Podcasts about advisor

Right now there's a wave building in our industry, and most advisors are standing on the beach pretending it isn't there.AI isn't coming. It's here. And the gap between the advisors who lean into it and the ones who keep waiting is about to get a lot wider.In this episode, I sit down with Michael Hyatt — New York Times bestselling author, longtime entrepreneur, and someone who's quietly built an entire team of AI agents running inside his own business.We get into the tension every financial advisor is thinking about: privacy, client data, compliance, technical knowledge, and where AI actually fits in a relationship-driven business.Michael also explains where this is all headed, and why the biggest opportunity may not be replacing human work, but creating more space for the work only humans can do.If you've been telling yourself you'll figure AI out later, or that it doesn't really apply to a business like ours, this conversation might change your mind about how much time you actually have.3 Insights From This Week's Episode…#1.) The Story That's Quietly Costing Advisors Their FutureWhen AI comes up, a lot of smart, successful advisors check out. They decide it's too technical, too risky, or too late to start. Michael explains why that reaction has nothing to do with age or ability, and everything to do with something far more dangerous.#2.) The Client Data Objection Everyone Hides Behind"I deal with people's finances, so AI doesn't apply to me." It's the most common wall advisors put up, and on the surface it sounds responsible. We dig into why that thinking is more outdated than you'd expect, and what hiding behind it might be costing you.#3.) The New Advantage in a Relationship Business Financial advice is built on trust, presence, and human connection. We explore why AI may actually increase the value of great advisors by helping them show up more prepared, more focused, and more available for the work only humans can do.SHOW NOTEShttps://bradleyjohnson.com/173FOLLOW BRAD JOHNSON ON SOCIALXInstagramLinkedInFOLLOW DBDL ON SOCIAL:YouTubeTwitterInstagramLinkedInFacebookDISCLOSURE DBDL podcast episode conversations are intended to provide financial advisors with ideas, strategies, concepts and tools that could be incorporated into their business and their life. No statements made in the episode are offered as, and shall not constitute financial, investment, tax or legal advice. Financial professionals are responsible for ensuring implementation of anything discussed related to business is done so in accordance with any and all regulatory, compliance responsibilities and obligations. The Triad member statements reflect their own experience which may not be representative of all Triad Member experiences, and their appearances were not paid for. Triad Wealth Partners, LLC is an SEC Registered Investment Adviser. Please visit Triadwealthpartners.com for more information. Triad Wealth Partners, LLC and Triad Partners, LLC are affiliated companies.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

How can leaders turn uncertainty, which can feel like fear, into an opportunity for growth? In this episode, Kevin sits down with Dr. Rebecca Homkes to explore why volatile times require a different approach to strategy. Rebecca explains that uncertainty is not automatically bad; it is simply a set of future events that may or may not occur. Leaders have a responsibility to help their teams reframe it as a chance to learn and grow faster. Kevin and Rebecca discuss why traditional strategy tools often assume too much certainty, how language and meeting rhythms can unintentionally push teams into protection mode, and why asking "has the situation changed?" is more useful than simply asking whether we are on track. They also explore the importance of moving from survival mode to reset mode, clarifying your right to win, and recognizing that a growth mandate is also a change mandate.   Listen For 00:00 Why we hit reset to thrive in uncertain times 01:46 Meet Dr. Rebecca Homkes 03:08 Why she wrote Survive, Reset, Thrive 04:52 The big idea: uncertainty is a time to grow 05:49 What strategy is — and what never changes 08:03 Why "uncertain" doesn't have to mean "bad" 11:58 Learning velocity: the #1 differentiator 14:10 Two types of uncertainty and the paralysis trap 16:20 Planning vs. preparing 19:29 The reset: a growth mandate is a change mandate 21:00 Parallel pathing: execute while you build 23:23 Where to start 24:44 Hard resets — Starbucks, Nike, Disney 26:15 What Rebecca's reading 28:03 Where to learn more and get the book 28:38 "Now what?" — the question that matters Rebecca's Story: Dr. Rebecca Homkes is the author of Survive, Reset, Thrive: Leading Breakthrough Growth Strategy in Volatile Times. She is a high-growth strategy specialist and the founder of a boutique consultancy firm, advising CEOs and executive teams focused on growth and success through uncertainty. She is a faculty member at Duke Corporate Executive Education, Lecturer at the London Business School (LBS) Executive Education, Advisor and Faculty at BCGU (Boston Consulting Group), and previous Fellow at the London School of Economics (LSE)'s Centre for Economic Performance. Dr. Homkes is also the director of the Young President's Organization (YPO) global Active Learning Program (ALP); a former partner with GrowthX, a Silicon Valley investment ecosystem and innovation consultancy; and the faculty lead of fintech scaleup accelerators. http://www.linkedin.com/in/rebecca-homkes Looking to Develop Stronger Leaders? Want help developing the leaders in your organization? Reach out to explore how the Kevin Eikenberry Group can support your team. Email Us   Book Recommendations Survive Reset Thrive — Rebecca Homkes Flexible Leadership — Kevin Eikenberry 1929 — Andrew Ross Sorkin Like this? The Human Side of Innovation with Mauro Porcini This is Strategy with Seth Godin Leave a Review If you liked this conversation, we'd be thrilled if you'd let others know by leaving a review on Apple Podcasts. Here's a quick guide for posting a review. Review on Apple: https://remarkablepodcast.com/itunes    Join Our Community If you want to view our live podcast episodes, hear about new releases, or chat with others who enjoy this podcast join one of our communities below. Join the Facebook Group Join the LinkedIn Group  

Sasha Orloff is the CEO and Co-founder of Puzzle, an AI-powered accounting platform helping startups, small businesses, and accounting firms gain real-time financial insights through a smart general ledger. Before Puzzle, he was a serial entrepreneur, serving as Co-founder and CEO of LendUp and Co-founder & Advisor to Mission Lane, with previous ventures collectively raising over $1 billion. Sasha also hosts the "Tech Finance" with Sasha Orloff podcast, where he interviews leaders shaping the future of finance and accounting. In this episode… For many businesses, accounting remains a slow, backward-looking process that delivers insights long after decisions have already been made. As AI reshapes industries across the economy, could financial operations become real-time, accurate, and proactive rather than reactive? What would it take to modernize one of the most critical yet overlooked functions in business? Sasha Orloff, a serial entrepreneur and technology innovator, says the key is to rebuild accounting systems from the ground up, with data integrity and AI at the core. He notes that traditional software lacks real-time intelligence, leading to inefficiencies and delays. By reengineering the general ledger, businesses can access faster, more reliable financial insights and automate complex workflows. AI-powered anomaly detection and reconciliation further improve accuracy while reducing manual effort. The outcome is a more scalable and intelligent financial system for companies of all sizes. In this episode of the Inspired Insider Podcast, Dr. Jeremy Weisz talks with Sasha Orloff, CEO and Co-founder of Puzzle, about transforming accounting with AI. They cover rebuilding systems for the AI era, using AI for accuracy over speed, why strong accounting drives growth, and strategies for adoption, customer trust, and go-to-market in a conservative industry.

In dieser Folge spreche ich mit Harald Schlarb - Industrial Transformation Advisor, Gründer von HSIU Consulting und externer Advisor bei Bain. Harald hat 36 Jahre bei Mercedes verbracht, Werke in England, Rumänien, China und Brasilien aufgebaut und zuletzt die Tesla-Gigafactory in Grünheide mitentwickelt. Was er aus dieser Zeit mitnimmt, ist kein Strategiepapier, sondern gelebte Erfahrung aus Fabrikhallen auf vier Kontinenten. Wir sprechen über seinen Einstieg als Werkzeugmacher und warum dieses handwerkliche Fundament als Führungskraft bis heute zählt. Über den Mercedes-Benz SLR McLaren, das erste Serienfahrzeug mit Vollcarbon-Karosserie, und was es bedeutet, ein solches Projekt von der Planung bis zur Produktion zu begleiten. Über China: wie die Fünfjahrespläne damals schon klar formulierten, dass westliches Know-how absorbiert werden sollte - und was daraus geworden ist. Ein großes Thema ist der Wechsel zu Tesla. 2020, als Elektromobilität in deutschen Großkonzernen noch belächelt wurde, kündigte Harald nach mehr als drei Jahrzehnten und half, die Gigafactory in Grünheide in 22 Monaten hochzuziehen - teils ohne vollständige behördliche Freigaben, auf gesetzlicher Grundlage, aber mit echtem unternehmerischem Risiko. Was er dort erlebte: eine Geschwindigkeit und Lösungsorientierung, die er in dieser Form aus der Old Economy nicht kannte. Daraus zieht Harald heute konkrete Schlüsse - für junge Ingenieur:innen, die wissen wollen, wo sie am meisten lernen, für Mittelständler, die verstehen wollen, was sich gerade verändert, und für die großen Automobilhersteller, die sich seiner Einschätzung nach auf eine Antriebsart konzentrieren müssen, wenn sie wirtschaftlich überleben wollen. Und auch das Rohstoffthema kommt nicht zu kurz: In Nigeria sind chinesische Einkäufer längst aktiv, während Deutschland noch kein einziges Memorandum of Understanding unterzeichnet hat. Ein Gespräch über Industriegeschichte, unternehmerischen Mut - und die Frage, was es braucht, um nach vorne zu schauen.

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What should you really expect from a financial advisor? Is your advisor acting as a fiduciary, managing risk, helping with taxes, retirement income, estate planning, and behavioral coaching, or just selling products and chasing performance? Richard Rosso & Jonathan McCarty break down the real role of a financial advisor, what services matter most, how advisors are compensated, and the warning signs investors often miss. We also discuss fiduciary standards, portfolio management, communication expectations, financial planning, and why transparency matters more than promises.. Here's a topical rundown of today's show: 0:00 - INTRO 0:33 - Jerome Powell, Kevin Warsh, & CPI Review 3:43 - Employment Numbers & Data Centers 5:28 - What Does Your Advisor Do? 9:34 - What Should You Expect? 13:07 - What Are You Getting vs Giving Up? 16:56 - Looking at Taxes on a Continuum 19:26 -Investment Management is Important 24:37 - Financial Advisors with Open Minds 27:41 - Fixed-cost vs Fee-based Financial Planning 26:15 - How to Deal with Emotional & Cognitive Biases 27:11 - Fiduciaries Focus on Things You Miss 28:30 - Proper Asset Location 30:03 - Fee Transparency - How advisors get paid 31:35 - Red Flag Warnings When Choosing an Advisor 33:11 - What Annuities Do (and Don't Do) 34:44 - Big Firms vs Small Firms - KYC 35:38 - Fee-only vs Fee-based Advisors 36:49 - What Comprehensive Wealth Management Should Look Like Hosted by RIA Advisors Director of Financial Planning, Richard Rosso, CFP, w Senior Investment Advisor, Jonathan McCarty, CFP Produced by Brent Clanton, Executive Producer ------- Articles Mentioned in Today's Show: "The Perfect Planning Experiemce" https://realinvestmentadvice.com/ria-e-guide-library/ ------- Do you enjoy our content? Rate us on Google: https://bit.ly/4b9JtEo ------- Watch Today's Full Video on our YouTube Channel: https://youtube.com/live/HXafEWQMFuI?feature=share ------- Watch today's "Before the Bell" feature, "Momentum Mania Meets Market Rotation," here: https://youtu.be/bNIRIssbDP8 ------- Watch our previous show, "Inflation Surge Hits Markets?" https://youtube.com/live/UOSeQNOhcwI ------- * REGISTER for our next Candid Coffee, THIS Saturday, May 16: "Financial Organization Made Simple:" https://streamyard.com/watch/SA6aj2aMdMhf -------- Download Lance's Latest e-book, "Laws of Money & Wealth:"https://realinvestmentadvice.com/ria-e-guide-library/ -------- SUBSCRIBE to The Real Investment Show here: http://www.youtube.com/c/TheRealInvestmentShow -------- Visit our Site: https://www.realinvestmentadvice.com Contact Us: 1-855-RIA-PLAN -------- Subscribe to SimpleVisor: https://www.simplevisor.com/register-new -------- Connect with us on social: https://twitter.com/RealInvAdvice https://twitter.com/LanceRoberts https://www.facebook.com/RealInvestmentAdvice/ https://www.linkedin.com/in/realinvestmentadvice/ #FinancialAdvisor #RetirementPlanning #Investing #WealthManagement #Fiduciary

Join Bennett Free, Founder and Technical Lead of Fiscor, for a critical look at the shifting foundations of wealth management. For decades, a financial advisor's primary value driver was portfolio construction and asset allocation. Today, with the market flooded with self-directed trading apps, automated robo-platforms, and low-cost digital tools, investment management has become a commoditized baseline. In this episode, Bennett draws on his evolution from wealth management professional to software architect to map the industry's real future: transforming comprehensive, interactive financial planning into an advisor's core value proposition.

