administration is Protecting Bayer/Monsanto: “You cannot tell Americans to eat “real food”  while protecting the cancer-causing chemicals sprayed on it. Why Did California Destroy 32,000 Citrus Plants for a Bug Found Five Miles Away Two Years Ago? Thomas Massie: “They're trying to get immunity for data centers, for pesticides.” - “They're trying to get all kinds of immunity and prevent jury trials.” - “This is something that's not even on people's radar.” - “We got it struck from the Farm Bill.” - “They were trying to put immunity for glyphosate in there.” OWEN: Carbon Capture and Sequestration is a Fraud Being Perpetrated on the United States of America and ESPECIALLY the People of Louisiana - October 15th, 2024 Chuck Owen - TheHayride.com 

Table of Contents: Genetic RNA “vaccines” are now being used in livestock across the U.S., Canada, Chile, Mexico, and the Philippines. Merck’s gene-based shots (SEQUIVITY) have been injected into MILLIONS of pigs across the globe since 2012 — and almost NO ONE knows! Moderna’s new FDA approved COVID injection mNEXSPIKE literally means VIOLENT DEATH in Latin–FDA approval despite ZERO placebo tests & SERIOUS adverse events of MYOCARDITIS & CANCER–“ALL COVID Vaccines should be PULLED from the market IMMEDIATELY.”~Dr Jeff Barke, MD THREE U.S. states have introduced legislation designating COVID-19 mRNA injections as BIOLOGICAL WEAPONS OF MASS DESTRUCTION Scott Johnson's 6 Part Teaching: Pharmakeia: Sorcery, Pharmaceuticals & the Roots of Modern Day Drug-Parts 1-6–September 21, 2008 Is There A 700% Food Price Increase Coming? ‘Megadrought Is HERE’: We Just Experienced the DRIEST First Three Months of a Year in US History “No Quick Fixes”: Prepare for Energy Rationing, Mandatory Water Restrictions, Higher Beef Prices Farmers are sounding the alarm and few are listening–American farmer, Julius Ray Tucker, just tested his soil & found 5X more aluminum than last year–His GMO seeds grow perfectly, but his heirloom crops are dying! — Meanwhile, Bill Gates is pushing GMO seeds engineered to thrive in aluminum-rich soil and geoengineering delivering that aluminum from our skies! Trump's Federal government using clever trick to force AI data centers on unsuspecting local communities–Trump executive order being used to override public opposition and local ordinances that forbid construction of massive AI data-collection centers that will power the coming 24/7 surveillance state! The LARGEST “hyperscale” data center in the world is being proposed in Box Elder County, Utah. It’s approx. 40,000 acres/62 square miles, backed by Canadian millionaire Kevin O'Leary. Fast-tracked by Utah's Military Installation Development Authority, backed by Gov. Spencer Cox, with the public locked out of the decision process. Utah, say hello to a 50% increase in CO₂ emissions, polluted water, and 24/7 noise and light pollution. Foreclosures Sweep Across America! Hundreds Of Thousands Of Families Have and Will Lose Their Homes Texas Governor Hands State Over To India Socialist Muslim Devil New York City Mayor Mamdani LEGALIZES Shoplifting… Wiping 8,400 Businesses OFF THE MAP Mayor Mamdani LEGALIZES Squatting… as NYC’s Largest Landlord ABANDONS 6,000 Apartments PDF: Emergency Freedom Alerts 5-11-26 Click Here To Play The Part 2 Audio Source

Get all the inside secrets and tools you need to help you develop your intuitive and leadership skills so you are on the path to the highest level of success with ease. In this episode, Jennifer and Kathleen explore how intentional choices, emotional healing, and supportive community can lead to greater well-being, balance, and personal growth.In this episode you will learn:Small, mindful choices create meaningful changePersonalized wellness is key to lasting resultsCommunity and support accelerate transformationAbout Kathleen:Former HR leader turned yoga teacher, mind-body coach, community dance party organizer. My passion is to help people feel more ALIVE, by having more fun and learning new ways to increase natural energy.Contact Kathleen: https://positivepathnow.comhttps://www.facebook.com/positivepathnowhttps://www.instagram.com/positivepathnow_/If you are ready to start reaching your goals instead of simply dreaming about it, start today with 12minutegift.com! Grab your FREE meditation: Reduce Your Anxiety MEDITATIONAre you ready to tiptoe into your intuition and tap into your soul's message? Let's talk Listen in as Jennifer Takagi, founder of Takagi Consulting, Certified High Performance Coach, 5X time Amazon.Com Best Selling-Author, Certified Soul Care Coach, Certified Jack Canfield Success Principle Trainer, Certified Professional Behavioral Analyst and Facilitator of the DISC Behavioral Profiles, Certified Change Style Indicator Facilitator, Law of Attraction Practitioner, and Certified Coaching Specialist - leadership entrepreneur, speaker and trainer, shares the lessons she's learned along the way. Each episode is designed to give you the tools, ideas, and inspiration to lead with integrity. Humor is a big part of Jennifer's life, so expect a few puns and possibly some sarcasm. Tune in for a motivational guest, a story or tips to take you even closer to that success you've been coveting. Please share the episodes that inspired you the most and be sure to leave a comment. Official Website: http://www.jennifertakagi.comInstagram: https://www.instagram.com/jennifertakagi/Facebook: facebook.com/takagiconsulting I look forward to connecting with you soon,Jennifer TakagiSpeaker, Trainer, Author, Energy HealerPS: We would love to hear from you! For questions, coaching, or to book interviews, please email my team at Jennifer@takagiconsulting.com