Jeff Schulze and Josh Jamner take a deep dive on the U.S. economy and stock market as well as the upcoming spate of mega cap IPOs, offering a bullish view for the second half of 2026, with a strengthening labor market, improving industrial activity and robust earnings offsetting an energy shock and a hawkish Fed.

Welcome to Season 15 Episode 23 of the ParentingAces Podcast! This week's guest, Chris Boyer, is a Tennis Parent as well as someone who has worked closely with the United States Tennis Association (USTA) and is here to offer his insights into what makes tennis a hard sport.Chris's professional background as a nationally award-winning marketing executive for brands including Coca-Cola, The North Face, GEICO, the New York Mets, Boston Celtics, and Miami Heat, provided him a unique lens into the business of sport. Combined with decades of direct experience in tennis, this perspective led to firsthand insight into the realities of youth sports, NCAA recruiting regulations, college fit evaluation, and the broader sports sponsorship and partnership landscape. Chris created Tennis Advisors to bring clarity, integrity, and informed guidance to families, companies, and brands navigating this complex ecosystem so they don't have to do it alone.Chris has lived through the Junior Tennis Journey with his son, Tristan. As Chris shares in this episode, Tristan showed early promise on the tennis court, eventually becoming one of the top American juniors and going on to a successful college tennis career at Stanford University. Tristan is now pursuing a professional tennis career and is currently ranked 192 on the ATP Tour. None of that happened by accident! Chris tapped into his professional contacts to help Tristan achieve his tennis goals and is now offering to help other families on a similar path through Tennis Advisors.You will hear Chris mention a Russian tennis coach who worked with that country's youngest players. Read more about it here: https://www.nytimes.com/2007/03/04/sports/playmagazine/04play-talent.htmlYou will also hear Chris talk about Eric Butorac's unique journey to professional tennis. Watch our podcast with Eric here: http://youtube.com/watch?v=PgS_QsDIFhQ&feature=youtu.beTo get in touch with Chris, email him at chris@tennisadvisors.tennis and ask about getting your FREE 9-page assessment document when you sign up for a 30 minute consultation. You can also follow him on Instagram at https://instagram.com/christopherjboyer and follow his son, Tristan, at https://instagram.com/rockettristan.As always, I am available for one-to-one consults to work with you as you find your way through junior tennis and the college recruiting process. You can purchase and book online through our website at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://parentingaces.com/shop/category/consult-with-lisa-stone/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.If you're so inclined, please share this – and all our episodes! – with your fellow tennis players, parents, and coaches. You can subscribe to the podcast on Apple Podcasts or via your favorite podcast app. Please be sure to check out our logo'd merch as well as our a la carte personal consultations in our ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠online shop⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.CREDITSIntro & Outro Music: Morgan Stone aka STØNEAudio & Video Editing: Lisa Stone

Oura AI Advisor with Dr. Ricky BloomfieldIn this episode of the Behavioral Design Podcast, hosts Aline and Samuel are joined by Dr. Ricky Bloomfield, Chief Medical Officer at Oura, to explore how AI is changing the way people understand, interpret, and act on their health data.Together, they examine what makes AI-powered health coaching feel different from traditional digital health tools. From conversational interfaces and biometric personalization to empathy, trust, uncertainty, and safety, Ricky shares a behind-the-scenes look at how Oura Advisor is designed to support people in making better health decisions without pretending to replace clinicians.The conversation covers:What makes a good health coach, whether human or AIWhy conversational AI can feel somewhere between a tool, coach, and companionHow Oura Advisor uses personal health data to make insights more relevant and actionableThe importance of empathy, tone, and response length in AI health experiencesWhy AI systems need guardrails without becoming overly constrainedThe risks and benefits of personalization, memory, and agentic AI in digital healthHow wearable data could help uncover silent health risks like high blood pressureWhy the future of health AI is less about replacing doctors and more about extending care, improving screening, and helping clinicians focus on higher-value workRicky's advice for product teams: optimize for speed of learningThis episode is a must-listen for anyone interested in the future of AI, digital health, wearables, and behavior change. Especially those thinking about how to design AI products that are not only intelligent, but trustworthy, humane, and genuinely useful.--Interesting in collaborating with Nuance? If you'd like to become one of our special projects, email us at hello@nuancebehavior.com or book a call directly on our website: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠nuancebehavior.com.⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Support the podcast by joining ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Habit Weekly Pro⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ 

In the age of information and technology, business rely heavily on the best insights into their data.  Harnessing this information is the first step to driving down costs and increasing profitability. But how do you know which tools can really help you? While some ERP vendors have compatible Business Intelligence (BI) and analytics tools included in their technology stack, there are MANY third-party BI applications that could better fulfill your needs. Connect with us!https://www.erpadvisorsgroup.com866-499-8550LinkedIn:https://www.linkedin.com/company/erp-advisors-groupTwitter:https://twitter.com/erpadvisorsgrpFacebook:https://www.facebook.com/erpadvisorsInstagram:https://www.instagram.com/erpadvisorsgroupPinterest:https://www.pinterest.com/erpadvisorsgroupMedium:https://medium.com/@erpadvisorsgroup

ERP implementations are often the most difficult part of a business leader's careers. Successfully navigating an ERP go-live is challenging and managing all the moving pieces associated with an ERP implementation can lead to disruption and frustration across the entire organization. So how can businesses approach an ERP implementation successfully? On this episode of The ERP Advisor, Quentin DeWitt, Principal of Consulting, will breakdown the best practices for ERP implementation and how you can achieve your ERP goals.Connect with us!https://www.erpadvisorsgroup.com866-499-8550LinkedIn:https://www.linkedin.com/company/erp-advisors-groupTwitter:https://twitter.com/erpadvisorsgrpFacebook:https://www.facebook.com/erpadvisorsInstagram:https://www.instagram.com/erpadvisorsgroupPinterest:https://www.pinterest.com/erpadvisorsgroupMedium:https://medium.com/@erpadvisorsgroup

Are you on track for a happy retirement? It takes more than just a healthy bank account. In this episode, Wes Moss shares the lifestyle data that separates truly happy retirees from the rest. It all comes down to a "magic number" of core pursuits – the super-activities that keep you moving, socializing, and fulfilled. Then, he dives into the financial side, breaking down the psychological power of dividend investing and how it can bring calm to your retirement portfolio. Plus, Christa shares your #AskWes questions and Wes gives his take. All this and more on the June 9, 2026, Ask an Advisor episode of the Clark Howard podcast.  Submit your questions: WesMoss.com/ask We hope you enjoy our weekly Ask An Advisor episodes.  Let us know what you think in the comments!Learn more about Wes:  BOOKS BY WES MOSS   Wes Moss, CFP®  Wes Moss - Clark.com Learn more about your ad choices. Visit megaphone.fm/adchoices

Don and Tom explore the difference between smart risk and dumb risk in investing, sparked by new survey data showing younger investors increasingly believe they must take big risks to achieve their financial goals. They discuss the rise in stock trading, options speculation, and meme-stock behavior, contrasting those activities with evidence-based risks such as broad stock market investing, factor tilts, and maintaining efficient use of cash. They also answer a listener question from a recently retired investor concerned about market valuations and inflation, discussing small-value tilts, bond allocations, and the role of TIPS. Along the way, they wander into Roman and Han Dynasty history, retirement boredom, Don's Civil War novel, podcast economics, and the launch of the newly redesigned Talking Real Money website.0:05 Podcasting economics, removing ads, and the realities of making money from podcasts2:34 Why investors believe they need to take bigger risks to reach financial goals4:26 The growth of indexing and the shift away from active investing4:59 FINRA survey shows younger investors embracing options and speculative trading6:25 Smart risk versus dumb risk and why experience changes risk perception7:04 Options, IPOs, hot stocks, crypto, and other forms of speculative risk8:07 Research on options trading success rates and why most traders lose money8:48 Individual stocks, market timing, and sector bets that historically have not paid off10:47 Risks that may be worth taking, including all-stock portfolios for younger investors11:22 The long-term case for owning the global economy through diversified stock funds11:55 Small-cap, value, profitability, and momentum factor tilts12:37 The hidden cost of idle cash and improving returns through better cash management13:42 Why inflation is guaranteed to beat most traditional bank savings accounts14:59 Roman and Han Dynasty history and what it says about long-term economic growth15:42 The new Talking Real Money website and easier ways to submit questions17:34 Listener question from a 58-year-old retiree using a Boglehead four-fund portfolio19:15 Whether adding a small-value tilt makes sense in retirement20:41 Thoughts on bond funds, TIPS, and inflation protection22:02 Short-term Treasury ETFs versus high-yield savings accounts23:11 Avoiding emotional reactions to market valuations24:03 Retirement longevity risk and planning for a potentially decades-long retirement24:52 Don discusses researching and writing The Line Uncrossed27:32 Meet-an-Advisor invitation and how the free portfolio review process worksQuestions? Comments? Click!

Thanks to Our Tique Talks Sponsors:Travel Collection - Connect and learn more about TC's DMCsFlytographer - Earn commission on professional vacation photographyCozy Earth - Use code COZYTIQUE at checkoutKatie Ferrari, Regional VP of Global Sales at Hyatt Hotels Corporation, breaks down how preferred partnerships work behind the scenes and why they're about far more than just extra perks. You'll learn how programs like Hyatt Privé help advisors create more personalized client experiences, strengthen direct hotel relationships, and advocate for travelers more effectively from booking to check-out. Katie also explains when it makes sense to book through a preferred partner versus a wholesaler or DMC, how loyalty programs and advisor benefits work, and why the best advisors know how to use relationships, not just rates, to elevate a trip.About Katie Ferrari:Katie Ferrari is the Regional Vice President of Global Sales at Hyatt Hotels Corporation, where she leads sales teams across the Americas and oversees key relationships within Hyatt's luxury, lifestyle, and leisure segments. A passionate hospitality leader, she is dedicated to building meaningful connections, mentoring others, and advancing colleague resource groups across the organization. Before joining Hyatt's global sales team, Katie held leadership roles at Park Hyatt Washington and Starwood Hotels & Resorts. She lives in Atlanta with her husband, two daughters, and a rotating crew of foster kittens, and enjoys tennis, live entertainment, and travel.linkedin.com/in/katieferrariLearn more about Hyatt's Travel Professional Loyalty program and advisor benefits here: hyatt.com/events/en-US/groups/travel-professional-loyaltyNeed help connecting your IATA number to your World of Hyatt account? Watch Hyatt's quick setup tutorial: World-of-Hyatt-Advisor-Planner-Profile-Setup-60s-1080p-EN.mp4Today we will cover:(03:00) What a preferred partnership means(08:40) Hyatt Privé vs. consortia bookings: what's the difference?(10:15) How advisors market preferred partnerships to clients(19:30) Advisor loyalty perks, qualifying tier nights, and client points(27:30) Who advisors should contact at hotels and why relationships matter(32:00) The future of advisor relationshipsFOLLOW ALONG ON INSTAGRAM @TiqueHQ

For years, financial advisory firms treated talent as an HR function. Ray Sclafani is seeing a dramatic shift: the firms winning the wealth management industry race are treating talent strategy as enterprise value. In this episode, Ray reveals why your talent system directly affects growth, succession readiness, advisor retention, and client continuity and why waiting to address talent gaps is a strategic mistake that could cost your firm millions.What You Will Learn in This EpisodeWhy talent strategy has shifted from HR administration to enterprise value and what this means for your growth trajectoryThe 10 connected areas of talent architecture that drive firm value (investment, hiring, career pathing, bench strength, compensation, culture, and AI readiness)How to run a 5-question talent strategy audit that reveals hidden constraints to growth and client continuityWhy your talent system is the real ceiling on organic growth, not your marketing or business developmentThe critical difference between treating talent as a cost center versus treating it as capacity to growThe practical one-hour leadership exercise that connects growth goals to talent gapsKey Insight from This Episode"A firm cannot outgrow its talent system. Growth exposes every weakness in your talent strategy. The question isn't 'What are the best growth strategies?' The better question is: 'What kind of firm are you building and what talent system will it require?'"Talent development isn't an event you schedule when there's time. It's the strategic infrastructure that determines whether your firm can scale, retain high performers, and maintain client continuity through advisor transitions.The Talent Strategy Audit FrameworkAsk your leadership team these five questions:Growth Impact: Where does talent directly affect growth? (advisor capacity, business development capability, client service, planning depth, next-gen advisor development)Continuity Risk: Where does talent affect client continuity? (Which client relationships depend on one person? Which roles lack a successor or second chair?)Leadership Depth: Where does talent affect leadership capability? (Are managers trained to lead, coach, delegate, and hold people accountable? Most are not.)Retention Risk: Where does talent affect your ability to keep high performers? (Can they see a clear, compelling, financially rewarding future at your firm?)AI Readiness: Where does talent affect your firm's ability to evolve with AI? (Which jobs will change? Which skills matter more? Who needs training now?)The 10 Connected Areas of Talent ArchitectureThe firms winning are building talent systems across these dimensions:Talent investment and hiring strategyCareer pathing and progressionBench strength and succession planningTeam structure and rolesCompensation alignmentCulture and valuesAdvisor development and trainingLeadership developmentDelegation and accountability systemsAI capability and skill evolutionCoaching Questions for ReflectionWhich part of your talent strategy most directly affects enterprise value over the next three years? (Growth capacity? Succession readiness? Client continuity? Advisor retention?)Where is your firm still treating talent as an administrative function rather than a strategic imperative? What are the costs of this gap?What talent weakness, if left unaddressed, could slow your organic growth or damage client continuity?What would need to change for your leadership team to invest in talent development with the same seriousness you apply to investment management, technology, and valuations?Practical: Set aside one hour this week with your leadership team. On the left side of a page, list your growth goals. On the right side, outline your current talent system. Does the right side support the left side? If not, name the three biggest gaps and assign owners.Resources & References MentionedMcKinsey — Wealth Management Industry Talent ResearchSuruli Research — Advisor Retirement & Headcount AnalysisBuilding the Billion Dollar Business is hosted by Ray Sclafani, founder and CEO of ClientWise, the financial services industry's leading executive coaching and team development firm for elite advisors and wealth management teams.Find Ray and the ClientWise Team on the ClientWise website or LinkedIn | Twitter | Instagram | Facebook | YouTube

This week, Jack Sharry talks with Vlad Golyk, Partner and Leader of McKinsey's North America Wealth Management Practice. Vlad works closely with wealth and asset managers, focusing on growth, transformation, and the evolution of operating models. He is a co-author and lead contributor to two recently released reports, The Looming Advisor Shortage in US Wealth Management and US Wealth Management in 2035: A Transformative Decade Begins.  Vlad talks with Jack about the forces that will shape wealth management over the next decade. He highlights significant challenges, particularly advisor capacity, which is becoming one of the industry's most critical concerns as demand for financial advice continues to rise while the advisor workforce ages and declines. Vlad also explains how advisory firms can build an operating model that delivers holistic advice while addressing advisor shortages. In this episode: (00:00) - Intro (01:40) - Why growth, productivity, advisor models, and AI are interconnected (04:53) - The looming advisor shortage in wealth management (10:12) - The power of AI in the modern advisory world (18:15) - Monetizing AI: AI-powered guidance and new revenue opportunities (22:08) - What makes a successful wealth management operating model (26:14) - Vlad's interests outside of work Quotes "If you're only building for today's clients who want the human advisor enhanced by technology, you might be optimizing a model that the next wave of accumulators will never opt into." ~ Vlad Golyk "Investors are clear about the role they want AI to play today. They want it as a guidance layer, not an autonomous agent." ~ Vlad Golyk "Build a blended experience where AI handles analytical throughput and the human shows up at moments of highest emotional and financial stakes. Investors want that, they pay for it, and they want it from the advisor." ~ Vlad Golyk Links  Vlad Golyk on LinkedIn McKinsey Connect with our hosts LifeYield Jack Sharry on LinkedIn Jack Sharry on Twitter Subscribe and stay in touch Apple Podcasts Spotify LinkedIn Twitter Facebook

Like the show? Show your support by using our sponsors.Need to update your shop systems and software? Try Tekmetric HERELaunch your tool game to the next level with Launch Tech USA! HERERecorded at Tools in Hershey, PA, Jeff Compton features Cody Kirkenester of Fadely's Auto Masters. After 15 years as a technician and shop foreman, Cody transitioned into the service advisor and shop manager role. He shares his journey into the automotive industry, the training culture that helped shape his career, and a memorable diagnostic breakthrough using a lab scope. Cody also discusses mentoring technicians, managing customer relationships, parts quality challenges, AI in the shop, and one of his fears.Timestamps 00:00 Meet Cody Kirkenester 00:56 From Tech to Advisor 02:27 Early Car Obsession 04:25 School and First Shops 07:40 Joining Faidley's Auto 08:33 Training Culture 12:31 Diagnostic Breakthrough 15:08 Corvettes and Specialty Cars 20:16 Team Development and Mentoring 28:09 Moving Into Management 38:45 Challenges of Being a Service Advisor 47:51 Parts Quality Issues 51:43 Recruiting Young Talent 55:55 Scopes and AI Tools 58:44 Succession Planning 01:01:20 Legacy and Leadership 01:07:41 Wrap Up and Next Steps Follow/Subscribe to the show on social media! TikTok - https://www.tiktok.com/@jeffcompton7YouTube - https://www.youtube.com/@TheJadedMechanicFacebook - https://www.facebook.com/profile.php?id=100091347564232

Welcome back to another episode of Quantum Growth for Financial Advisors! In this episode, Jon Kuttin wraps up the three-part series on scaling, mindset, and 10x growth inspired by the work of Dr. Benjamin Hardy. Throughout the series, the focus has been on helping advisors rethink how they approach growth by shifting their identity, decision-making The post Breaking the Advisor Growth Curve: The Final Piece of the “10x Thinking” Puzzle appeared first on Kuttin Consulting Group.

At the Annual Scientific Meeting of the Australian and New Zealand College of Anaesthetists (ANZCA) and Faculty of Pain Medicine (FPM) held in Auckland, New Zealand, Kate Leslie and Andy Cumpstey interview the annual scientific meeting convenor Kerry Benson-Cooper and conference cultural advisor Tui Blair about planning the meeting and how Māori traditions and culture have informed not only the conference but also patient care and education in New Zealand. Dr Kerry Benson-Cooper is a specialist anaesthetist and intensive care physician at Te Toka Tumai Auckland Hospital, New Zealand. Tui Blair is interim co director of patient services, Health New Zealand | Te Toka Tumai Auckland, New Zealand.

In this episode of What the Fixed Ops?!, hosts Russell Hill and Charity Dunning sit down with Bill Springer for a deep dive into the evolving world of dealership customer retention, fixed operations, and long-term service loyalty.Drawing from insights in his latest Dealer Retention Report, Bill breaks down the biggest challenges and opportunities facing dealerships today—from tire sales and first service appointments to mobile service, video MPIs, communication strategies, and the growing importance of convenience-driven loyalty.Bill explains why customer retention is no longer just about price or promotions, but about building trust, creating seamless experiences, and proactively guiding customers through every stage of ownership. He shares why dealerships lose customers after the warranty period, how poor communication creates major defection points, and why service departments must rethink the customer journey from day one.This conversation goes far beyond oil changes and repair orders. It's about understanding customer behavior, building long-term relationships, creating value beyond price, and developing systems that keep customers coming back year after year.We talk about:• Why the first service appointment is critical to retention• How tire sales directly impact long-term customer loyalty• Why dealerships still struggle to communicate their tire business• The growing role of mobile service and convenience• How video MPIs build trust and transparency with customers• Why appointment availability can make or break retention• The connection between communication and customer continuity• Why dealerships must focus on value instead of competing on price• How prepaid maintenance bundles improve retention• The importance of setting the next appointment before customers leave• Why customer experience now competes with Amazon-level convenience• How dealerships can reduce friction in the service process• The biggest customer defection points dealerships overlook• Why service advisors should focus on education and relationship-building• How leadership and long-term thinking shape dealership success• The role of process consistency in improving retention• Why dealerships need proactive systems instead of reactive marketing• How EV adoption is reshaping tire and maintenance opportunities• Why trust, transparency, and convenience matter more than everBill also shares powerful insights on leadership, customer psychology, employee communication, and why dealerships must stop thinking transactionally and start thinking about customer continuity over the long term.His message is clear: retention doesn't happen by accident—it happens through trust, communication, convenience, and consistently delivering value at every step of the customer journey.This is a high-level, insight-packed conversation about dealership retention, fixed ops strategy, customer loyalty, and what it truly takes to build a service experience customers choose to come back to.BE THE 1ST TO KNOW. LIKE and FOLLOW HEREwww.linkedin.com/company/fixed-ops-marketinghttps://www.youtube.com/channel/@fixedopsmarketingGet watch and listen links, as well as full episodes and shorts:www.fixedopsmarketing.com/wtfJoin Managing Partner and Host Russell B. Hill and Co-Host Charity Dunning as they discuss life, automotive, and the human journey in What the Fixed Ops?!#podcast #automotive #fixedoperations #dealershipmarketing

On the KMOJ Morning Show, Reverend William Pierce and Sannia Eliza joined Freddie Bell and Chantel Sings to preview the 3rd Annual Miss Juneteenth Minnesota Pageant, celebrating Black excellence, leadership, and the historical significance of Juneteenth. They discussed the pageant's continued growth, including the addition of Mister and Mr. Juneteenth divisions and new age categories, bringing together more than 30 contestants competing for scholarships, awards, and opportunities for personal development. The conversation highlighted how the nonprofit pageant program goes beyond competition by offering mentorship, financial literacy, healthy lifestyle education, networking, and career exposure designed to empower Black youth and adults across generations. Listeners also learned about the June 6 event at North Central University's Trask Worship Center, featuring a special performance by the legendary group Sounds of Blackness and the crowning of Minnesota's newest Juneteenth royalty.

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In this epic interview, mens confidential advisor, Sam Morris shares his transformative journey from complete self-destruction to becoming a powerful advocate for men's emotional health and sobriety. Discover deep insights into the roots of addiction, the importance of vulnerability, and practical approaches to healing and masculinity.To contact Sam or find out more about Sam@sam.g.morris - Instagramthemsaculinetruth.substack.comFor more resources such as coaching or to join the next HIQA challenge go towww.iquitalcohol.com.auFollow HIQA insta @howiquitalcohol Music for Podcast intro and outro written by Danni Carr performed by Mr CassidyIf you are struggling with physical dependancy on alcohol consider contacting a local AA meeting or a drug and alcohol therapist. Always consult a GP before stopping alcohol. Hosted on Acast. See acast.com/privacy for more information.

Don records through a booming Florida thunderstorm while tackling five listener questions. He discusses a thoughtful strategy for using a UTMA account to teach investing and potentially fund a future Roth IRA, then provides a detailed overview of what goes into a true financial plan, including cash flow analysis, insurance, estate planning, tax strategy, retirement projections, and investment management. Another listener asks about investing for a long life, prompting Don to explain why maintaining a diversified portfolio and spending less than portfolio growth are the keys to retirement sustainability. He also addresses when retirees might safely move from a 4% withdrawal rate toward 5%, emphasizing flexibility over rigid rules. The episode concludes with a discussion of HSAs, explaining why they are often better spent during retirement rather than left to non-spousal heirs, who may face less favorable tax treatment.0:04 Florida thunderstorm opening and update on the new podcast website and question system2:35 Using a UTMA account as a teaching tool, harvesting gains for a child, and eventually funding a Roth IRA4:47 What a comprehensive financial plan actually includes beyond investments6:14 Gathering financial data, setting goals, cash flow analysis, and risk management7:42 Asset allocation, diversification, Monte Carlo simulations, and behavioral coaching8:28 Retirement planning, Social Security timing, Roth conversions, RMDs, and tax strategies10:23 Listener crediting the show for retirement confidence and asking about investing for longevity12:37 Why spending less than portfolio growth is the key to long-term retirement success14:15 Whether a 4% withdrawal rule can become 5% later in retirement15:45 Fixed versus flexible withdrawal strategies and how age affects sustainable spending17:49 HSA withdrawal decisions in retirement and inheritance considerations19:31 Why HSAs generally should be spent rather than preserved for non-spousal heirs20:52 Meet-an-Advisor invitation and how portfolio reviews can uncover hidden risksQuestions? Comments? Click!

Send us Fan MailSend us Fan MailIn this enlightening episode of Living the Dream with Curveball, we sit down with Alexis Sikorsky, an accomplished author and strategic advisor who has successfully navigated the complex world of scaling and exiting businesses. With a rich entrepreneurial background that began in his teenage years, Alexis shares his journey from founding a banking software company in Switzerland to achieving a nine-figure exit with private equity.Listeners will gain valuable insights as Alexis discusses the common pitfalls founders face when preparing for an exit, emphasizing the importance of understanding the private equity landscape and the misconceptions that often cloud a founder's judgment. He reflects on his own experiences and the lessons learned during his transition from operator to advisor, revealing the critical steps entrepreneurs should take to position themselves for success.Throughout the conversation, Alexis introduces his APEX methodology, designed to help business owners assess their companies effectively and plan for growth. He highlights the significance of recognizing when a founder is stuck in operator mode and offers practical advice on how to shift towards a more strategic CEO mindset.As Alexis prepares to release his second book, he shares his vision for helping others navigate the complexities of entrepreneurship and exit strategies. This episode is a must-listen for founders and entrepreneurs seeking to build wealth and freedom while avoiding common mistakes.What You'll Learn in This Episode:- The journey from entrepreneur to strategic advisor- Key misconceptions about private equity and exit strategies- The APEX methodology for assessing business growth- Signs that indicate a founder is stuck in operator mode- The psychological impact of exiting a business and preparing for the next chapterFor more information on Alexis Sikorsky and his work, connect with him on LinkedIn and check out his books available on Amazon.Support the show

If you've been listening to the podcast lately, you know we've been talking a lot about client experience, onboarding, and the first 100 days. And this week, I'm coming to you from the Ritz-Carlton in Chicago, where I'm speaking at a conference and taking notes on one of the most recognized customer experience brands in the world. As I've watched the little details and thoughtful touches that make the Ritz-Carlton experience so memorable, I couldn't help but think about how easily many of those same principles can be applied inside an advisory firm. In this episode, I'm breaking down three specific Ritz-Carlton practices that advisors can use to create more memorable, consistent, and remarkable client experiences.In this episode, you'll learn:How the Ritz-Carlton's famous $2,000 Rule empowers employees to solve problems, create memorable moments, and deliver exceptional service without waiting for management approvalWhy capturing client preferences and personal details is only half the battle—and how to actually use that information to strengthen relationships and deepen client loyaltyHow daily service meetings at the Ritz create consistency across the organization and how advisors can incorporate client experience discussions into their own team meetingsThe three foundational pillars of a remarkable client experience: empowering your team, collecting meaningful client intelligence, and creating processes that ensure consistence.The best client experiences don't happen by accident. The Ritz-Carlton has built a reputation for excellence by intentionally empowering employees, documenting client preferences, and creating systems that reinforce exceptional service every day. The good news is that you don't need a luxury hotel budget to apply these principles. Small, thoughtful actions backed by strong processes can help your clients feel seen, known, and valued—and that's what creates loyalty, referrals, and lasting relationships.Check out The First 100 Days Course: The Advisor's Blueprint for a Remarkable Client Experience HERE!Learn more about T2MWorks HERE! Learn more about Asset-Map financial planning software HERE! Learn more about our sponsor Beemo Automation HERE!   Check out the Efficient Advisor YouTube Channel HERE!Connect with Libby on LinkedIn HERE!Successful businesses don't get built alone. You need community! You need collaboration! Join us in The Efficient Advisor Community on Facebook.

Reports of low nut set have surfaced in some pistachio orchards this season, leaving growers searching for answers. In this episode, Kristin Platts sits down with Dr. Elizabeth Fichtner, UC Cooperative Extension farm advisor for Tulare County, to discuss the connection between pollination, bloom timing and spring weather conditions. Fichtner explains how unusually warm temperatures may have affected pollen viability, flower receptivity and ultimately nut set, while sharing insights into what researchers and growers are learning from this year's crop.Catch Elizabeth's session at Pistachio Day on June 17 at the International AgriCenter in Tulare. Registration is free: https://myaglife.com/pistachio-day/

Midlife women who are considering homeownership canbenefit tremendously from working with a professional real estate consultant who helps reduce costly mistakes, streamline the buying process, and build long-term wealth.Buying a home has changed. With new buyer representationagreements becoming standard practice, many buyers are discovering that choosing a Realtor is no longer a casual decision—it's a strategic partnership.In this episode of Divas, Diamonds & Dollars, we unpack what these industry changes mean and why today's buyers should expect far more than someone who unlocks doors and writes offers.You'll learn how a professional real estate consultant can save you time, guide you through complex disclosures and negotiations, explain local market conditions, help you understand home values and equity, recommend value-adding renovations, and provide access to trusted home service professionals. We also discuss maintenance planning, insurance considerations, and the red flags that signal you're working with a transactional agent instead of a true advisor.Whether you're a first-time buyer, returning to the market after a major life transition, or simply exploring homeownership as part of your long-term financial plan, this conversation will help you make smarter decisions and approach real estate with confidence.If financial independence for women, personal developmentfor women, wealth building, and strategic decision-making matter to you, this episode offers practical guidance to help protect one of the largest investments you'll ever make.Keywords: Homeownership, Real Estate Consultant, WomenOver 40, Financial Independence for Women, Personal Development for Women, Business Ownership, Leadership for Women, Career Strategy, Wealth Building, Financial Freedom, Midlife Pivot, Money Mindset

New allegations drop against Graham Platner, two key California races still remain in limbo, and a former national security adviser to Trump pleads guilty to mishandling classified documents. Get the facts first with Evening Wire. Thumbnail Image Credit: The New York Times - - - Ep. 2823 - - - Wake up with new Morning Wire merch: https://bit.ly/4lIubt3  - - - Today's Sponsor: Alliance Defending Freedom - If you believe children deserve compassion, protection, and thoughtful care—this is an opportunity to take action. Visit https://JoinADF.com/WIRE to sign the petition today.  - - - Privacy Policy: ⁠https://www.dailywire.com/privacy⁠ morning wire,morning wire podcast,the morning wire podcast,Georgia Howe,John Bickley,daily wire podcast,podcast,news podcast Learn more about your ad choices. Visit podcastchoices.com/adchoices

Yemisi Egbewole, former Chief of Staff and Advisor to the Biden White House Press Office— and Democratic strategist— joined us on the Guy Benson Show today to discuss the latest on the controversy surrounding Graham Platner, the Democratic Senate candidate from Maine. Guy and Yemisi also discussed the awkward interaction between former President Joe Biden, and Jill Biden at her book event. Listen to the full interview below! Learn more about your ad choices. Visit podcastchoices.com/adchoices

With Nick Hubert and Taylor Gentry—Founding Partners, Panoramic Capital Partners Jason Diamond speaks with Nick Hubert and Taylor Gentry of Panoramic Capital Partners about helping business owners align personal significance, wealth, and business value through a long-term advisory framework. In Summary Many advisors who work with business owners focus on managing wealth after it is created. Nick Hubert and Taylor Gentry argue that the greater opportunity is helping clients create, preserve, and align value long before a liquidity event occurs. In their conversation with Jason Diamond, the founders of Panoramic Capital Partners discuss how concepts borrowed from private equity – including accountability, reporting, capital allocation, and long-term planning – can help advisors become more valuable partners to entrepreneurs. The result is a different framework for advising business owners: one that places personal significance, personal wealth, and business value on equal footing and measures success over decades rather than by transactions. The Storyline Most business owners spend years aligning their companies around a mission, strategy, and long-term objective. Far fewer spend the same amount of time aligning their business, wealth, and personal lives around a common destination. Nick Hubert and Taylor Gentry believe that true alignment begins when business owners stop viewing those decisions separately. As founding partners of Panoramic Capital Partners, they have built a firm designed to engage earlier in the entrepreneurial journey. Their framework centers on helping business owners define a “north star” that balances three interconnected dimensions: personal significance, personal wealth, and business value. The conversation explores how that framework evolved from Taylor's experience in private equity and Nick's background in consulting and wealth management. Rather than viewing private equity solely as a source of capital or a transaction event, they examine what advisors can learn from the systems, reporting structures, and accountability mechanisms that private equity firms use to create value over time. Jason and his guests discuss why many business owners struggle to connect financial, operational, and personal objectives; how advisors can serve as a true personal CFO; and why alignment often matters more than maximizing the next transaction. The discussion also turns inward, examining how the same principles influence Panoramic's own growth decisions, their views on acquisitions and private equity investment within RIAs, and what the industry must do to attract the next generation of advisory talent.   > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why do many business-owner relationships begin too late? (13:10)Nick explains why focusing primarily on liquidity events can create misaligned incentives and why advisors may add greater value by engaging earlier in the wealth-creation process. What does Panoramic mean by a “north star” framework? (16:40)Taylor outlines the firm's approach to aligning personal significance, personal wealth, and business value into a unified planning and decision-making framework. How can advisors apply private equity thinking without becoming private equity investors? (18:11)Taylor describes how institutional reporting, accountability, and value-creation systems can help business owners improve outcomes regardless of whether a transaction ever occurs. Why did one client walk away from a successful deal? (19:45)Nick shares the story of a business owner who discovered that selling the company would solve the wrong problem and why redefining success led to a better outcome. Is private equity misunderstood by many business owners? (26:26)The conversation explores how private equity often functions as a “black box” and why advisors can help clients evaluate opportunities more objectively. How does Panoramic structure its pricing to reduce conflicts of interest? (30:52)Nick discusses the firm's effort to align compensation with client outcomes rather than asset gathering alone. Should RIAs pursue acquisitions and private equity capital? (32:20)Taylor and Nick explain how they evaluate growth opportunities through the same long-term framework they use with clients. What role will AI play in the future of advisory firms? (40:14)The discussion focuses on balancing efficiency gains and enhanced client experiences with the responsibility to protect client trust and security. Topics Covered Business-owner advisory models Personal significance, wealth, and value Entrepreneurial wealth creation Private equity frameworks Business value growth strategies Capital allocation decisions RIA business building Advisor compensation alignment Artificial intelligence in wealth management Next generation advisor talent Key Takeaways Many advisors focus on the liquidity event, while business owners often need guidance throughout the entire value-creation journey. The most effective business planning frameworks connect personal goals, financial objectives, and enterprise value rather than treating them separately. Private equity's greatest contribution may not be capital itself, but the systems and accountability structures used to create long-term value. Business owners frequently pursue an exit when the underlying issue is a misaligned relationship with their business, rather than a desire to stop owning it. Advisor compensation models influence behavior, making alignment between pricing and client outcomes increasingly important. Growth through acquisitions can be valuable, but only when it supports a firm's broader vision and long-term objectives. AI has the potential to improve advisor efficiency and client outcomes, but trust and security remain the non-negotiable constraints. https://youtu.be/_Fhic8CxtCs Quotable Moments “Growing businesses create value. The transaction is not the value creation event. The business itself is.” “The reality is that many entrepreneurs don't want an exit. They want a different relationship with their business.” “Private equity is often treated like a black box. Most people don't actually know what it is or how it works.” “The best thing I can do for my clients is still be in the seat 30 years from now.” FAQs How can advisors create more value for business-owner clients? Nick Hubert and Taylor Gentry argue that advisors can create greater value by engaging earlier in the entrepreneurial journey. Rather than focusing primarily on investments or eventual liquidity events, they discuss helping clients align business strategy, capital allocation, personal goals, and long-term wealth creation. How does Panoramic Capital Partners work with business owners differently from a traditional wealth management firm? Rather than focusing primarily on investments or eventual liquidity events, Panoramic seeks to partner with entrepreneurs throughout the business ownership journey. Their approach incorporates business strategy, value creation, capital allocation, and long-term planning alongside traditional wealth management services. What is the “North Star” framework discussed in the episode? The North Star framework serves as the foundation for Panoramic's advisory process. It helps business owners define long-term objectives across their personal lives, financial goals, and businesses, creating a shared reference point for major decisions over time. How can advisors apply private equity principles without working in private equity? The discussion highlights how advisors can borrow many of the operational disciplines commonly used by private equity firms – including reporting systems, accountability structures, performance measurement, and strategic planning – to help clients create value regardless of whether a transaction ever takes place. Why do some business owners choose not to sell their companies? According to Nick and Taylor, many entrepreneurs discover that they do not actually want an exit. Instead, they want a different relationship with their business. In some cases, improving management systems, leadership structures, and operational accountability can achieve that goal without a sale. What are the advisors' views on AI in wealth management? They see AI as a potentially powerful tool for improving efficiency and enhancing client deliverables, while emphasizing that client trust, data security, and responsible implementation remain more important than being first to adopt new technologies. Nick Hubert and Taylor Gentry argue that advisors can create greater value by engaging earlier in the entrepreneurial journey. Rather than focusing primarily on investments or eventual liquidity events, they discuss helping clients align business strategy, capital allocation, personal goals, and long-term wealth creation. Rather than focusing primarily on investments or eventual liquidity events, Panoramic seeks to partner with entrepreneurs throughout the business ownership journey. Their approach incorporates business strategy, value creation, capital allocation, and long-term planning alongside traditional wealth management services. The North Star framework serves as the foundation for Panoramic's advisory process. It helps business owners define long-term objectives across their personal lives, financial goals, and businesses, creating a shared reference point for major decisions over time. The discussion highlights how advisors can borrow many of the operational disciplines commonly used by private equity firms – including reporting systems, accountability structures, performance measurement, and strategic planning – to help clients create value regardless of whether a transaction ever takes place. According to Nick and Taylor, many entrepreneurs discover that they do not actually want an exit. Instead, they want a different relationship with their business. In some cases, improving management systems, leadership structures, and operational accountability can achieve that goal without a sale. They see AI as a potentially powerful tool for improving efficiency and enhancing client deliverables, while emphasizing that client trust, data security, and responsible implementation remain more important than being first to adopt new technologies. Related Resources Finding the Shortest Path to Excellence Can Be a Game Changer for AdvisorsDoing everything you can to deliver better service, drive growth, and achieve your goals faster can result in extraordinary benefits. Why So Many Successful Advisors Feel StuckThey've built thriving businesses. Strong production. Loyal clients. Growing teams. So why do so many successful advisors quietly wonder, “Why doesn't this feel as good as I expected?” This episode tackles the psychology of success and what comes after it. Top Tips for Setting Your Business Up for Success Years Before a MoveEven if a move is years away—or just a possibility—it's never too soon to start preparing. These insights will help you position your business and team for success, whenever the time is right. Guest Bios Nick Hubert is a Founding Partner at Panoramic Capital Partners, where he works with business owners, founders, and families on the integration of personal wealth and business decisions. His focus is on the moments where the two sides converge, growth, capital, liquidity, and long-term planning, and helping clients see the full picture in one coherent strategy. Nick began his career in investment banking in New York and management consulting in Seattle before moving into wealth management in 2016. He has also helped lead several commercial real estate development projects, giving him a hands-on understanding of how to build and maximize value in private investments. A native of Portland, Oregon, Nick lives there with his wife, Kaitlin. Outside of work, he’s usually backcountry skiing in the Cascades, cycling, or trail running across the Pacific Northwest. Taylor Gentry is a Founding Partner at Panoramic Capital Partners, where he works with business owners, executives, and families whose wealth is tied to illiquid assets, operating companies, real estate, and private investments. His role is to translate business performance into clear financial decisions and pressure-test those decisions before they become expensive or irreversible. Before Panoramic, Taylor spent his career in investment banking and private equity, and served as CFO at several operating companies. That blend of advisory and operating experience shapes how he approaches the work: focused on fundamentals, tradeoffs, and execution. At Panoramic, Taylor acts as a Personal CFO for clients, connecting business performance, personal balance sheet, and long-term planning into one coherent strategy. An Oregon native and University of Oregon graduate, Taylor lives in Missoula, Montana with his wife, son, and daughter.s 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… True Alignment: Advising Business Owners on Wealth, Significance, and Value A conversation with Jason Diamond, Nick Hubert and Taylor Gentry – Founding Partners at Panoramic Capital Partners. Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is True Alignment: Advising Business Owners on Wealth, Significance, and Value. It’s a conversation with Nick Hubert and Taylor Gentry, Founding Partners, Panoramic Capital Partners. 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: Advisory firms that work with business owner clients typically operate through a fairly traditional wealth management lens. The business may be the source of the wealth, but the advice itself often centers around investments, planning, and asset allocation, yet Panoramic Capital Partners approaches that equation differently. Nick Hubert and Taylor Gentry are the founding partners of the roughly $450 million RIA, serving about 150 families with a seven-person team. And while they come from very different professional backgrounds, Nick with more of a relationship and storytelling orientation, Taylor from the analytical and private equity side, they’ve built the firm around a shared philosophy tied to what they call personal significance, personal wealth, and personal value. A big part of that philosophy, or the north star as they put it, is applying some of the same accountability and long-term thinking frameworks commonly seen in private equity to the advisory relationship itself, not in a transactional sense, but in helping clients think more intentionally about decision-making, alignment, and outcomes over long periods of time. As a result, our conversation delves deeply into the private equity world, reframing how clients and advisors should consider this important tool as both a growth mechanism and a strategic part of their client’s plans. We talk about how that perspective also shapes not only how they think about serving business owners specifically, but also the role private equity should play in wealth management. Then we take a view of their long runway and how they and other younger advisors might see things differently about building firms today and why clarity of vision may matter more than sheer scale in the years ahead, and much, much more. It’s a narrative that is refreshing and informative, so let’s get to it. Taylor, Nick, thank you so much for joining. Walk us through your background. What brought you to the world of wealth management? Nick, let’s start with you. Nick Hubert: Sure. I think I got my first taste of the industry actually in a sophomore year of college internship, or I interned at Morgan Stanley here in Oregon. I studied finance and accounting at University of Oregon, and so I had this affinity for finance and markets and had that privilege of having that internship. So I had it early on in my career. Ultimately ended up setting my sights on doing investment banking and going that route and did that for a short period of time. Ended up not going very long due to a medical reason, so you don’t have to be that sorry for me. And ultimately started my career in business consulting before pretty quickly realizing that I want to get back to finance, back to investing these things that just felt like core competencies and that thing that you keep coming back to when you’re alone in the middle of the night thinking about stuff, it was always that. Just had this desire to work with smaller units than large corporations, which is great for wealth where you get to work with families and small businesses. And so it was just a natural alignment that took me back full-time to the space in 2016. Jason Diamond: I like the framing it through the size of the unit you’re working with and having more of an impact on the family. Taylor, what about you? Taylor Gentry: I’m a little more circuitous, if you will. Spent a couple of years in investment banking, so you can be sorry for me. Nick and I met in undergrad at the University of Oregon, had the opportunity to work in this investment group together where we were investing a portion of the university’s endowment. And like Nick, interned in wealth management and kind of walked away from it going, “Boy, that’s boring. I don’t really like that.” And so moved to New York, cut my teeth in banking for a couple years and we were working… So an investment bank for context, helping companies raise debt, raise equity, and with mergers and acquisitions, we’re working with huge companies. So the Mattels of the world, the largest toy company in the world. Like Nick, realized, “Hey, I’m going to work with smaller companies that we can get our arms around a little bit better and be more helpful with and have a bigger impact on.” So spent about 10 years with a private equity firm in the western half of the US and we invested in companies in what’s referred to as the lower middle market. So companies doing 50 to 300 million of revenue. And we would invest in those companies, grow those businesses and then look to sell them. Awesome experience, learned a ton, got a bunch of experience around how to invest in companies, how to grow businesses. Then had the opportunity to step into the CFO seat of a couple of different operating companies during that time. It was just a great learning ground, but also to see a whole bunch of different situations. Nick and I have always invested in things together. We’ve worked on things together and we’ve always wanted to work together full time. And a few years ago, the stars really just aligned to say, “Hey, what would it look like to create a differentiated offering in the wealth space where we can blend my background on companies, transactions, how to draw on scale and all those pieces and really marry that with the wealth management piece?” And Nick will get into that further, but it’s just a really unique way to partner with families and companies that are smaller which can have a really high impact experience with those families and really move them through their life journey, if you will. Jason Diamond: Yeah, there’s a lot to unpack there and we’ll get to some of the elements of how you run the business today. First of all, you can’t fool me by using a toy company as your example to make investment banking more interesting. I’m just kidding. Actually, my real takeaway there is you have a skillset that is incredibly relevant in the current wealth management ecosystem, especially in the model you’re currently in. So let’s talk about that a little. Tell us about your current chapter, which is Panoramic Capital Partners. Who do you serve? What types of clients? Give me some perspective on size as well. Nick Hubert: I'm going to take this first. Taylor can do the PE background side and give you a bunch of numbers. I’ll give you the story and see if we can piece it together that way. Jason Diamond: I get the impression you guys use that line a lot. Nick Hubert: Oh, no, that’s the first time. How’d it land? Jason, I spent eight years at our prior firm with our third founding partner, Andrew, and he was at that firm for 30 years. And so we’ve got this core DNA that we’ve always carried of serving high net worth families in a very holistic and deep planning-based capacity, which I think a lot of modern firms say that. And so that’s not necessarily that different, but it is a DNA that carries through. When we got struck with this vision of launching Panoramic and what inspired us to build the firm, it was as, Taylor outlined, around this idea of how do we partner with entrepreneurs and business owners more holistically across their entire entrepreneurial journey, not just around the exit as is so often where the gravity of the conversation sits. And so our firm vision and inspiration was all around that. And since launching in May of 2024, it has been about how do we bring that vision to life with a different business model. And to your point, there’s a bunch to unpack there, but that is ultimately the founding vision of what we are trying to build here overall and what inspires us every day to say, how do we, as Taylor mentioned, bring the combination of skillsets to bear in a way that allows us to be a better partner along the entirety of the journey as opposed to just towards the end when assets traditionally show up, so to speak? So that’s a story from a vision perspective. Taylor, I don’t know what you want to add to that. Taylor Gentry: As Nick outlined, it’s the ability to work with folks throughout the lifecycle. So in private equity, you invest in a company, you work with that management team for three to seven years and then you sell the business and move on to the next project or deal. And really, it’s the deal mechanic that is the value creation. Whereas, with what we are building here, we have the opportunity to really step along the journey with folks when they are in the early phases building what we talk about as the middle phase of allocating, and we’ll talk about this further, and then really the third phase of stewarding capital along the way. And it’s a life cycle or entrepreneurial journey that we’re able to be hand in hand with folks over decades opposed to measured in three to five year spans. Jason Diamond: So it sounds, and you’ve both kind of touched on this now, your different backgrounds, you view as very much a positive because it gives you, Taylor, the more in the weeds analytical perspective. Nick, you’re probably more the storyteller. Do you find that to be a benefit when you’re running your firm every day? And are there instances when it’s a negative? Is there ever a time when you say, Taylor, just maybe more for you, not coming from this world, you don’t speak the same language? Nick Hubert: Do you want me to drop off the call so Taylor can be honest and he can give you the scoop and then he can jump off and I’ll give you the scoop? Taylor Gentry: Jason, we talk about that a lot, honestly. I think it is atypical for someone with my background to step into the wealth space maybe more so. And we leverage that because we have the ability to work with folks on how do you drive value in the company, how do you set the business up for a potential sale exit or transition internally? But this business, historically, we’ve talked about it as almost like two tracks. You have Taylor on the quote unquote business consulting or the business work track and you have Nick on a wealth management track. It’s really not the case. And really, the power is the ability for these two pieces to come together and there isn’t a conversation we have with clients where those two perspectives and backgrounds or contexts aren’t married into one to create really truly holistic advice. And so Nick will probably tell you otherwise, but I haven’t seen an area yet where our two backgrounds has been a negative. It’s actually been immensely positive. And then on top of it, in terms of kind of building out the firm, Nick is more of a traction visionary and I’m more of the traction implementer. What’s amazing about it from our perspective is the partnership we have allows us to, A, recognize that, B, name it, and then C, leverage it in terms of being able to dole out duties and maximize our success together. Jason Diamond: Nick, anything you’d add? Nick Hubert: I think that’s all right. I mean, Jason, your question was from an operational perspective. I think a lot of Taylor’s view is from a client perspective, which is spot on that the overlap of that is really helpful for clients and I think what allows it to be a different experience for them. Internally, operationally, I think that where you could see friction there amongst partners with differences, and I think you do see that, and at the same time, Google was the one who did team research 15 years ago where they put out what you really want, is similarity and vision and differences in skillset when building a team. And so I think we’ve been intentional about that and it’s been really helpful for… Taylor and I functionally met in a quasi-professional setting back in 2011 and developed a friendship quickly, so we’ve got that deep level of friendship that underpins all of it. And same with Andrew and our time working together. So part of it is there’s just such a strength of relationship amongst us that we give space for each other’s differences and look for those as assets as opposed to negatives, but in some sense, beauty in the eye of the beholder as is the case with anything. Jason Diamond: Yep. I appreciate you adding that context. I’ll be honest that when I first encountered your firm, my reaction was your core value prop of serving business owners is not all that differentiated. And then I learned more about the way in which you serve business owners. Can you talk about that? Because a lot of advisors in general, but then I think more specifically, a lot of RIAs would say, “We service primarily business owners.” Tell me how do you do it in a way that’s different and meaningful? Nick Hubert: I’ll take a first stab at that and then Taylor can maybe add on with specific stories. The wealth space is an awesome business and it’s a place where it’s very difficult to differentiate. And so we think a lot about that through the lens of how do we grow this business well for the long period of time to create opportunities for clients and employees. And so we spent a lot of time thinking about that, not only for the sake of differentiation, but also how do we actually just continue to add value to clients? Because if we add value in a different way, growth will take care of itself. I’d say one way of cutting that is we revisit the mission is through this idea of, okay, if I want to be a partner along the journey, it’s about more than a single transaction, more than a single exit, whatever that might be, or a series of transactions as wealth is often created over a series of transactions. It’s this idea of how do we focus on wealth creation and driving business value as the engine of wealth creation for entrepreneurs and what we call personal significance, which is the life of the entrepreneur. And so there’s a next click down framing of our framework that we work through that lens. I think the most important piece for us has been how do we build a business model that actually brings that to life and that’s the trick because we can say that, and if we basically still just operate out of an AUM-based or an asset advisory fee-based business, the reality is my incentive is still towards getting assets out of the entrepreneurial environment, so to speak, into a place that I can manage them, which may or may not be the best thing for the entrepreneur based on where they are at. And so our current work continues to be around how do we build that business model. So layering in different ways of engaging, whether it’s a retainer fee or some other way of engaging so we can start earlier when assets aren’t there and actually encourage the entrepreneur, “No, keep reinvesting in your business. It’s your highest rate of return right now and it’s where the investment needs to go.” I don’t want to have a conflict in giving that advice. And so I think step two here has been building that business model from an actual engagement perspective to enable us to enact the vision. And then I think the third piece is how do we then build tools that are different than just evaluating pre-exit planning, and as is so often, the toolkit, but actually saying, okay, what are the value drivers of a business? And this is probably where Taylor has a lot more to add because it’s 101 of the PE model, but how do we take the mission and vision of an entrepreneur, what we call north stars, translate those into value drivers, ensure those tie to strategic initiatives in the business, ensure it ties to reporting, and ultimately, how capital is allocated between the business and other investments? So then that’s our toolkit that we continue to build out to deploy the mission through our business model with tools that back it up. So that’s how we frame it right now. Taylor, we can share stories about how that’s come to fruition to create different outcomes. Jason Diamond: Taylor, I’d love to hear that. Let me just add maybe my understanding, because this is what helped me, I think, to really understand how you defer, and Nick and Taylor, correct me if I’m wrong, it sounds like the typical advisor thinks about an entrepreneur, a business owner relationship as the next liquidity event in most cases. And you take the viewpoint that it’s a journey, in some instances, 30 years in the making. It’s not even about liquidity event might come that’s beside the point. Is that a fair summary? Taylor Gentry: Yeah. We talk about it as a growing business is a healthy business, a business that is creating incremental value and adding to the multiple in terms of how the business is valued in the marketplace is a healthy business. And so whether you are going to sell that business or retain that business into perpetuity, let’s make a really valuable business and grow a very healthy business. And that’s what we do with clients. Nick laid out the north star framework. And so how do we actually go about engaging with folks on a practical level? It does start with the north star framework. It’s got five steps to it as Nick outlined in terms of defining the north star, where we’re going, what we’re trying to do and that’s across those three pillars, personal significance, personal wealth and business value. And that personal significance has to be held at that same level. Otherwise, we find folks that are mid 50s, their business is crazy valuable, they’ve got a lot of dollars, but their family life isn’t where they want it to be because they didn’t take care of that along the way. So we lay out a place map that says, “Hey, these are the north stars that we are aligning on and coming back to every month when we work with these owners.” We then push that into, okay, what are we trying to do on the business side of the equation? Let’s lay out what is going to drive the value of the business from a multiple and enterprise value perspective. We push that into a set of strategic initiatives that is tactical, who owns what, when’s it getting done, and are we red, yellow or green on it? We then build out the performance reporting package with folks. And so that is a monthly reporting package that says what happened last month and what operational data are we looking at to be able to improve the business month over month and get a good feedback loop going into the company. And then the last piece is around capital allocation that Nick mentioned where if the business generates a million dollars, where’s that capital going? I think there’s a lot in there and it’s really deep, but if you zoom all the way back out, it’s take a private equity style playbook where private equity firms come and invest in a company. And what do they do after close? They put in place good financial reporting, good operational reporting, and then hold the team accountable to that reporting and those results on a monthly, quarterly, and annual basis. And so this is not rocket science or something that’s never been seen before. It’s just most business owners that have never experienced this private equity world don’t have access to it and don’t know how to go about doing it. It’s a relatively long process to get that installed with companies and with teams to really dig in and understand it, but it’s building out those packages to be able to say, “Okay, what happened last month? What changes do we need to make and what are we doing from a initiative perspective to drive the business forward?” So to Nick’s point, it was previously, this was all about liquidity planning or from a wealth management perspective, it’s about the exit. This is about how do we make a more valuable business along the way, and that’s going to be good for the entrepreneur as they move through the journey. Nick Hubert: When we were around the dinner table, the proverbial dinner table creating the vision of this firm, it was around this idea of the silver tsunami and everything that everybody reads in the headlines of this massive wave of transition, this generational transition of business ownership that we could help facilitate. So we launched with that thesis in some sense. In addition to this broader journey perspective, we have gotten to this place by following the market and listening to what entrepreneurs actually want through the big unlock was honestly in a deal process with one of our clients where we realized, “This is a great deal. This person’s going to put a ton of money in their pockets, secure their future,” and it’s completely the wrong outcome for the entrepreneur because it’s thinking all about the deal, not thinking about what this person didn’t want was an exit. They wanted a different relationship with their business, and that required, what do you actually want out of life, that personal significance piece? And it required, “Hey, if we can actually create a layer of team members and reporting that allows you to manage this like a board chair would do as opposed to a highly engaged CEO. That’s actually what you want. You don’t want out of this business. You want to still have this be a huge rock in your life.” And so we’ve ran through that door, said no to the deal with them and have been building the infrastructure around this, and that was the unlock and aha moment for us. There’s something bigger here and that’s what then inspired, in some sense, the broader build out of the toolkit, but I think puts more meat on the bone of actually saying no to a deal, which is not the classic wealth manager outcome to get to a way better outcome for the client and is ultimately still an awesome client for us as a firm and somebody that we can go build with for the next 20 years. I think just telling it through the lens of a story that’s different than what’s normal, so to speak, is a way to frame that up. Jason Diamond: It’s such a hyper focus on a fairly long-term and honestly nebulous potential outcome. You don’t have certainty. That, I think, is why most advisors would prefer the near-term liquidity. I mean, it’s not a secret, right? You can bill on assets, firms are incentivizing it and it’s a pretty direct recipe to net new asset growth, but it’s certainly a refreshing point of view. It resonates with me. I’m wondering if it’s resonated with clients and prospects. I guess what I’m asking is, do they feel that this is something different than the typical wealth management experience for this type of client? Nick Hubert: Yeah, Taylor, tell that story of the guy who said, “I’ve had this, but I felt alone.” I think that story of partnership, you tell pretty well. Taylor Gentry: Yeah. Jason, it was actually that same client, he had a investment banker, a wealth manager, attorney, and a CPA. CPA said, “The deal’s terrible, you shouldn’t do the deal.” Investment bankers obviously incentivized to do the deal. And so he’s saying, “You should do the deal.” That’s how he gets paid. He had a wealth manager who was silent and he had an attorney who just pushing paperwork. Jason Diamond: It’s like the start of a bad joke. Taylor Gentry: Yeah. No, seriously, it’s pretty remarkable. It’s like this guy did what he was supposed to do. He put the team of resources around himself. He got professionals in the seat. It’s that no one could connect the dots of all four of those people because they have the seat of those four people. And so it’s really resonated because there’s an ability to see a bigger picture and connect these dots and say, “Okay, this investment banker is saying X because of A, B and C.” And the CPA is saying it’s a bad deal and that it’s not a market deal. It’s 100% a market deal. This deal is right down the fairway in terms of what the market should value your company at and they just don’t understand how the transaction mechanics should work. And so it’s worked really well from that perspective of being able to be the quarterback or centralized point or personal CFO for folks in understanding where interests lie and also being able to think about what they are pursuing in a bit of a different lens. I think the second piece on that is where does it resonate for folks? I think that there is a gap in the marketplace that we are still working to close, and that gap is that business owners do not know what this monthly reporting package looks like. They do not know what really good reporting on their business looks like in terms of they have always run their… You’ve got a business owner. They’ve run their business for 10 or 20 years. They have a pulse on the business from their gut feel. That does not mean that the business has been optimized, is ready to go to the next level or is ready for a transaction and go through a transaction because they have not done the work on the backend to understand the moving pieces of the business at a granular level. This recording package, we oftentimes get this confusion around, well, I’ve got a temporary CFO or a controller or X, Y, Z. That is very different than what we’re talking about. Well, that is all accounting, close the books, have clean numbers. What we’re talking about is how do I marry operational data in the business, number of units ships, number of jobs completed, time on job, operational data to the financials in the business so I can then go make adjustments operationally on how to improve the business and continue taking steps forward. Jason Diamond: It’s very clear. Nick, anything you’d want to add to that? Nick Hubert: I’d say it’s easy to still cut that from a deal lens and say, look, when an investment partner comes to evaluate a business to sit in their seat for a moment, they’re going to look at the replicability of what that leader has done without that leader still in the seat. And if so many businesses are still reliant on that person and this gets talked about as processes, reporting systems, that ultimately results in a discount to the value of the business because although it can be viewed… For the leader, it’s like, it’s that control thing that entrepreneurs deal with. It’s what made them good. It’s what got you there. And so that transition is really hard. And that’s important from a deal lens because that does a direct impact to value. And to widen out the scope beyond the deal and to think about the entrepreneur’s life, this goes back to the dynamic that a lot of times entrepreneurs look for the exits because they’ve built something that it’s now owning them and what they’ve built is not resulting in the life that they want. And so how can we use this system to actually change that relationship, as I mentioned earlier, with the business so that they can run it more like an executive might and get out of the knife fight, so to speak, that often is how this can feel for a lot of folks, even for pretty large businesses. It can just feel like you’re a firefighter, you’re in a knife fight, whatever you want to use for that terminology. I think it’s as much about creating a different life outcome and different relationship and owning and leading a business as it is in driving deal value. Jason Diamond: Taylor, maybe I’ll ask this of you. Forgive the question, but private equity, I think in our space, has a little bit of a negative stigma at the moment. I don’t think that’s true across the board. I think people appreciate generally the need for capital and there are certainly benefits of private equity. But I’ll say as a whole, advisors are, let’s say, suspicious of private equity. You ever get that pushback? Does anybody ever view your experience or the way you position the story as a negative? Taylor Gentry: I think most people that we talk to don’t know what private equity is. They may have seen it in the headlines. They may have some sort of connotation around it. They won’t come out and say that they don’t like it. They don’t know why they don’t like it. The average American business owner, they don’t know what it is or what it means. So yes, you do have to fight that because of the headline piece around private equity, bad actor ABC, and that’s what gets the headlines. I think what private equity is really good at is taking a business that is not optimized or not running on systems and processes that it can run on. Again, it's not rocket science is not crazy hard. It’s just the private equity world has created ways to install systems and process that improve the value of the business by way of providing visibility to financials and operations in a way that the owner previously didn’t have. And so for us, we view it not by any means as the end all be all or the answer. There are clients we’ve worked with that have taken private equity capital and grown successfully, executed on some acquisitions and then exited again. There are clients that have evaluated those transactions and said, “Hey, not for me.” We are actually fairly agnostic to it. What we really spend a lot of our time on is what are we solving for? What’s the end game? How do we use this private equity transaction to get to where we’re trying to go and is it what we want at the end of the day? Because the reality is, if you’re going to stay on and run that business with private equity investment in, there’s a higher expectation on what you need to do Monday morning than when you owned it yourself and it was a little bit of your personal piggy bank too. Jason Diamond: I love it because you bring it back to the north star concept. Taylor Gentry: Yes, that’s exactly right. It’s what are we solving for and what game are we playing to be able to get to where we ultimately want to go? And for, as Nick mentioned that client that turned down the deal, it was a private equity investment. We got very clear with that, “Hey, here are going to be the expectations. You will have a monthly financial reporting call. You’re going to have quarterly board meetings.” These are things that need to happen in this business to be able to upgrade the management and cadence in this company. You don’t have to do it all tomorrow, but that is how you make a more valuable company, is installing some of these systems, process and cadence. And so we’re working with him now on doing that, just in a private context instead of in the private equity backed environment. Nick Hubert: I think there are three things embedded in this. I’d say number one, to Taylor’s point, this is a massive black box, in some ways by design. Wall Street’s had not a great reputation for a very long time of putting things behind the paywall, so to speak. And so we think a lot about our job as empowerment and education. Jason Diamond: Education, yep. Nick Hubert: Yeah. And so part of it is just, number one, how do we just demystify this thing and name things and take away the go to or bad? Because it can be that, but it should not be that from a core basis. That’s number one. Number two, a lot of entrepreneurs feel like they cannot get access to this ability to professionalize or level up or whatever these things are without bringing on that investment partner. And so part of our motivation is how do we actually bring this skillset in without needing to bring on an investment partner because oftentimes, that investment partner comes when you’re done, and so you don’t actually get to experience it. That’s number two. Number three is, Jason, part of your point earlier was like there’s still a trap here of potentially being able to get motivated primarily by the exit. And so again, that gets back to our business model, making sure our price Racing is right, all that good stuff. And it’s also the reality that a lot of businesses, if you just look at a very broad scope of American businesses, a lot of them don’t have value in the marketplace in a massively material way and/or won’t exit in a traditional way. And so the wealth creation journey then becomes much more of a conversation of, how do we manage the balance between investing in the company and distributing out of the company to invest elsewhere because we should actually be creating investment assets along the way because when you get to the exit, there’s no better power position at the moment of exit than already having financial security to some degree and giving you choice in the right deal, not the highest and best deal because you need to fill the piggy bank for retirement. Jason Diamond: I just want to be sure to ask because you did mention a couple times your pricing structure. How have you set it up so that you can be more agnostic about this as opposed to the typical… You want to talk about it for a minute? Nick Hubert: As it’s structured now, it starts with a retainer earlier on where we are working… As Taylor mentioned, we are going deep in the operational build of the business. We will do that on a monthly retainer. We’re engaging consistently. As assets get built up and if assets get built up, we start to chew that retainer down as assets go up. I think what we are ideally trying to figure out, and still honestly have not figured out yet, is how do we get to parity so that we don’t create an… I want to be able to work agnostically with a client to say- Jason Diamond: Yeah, I love it. Nick Hubert: … regardless of how I’m engaging with you, that’s the goal. So I’d say we haven’t cracked the code on exactly what that is yet, but mechanically, we’ve got the levers to pull to say how we price and move that retainer down is basically allowing to keep it at par, so to speak, for the client and allowing us to say, “I’m here to engage in making the best wealth creation outcome for you along the way, whether that’s investing in the business or investing outside the business.” Jason Diamond: I think that’s the right recipe. I agree. The levers can be fine-tuned, but to me, that’s the model you want to create where you can credibly look your prospects and clients in the eyes and tell them, “Our job is to serve you in the best way… We’re sitting on the same side of the table as you.” I want to turn this inward for a second. The home cooking concept. M&A, within the RIA independent space, is obviously a hot topic. Have you thought about it? Do you think it’s a critical part of a potential growth trajectory of a healthy, independent firm? I’m curious your perspective. I feel you, Taylor in particular, probably have a unique lens on this coming from the world you came from. Taylor Gentry: Yeah, Jason, I think if Nick and I wanted to put as much money as we possibly could in our pockets as fast as humanly possible. It’s a pretty easy recipe. It’s go get some private equity capital backer, roll up a few RIAs, get to a few billion of AUM and then sell it to the next private equity firm or roll it to the next private equity firm, do that a few times. We’d all make plenty of money and go on our way. We’ve been really intentional on this front, and again, I talk about this is what we want to do for the next 30 plus years. And really being intentional around building a business that has that enduring nature to it, decided to take private equity capital on, you are on a shot clock to some degree. Yes, you’re trying to build a best business, all of those pieces. You get cadence. You get capital. There’s a ton of value there, but you are on a shot clock that is not a shot clock we’re trying to get on at this stage. I’d say we opportunistically are looking at acquisitions. So we think about it, and Nick and I talk about it all the time, how much of our time should we be spending on acquisitions? And we think of it as 80/20 or even 90/10, 80% or 90% organic growth-focused, 10 to 20% acquisitions-focused. And so we’re actively evaluating those consistently and see deals on a monthly basis that we look at and evaluate, but it’s less of the focus today than it could be down the road. Jason Diamond: And Nick, do you think of that when you guys talk? Do you guys call that your true north? Do you think the same way you coach your clients and prospects to say, “For right now, it wouldn’t be the right move for us to take private equity capital and to do this acquisition rollup strategy because A, B and C are more important for us”? Nick Hubert: Yes. I think if we take our life north star for Taylor. I’m speaking for Taylor, but we’re close and so we share this of… To Taylor’s point, the life outcome of scaling that quickly with that type of capital backing is likely to create a life that I don’t actually want that’s not good for me, not good for my family, and honestly, not good for our clients at this point. And so that overrides in this case, even though the wealth, north star might say, “Hey, absolutely do that.” At some point something has to win. And so that is true. At the business side, as the north star is motivated by this mission of the entire entrepreneur journey, the worst thing I could do is shortcut my ability to be on that journey for a long period of time. One of our friends in this space says, “The best thing I can do for my clients is still be in the seat 30 years from now because I’ve lived a good life that enables that.” And I think that’s spot on for us, is everything, it’s so easy in today’s world to be consumed by short-termism and we are intentional in ensuring that we don’t succumb to that. While still recognizing to your point, I mean, you’re in this all day, Jason, right? There’s a massive opportunity in front of us to be thoughtful about how acquisitions fit into this. And I think we want to be open to that in a way that ensures we just don’t lose the core of the goodness of what we’re trying to build. Jason Diamond: I think that’s the right answer. The only wrong answer in my mind is we’re not open to this or we’re closed to it. To not at least be opportunistically aware of the dynamics in the market, I think is naive. But also, I’ll be honest, Nick, when I think about the concept of the north star, I have a hard time imagining, because we use a similar concept when we counsel advisors. What is your true north or your north star and your best business life, whatever you want to call it? To me, it does include absolutely the personal piece. I think it’s hard to define it only on the economic verticals because, I mean, I think about this for a transitioning advisor. Almost never is the conversation about crunch the spreadsheet and get us the biggest check possible. It’s, yeah, sure, transition capital is important, but it’s let’s also, we want a better work life and we want freedom to market and blah, blah, blah. To me, I think it’s a completely fair way. You two are looking at it at least for now and I assume you reserve the right to revise that opinion down the line. Nick Hubert: I think acquiring for size and scale is as often the headline is, yeah, we’re not into that at this point because I think… And yet, hey, if the right acquisition with the right people came along in that, we’d be extremely excited and would move very quickly to execute on that. So it’s a little bit of a both hand. Taylor Gentry: Yeah. Jason, I think it goes without saying, but my background on having done a bunch of transactions of businesses like this, it’s a natural fit for us to have this as a lever. And so we are looking at deals. We just haven’t prioritized it as the top priority. Jason Diamond: I think also where you are, 2024 was the launch of the business. It’s pretty common to see, all right, let’s nail this, let’s get our feet under us, client service model and then we’ll start to think about that down the line. A couple other things I want to ask you about running an independent firm. This is a pretty glowingly positive review, I think, of your ability to service clients, your ability to grow and to build and run the business that you want. Has there been anything negative that you haven’t enjoyed about running and operating this business, other than working with each other, of course? Nick Hubert: No, I was going to say, I’m like, can we get Taylor off the call again? Taylor Gentry: Jason, maybe I’ll take a first cut at it. I think for both Nick and I, it’s just the administrative components of running an independent business that we don’t enjoy candidly. I don’t think many people would. That said, you come full circle and it is a pretty glowingly positive review of running an independent business because we get to run it in the way that we see fit. And oh, by the way, we use the same things that we use with our clients. So the value drivers we’ve talked about, we have a value drivers worksheet. We refresh it every six months. Nick, Andrew, and I get together every six months and we’re 18 months into this thing and we’ve already got this cadence and system to it, if you will. So I personally really enjoy the running the business piece of it from a macro perspective. Yeah, I’m responsible for running our fee billing and running the math on all that and getting that done, for example. Jason Diamond: I think that’s actually a very thoughtful answer. And I appreciate you saying I enjoy running… I feel the same way, by the way. There’s some elements of running a business that I think are immensely fun. I think it gets painted with this brush of, “Ugh, running the business is the hassle and I want to work in the business.” Agreed, nobody likes invoicing and accounts receivable for the most part, but Nick, what are your thoughts on this? Nick Hubert: Yeah, I think mine is different a little bit coming from a different background where it’s easier for me to sit with the rose-colored glasses of the joy of the freedom that we have in this model. At the same time, when I’m counseling folks who are talking with folks or mentoring folks, younger people who are thinking about, “Okay, I want to go start my own thing,” I’m like, “Hey, it’s like I’m the same way. I want to look in the mirror and think I’m the boss or I’m one of the bosses and we get to go build this.” Then the reality is, at the end of the day, if there was something that you didn’t want to do that had to get done and you didn’t do it, you got to look in the mirror and be like, “Well, you’re the boss, you didn’t do it.” It’s the both sides of the coin that I think a positive, negative cut is one way to look at that because it can feel that way sometimes. And the reality is every job has 20 to 30% of it that you just don’t enjoy doing, and that’s totally true. Jason Diamond: It’s why they call it work. That’s why they pay you. Nick Hubert: They’d be pretty quick to point out that I’m the one of the partnership group that they’re going to have to chase for a smaller administrative item because, yeah, I honestly, just similarly speaking, don’t enjoy that. I want to go talk to clients. I want to go focus on building what we’re building. In finance speaks, it is a higher beta to just the all encompassing realities of running a business that is really hard to underscore without being in the seat. And yeah, there’s definitely 20 to 30% of that I would love to wave a magic wand and say, I don’t have to do anymore. Jason Diamond: Yeah, I appreciate that. Nick Hubert: You can’t have one without the other. It’s both sides. Jason Diamond: I think it’s getting easier and I think it’s getting more offloadable and some of it probably gets more… In some ways, more offloadable as you scale, but then you get a new set of problems, probably two, because you’re dealing with bigger… It’s a never ending. I think most business owners would agree with that. And you said it well, you take the good with the bad and overwhelmingly, most people we speak with in the independent space feel as you do, which is, are there things I would prefer to offload or that I would prefer not to do? Of course, but that’s almost just the price you pay for the freedom and for doing all the things you want to do. Two more questions that I want to be sure to ask about where this has been a great episode. One is AI. Need to know your thoughts. Is this coming for our jobs? Do you think your firm is positioned to capture either asset flows or also just to leverage this technology and use it to serve clients better? Just give me your thoughts. Nick Hubert: I think, in some sense, it would be irresponsible as people this early in our entrepreneurial journey and thinking about how do we optimize what we do for clients to not be engaging with AI in some way, shape or form, at least in an evaluative posture. So we are actively, in a bunch of different ways, whether it’s buy it off the shelf or build it, continuing to find ways to think about, not only how do we drive efficiency, because there’s an obvious surface level dynamic of if I can save time and spend more time with clients, that is a go to thing objectively. And there’s this deeper dynamic of if it can amplify what… Actually, back to your prior question, if it can amplify what I’m best at and enjoy and reduce what I don’t enjoy, that’s a massive win. And I think we’re on the surface of seeing that. That’s the opportunity we are motivated by that and pursuing that. And at the same time, I would say an operational principle that really is important to us, and you can almost call it a north star within the business is client security can never be put at risk for the sake of our own growth, our own efficiency, or anything else. There’s, I think, still a question mark as to how we think about trusting this. And so we are very cautious as we think about we will never try to move so quickly on any technology, whether it’s AI or otherwise that we risk our clients in some way, shape or form, because the reality is we are also in a context where AI is, when pulled, one of the least popular things happening in the world today for the average American. And so there’s no kudos here for being a leader. Jason Diamond: I totally agree. The first mover advantage here is slim to none. Nick Hubert: Yeah, you don’t want to be the one sticking your neck out on this in our industry. And yet there still objectively has a potential to be better for the clients. Navigating that I think is messy. Taylor Gentry: I think the only thing I’d add, which is pretty short, is the use of these tools has the ability to create a better deliverable for clients on a more consistent basis. And marrying that with exactly what Nick just outlined around the risk is really the magic piece here. And so I think, to the extent we can get it implemented effectively with the security, but also with, this is going to result in a lot better outcome for clients across the board, that’s a pretty attractive objective to go after and it’s pretty exciting to be in the industry with that now on the forefront in terms of ability to improve that experience over time. Jason Diamond: Yeah. No, that’s a good color to add. I want to end here with a potential HR violation, but you’ll forgive me. I’m not going to ask about age, but you are clearly both relatively young advisors. And this is a hot button issue in our industry, the idea that there are not a lot of talented, young next gen advisors at a time when a lot of gen one or older advisors are retiring out of the business. So what would you say… I think one of you made the comment earlier, it’s not necessarily the coolest industry to go into at 23 years old right out of school. I think more commonly people go into sales and trading, investment banking or some of the other finance verticals. What would you say to younger folks interested in wealth? And maybe I’d ask also, do you have any thoughts on how we solve this next gen talent crisis? And if you’re both secretly 90 years old, you can just do it. Taylor Gentry: You talking my internal age or my actual age? Jason Diamond: Why don’t you go first? Nick Hubert: Yeah, go ahead, Taylor. Taylor Gentry: I think there’s two threads here. The first is it’s not a sexy industry to go into and not as sexy as an investment banking, private equity shtick, if you will. I think from my perspective, it’s really important what you’re working on. The ability to be in a firm like what we are building with the diversity of work that is available is a little bit like the world’s your oyster and we’re designing

Attending a continuing education event can leave you feeling inspired, energized, and ready to revolutionize your business. But what happens forty-eight hours later when you're back at the chair?In this episode of The Millionaire Dentist, Casey Hiers and Jarrod Bridgeman explore the emotional psychological loop that dental practice owners experience after attending a Four Quadrants Advisory CE event. They dive deep into why some dentists translate post-event motivation into life-changing action, while others retreat right back into old, stressful habits.Upcoming Tour Dates: Go to our EVENTS page for infoFacebook: Four Quadrants AdvisoryInstagram: @fourquadrantsadvisoryLinkedIn: Four Quadrants Advisory

#ThisMorning | How to #Hire a #Retirement #Plan #Advisor | Bob Scherzer, AIF, World Investment Advisors | #Tunein: broadcastretirementnetwork.com #Aging, #Finance, #Lifestyle, #Privacy, #Retirement, #wellness

Chad Holmes, founder of Formula Wealth, joins Behind the Advisor to discuss the growing need for multi-generational wealth planning. He shares how advisors can help families navigate aging parents, inheritance, estate planning, and succession conversations with more clarity and confidence. Chad also explains why wealth transfer is about more than assets—it's about communication, education, and preparing the next generation to carry the legacy forward.  

Should You Help Your Adult Kids Buy a House? & 5 Things You SHOULD Spend More On Is helping your adult children buy a home a smart investment, or a threat to your retirement? In this episode, Wes Moss breaks down the harsh realities of today's housing market. With the median age of first-time homebuyers skyrocketing past 40 due to high prices and interest rates, more parents than ever are wondering if they should step in with down payment assistance. Wes shares the specific dollar amounts where helping your kids starts to negatively impact your happiness and retirement security, and why shifting your mindset from "spending" to "investing" changes the game. Also, Wes shares the story of "Around-the-World Robin" to illustrate why we often feel financial guilt even when we are totally on track – and outlines the five things you should actually consider spending MORE money on to maximize your happiness. Mentioned on the show: ROTH CONVERSION DECISION TREE Plus, Mallory shares your #AskWes questions and Wes gives his take. All this and more on the June 2, 2026, Ask an Advisor episode of the Clark Howard podcast.  Submit your questions: WesMoss.com/ask We hope you enjoy our weekly Ask An Advisor episodes.  Let us know what you think in the comments! Learn more about Wes:  BOOKS BY WES MOSS   Wes Moss, CFP®  Wes Moss - Clark.com Learn more about your ad choices. Visit megaphone.fm/adchoices

Send us Fan MailJon Snow tries to arrange for a rescue mission to Hardhome, but his plans are derailed by a taunting missive from Ramsay Bolton. He now decides to go south to confront his tormentor, but this is the last straw for his critics who gang up on him and stab him repeatedly. Mackelly and Simon try to find reasons for hope.Chapter Review:Lord Commander Jon Snow describes his plan to rescue the free folk at Hardhome to Queen Selyse. She suggests the simpler solution, of letting them all die. Her men are to marry Gerrick Kingsblood's daughters and she wants Val for Ser Patrek.Jon explains his plans to Bowen Marsh and Othell Yarwyck, who disagree. He sends them away and welcomes Tormund Giantsbane, who has come with 50 men to help save the trapped wildlings. While they talk,Clydas brings a letter. It is signed by Ramsay Bolton, and details that Stannis is dead, Mance and his spearwives captured, and that Reek and his bride are to be returned immediately.Jon presents a new plan to the assembled Night's Watch: Tormund and his men to Hardhome while Jon rides south to deal with Bolton and free Winterfell. Many join his cause. Wun Wun, protecting Val from the unwanted advances of Ser Patrek, bashes the smaller man to death. Jon tries to calm the giant, demanding that the assembled men sheathe their steel. But instead several of them turn on Jon and stab him repeatedly.Characters/Places/Names/Events:Jon Snow - Bastard son of Ned Stark. Lord Commander of the Night's Watch.Tormund Giantsbane - Leader of a large group of free folk.Queen Selyse Baratheon - Queen to King Stannis.Melisandre - Priestess of R'Hllor. Advisor to King Stannis Baratheon. Val - Sister to Mance Rayder's wife Dalla.Bowen Marsh - Lord Steward at Castle Black.Othell Yarwyck - First Builder at Castle Black.Hardhome - Once the closest thing to a town north of the Wall. Now home to thousands of Free Folk refugees. Support the showSupport us:Buy us a Cup of Arbor Gold, or become a sustainer and receive cool perksDonate to our causeUse our exclusive URL for a free 30-day trial of AudibleBuy or gift Marriott Bonvoy points through our affiliate linkBuy GoH merchandise through our store.Rate and review us at Apple Podcasts, Spotify, podchaser.com, and elsewhere.Find us on social media:DiscordTwitter @GhostsHarrenhalFacebookInstagramYouTubeAll Music credits to Ross Bugden:INSTAGRAM! : https://instagram.com/rossbugden/ (rossbugden) TWITTER! : https://twitter.com/RossBugden (@rossbugden) YOUTUBE! : https://www.youtube.com/wa...

"What are the stories that people can participate in and see themselves in? I think that's one of the keys that we can unlock when it comes to the whole climate narrative is telling stories that build the scaffolding blocks to a larger narrative that people want to be a part of, and we need to make it feel inevitable….The way that justice prevails, whether it's environmental justice or any kind of justice, I think it's that the leaders make it feel inevitable. And that's the climate movement's job. And I think we have every opportunity and ability to do that." Melissa Jun Rowley on Electric Ladies Podcast The movements have been struggling to connect with people to communicate the vital messages about protecting the planet and its inhabitants.  How can the climate and justice movements engage people again? Listen to Melissa Jun Rowleg, author of "Beyond the Mic Drop: How Stories Can Shift Culture, Power & Policy" and communications expert and journalist in this fascinating conversation with Electric Ladies Podcast host Joan Michelson.   You'll hear about: ●        How stories and narratives work to engage people of all stripes. ●        How emotion is key to connecting with people, helping them see themselves in the story ●        Tips on how to develop and tell stories and tie them into a narrative campaign to drive a positive message for the planet and its inhabitants ●        Plus, career advice, such as:   "You really need to start looking at yourself differently. You're looking at yourself as one thing, but your skills, your assets, your talents, your passion can be so many things to so many other people…Try to look outside yourself a bit.…It's very hard to see ourselves clearly, and I don't know if we ever really do…So, if you're able to, just talk to other people and say…'What do you see in my skillset and in my energy and in what I've accomplished so far and what I could do that maybe I'm not looking at?' Because it is so hard to see ourselves…(and) it's important to celebrate our wins." Melissa Jun Rowley on Electric Ladies Podcast   Subscribe to our newsletter to receive our podcasts, blog, events and special coaching offers. Read Joan's Forbes articles here.   You'll also like: ·       People Leveraging Carbon Markets to Save Their Land - with Stacey Solie, Documentary Producer of "From the Ground Up" - telling stories to show the power of carbon markets ·       How To Talk 'Climate' To Keep People Safe -  with Allison Agsten, USC Center for Climate Journalism & Communications ·       How to Talk About Climate in a Polarized Culture - with Katharine Hayhoe, Ph.D., Climate Scientist, Professor at Texas Tech University and Chief Scientist at The Nature Conservancy ·       Seek First to Understand - with Jennifer Hough, Advisor, TEDx Speaker, Author ·       How Do We Talk About Climate? - with Jill Tidman, Executive Director of The Redford Center, nonprofit producing environmental documentaries and media Subscribe to our newsletter to receive our podcasts, blog, events and special coaching offers. Thanks for subscribing on Apple Podcasts or iHeartRadio and leaving us a review! Follow us on Twitter @joanmichelson

This week, Jack Sharry talks with Steve Gresham, Founder and Managing Principal at NextChapter. With more than 40 years in asset and wealth management, Steve has spent his career working on growth issues as an executive and as an advisor to executives. He has also played a key role in developing major industry innovations, including managed accounts, target-date funds, wealth strategies, and practice management. Steve talks with Jack about why advisor capacity is becoming the defining driver of enterprise value. He discusses how firms can build their enterprise value through four key levers—headquarters-led capabilities, hybrid tech and human delivery, retention, and client acquisition. Steve further explores why advisory capacity is the new growth currency in wealth management and how AI accelerates this shift. In this episode: (00:00) - Intro (01:54) - Defining organic growth, enterprise value, and advisor capacity (05:03) - The next chapter of organic growth (08:53) - How advisor capacity is a driver of enterprise value (11:28)- How AI is linked to enterprise value (14:57) - The four levers to build enterprise value (20:45) - Applying the four levers framework to real firms (25:42) - Steve's key takeaways (27:46) - Steve's interests outside of work Quotes "You have to be able to tie AI into what is already an ongoing digital and information revolution. AI is riding on those same rails. It is accelerating the speed of the train, but it's still primarily leading to a human-led advice industry." ~ Steve Gresham "Newer, younger advisors have a much more open mind about the role of technology. It makes them more efficient. And if it's used correctly, it makes them more successful." ~ Steve Gresham "End treating organic growth as a hero metric and start managing for enterprise value. And that means defining the advisor or the organization's capacity to engage as a KPI." ~ Steve Gresham Links  Steve Gresham on LinkedIn NextChapter SEI Fidelity Investments Connect with our hosts LifeYield Jack Sharry on LinkedIn Jack Sharry on Twitter Subscribe and stay in touch Apple Podcasts Spotify LinkedIn Twitter Facebook

Thomas Kloza, Chief Energy Advisor for Gulf Oil, joined Arizona's Morning News to talk about gas prices as the U.S. and Iran suspend the ongoing ceasefire. Kloza says things might not resemble "normal" for a very long time.

Are you just a number to your financial advisor—or do they actually know your story? This episode explores how personalized advice can differ from large firm experiences, especially as you approach retirement. Brandon Bowen shares a real client example to highlight how service, communication, fees, and tax considerations can impact financial decisions. The conversation focuses on the value of relationships, simplifying portfolios, and reviewing strategies as needs change over time. Like what you hear? Get a second opinion today: bowenwealth.com Follow us on social media: YouTube | Facebook | LinkedInSee omnystudio.com/listener for privacy information.

Suren Nannapaneni, Family Office Advisor & Advisor to Tokenized Energy joins the podcast to discuss macro investment trends across the Digital Investment Space. **Disclaimer: This podcast is meant for informational purposes only and does not constitute investment advice.A big thanks to our 3 Minerals & Royalties Podcast Sponsors:--Tokenized Energy: If you are interested in allocating capital to oil & gas minerals, royalties, and nonop assets in order to earn digital mailbox money, then visit www.tokenizedenergy.com or download the Tokenized Energy app for your Apple or Android phone.--Tracts: If you are interested in learning more about Tracts title related services and software, then please call 281-892-2096 or visit https://tracts.co/ to learn more.--Farmers National Company: For more information onFarmer's land management services, please visit www.fncenergy.com or email energy@farmersnational.com

Tavis reprises his conversations with Dr. Martin Luther King Jr.'s personal legal counsel and trusted advisor, Clarence B. Jones, who passed away earlier this week. Become a supporter of this podcast: https://www.spreaker.com/podcast/tavis-smiley--6286410/support.

Peter G. Miles believes in helping all people no matter where they are in their financial journey. That is what led me to start St. Croix Wealth Management. It's about the relationship with a person, not the size of their portfolio. Top 3 Value Bombs 1. Success requires the courage to step outside your comfort zone and the support of a strong team behind you. 2. The biggest financial advisor misconception is that you need to be wealthy or close to retirement to benefit from guidance. 3. Proper planning especially for wealth transfer, retirement, and estate decisions can dramatically reduce taxes and prevent family conflict. Check out Peter's website to learn more or get in touch - St. Croix Wealth Management Sponsors HighLevel - The ultimate all-in-one platform for entrepreneurs, marketers, coaches, and agencies. Learn more at HighLevelFire.com. ThriveTime Show - Is your business stuck? Schedule a free consultation with America's number 1 business coach, Clay Clark, at ThrivetimeShow.com/eofire.

A post-earnings pop in Snowflake sends the software ETF to its highest level since late January, but can the rally keep its momentum? Plus Joe Lavorgna, a one-time advisor to the Trump administration is calling for 100bp of rate hikes this year. He lays out his reasoning.  Fast Money Disclaimer Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Many elected officials insist that crime is falling in their districts – but ex-DOJ advisor John Lott Ph.D. says those claims are based on little lies and constructed with statistics that are carefully manufactured to show results favored by politicians – a “paper mirage.” While the FBI boasts of a 10% decrease in violence, the DOJ's own National Crime Victimization Survey (NCVS) recorded a record-shattering 44% increase in violent crime, which remains at historically elevated rates. • EPISODE SPONSORED BY ONESKIN – Get 15% off OneSkin with the code DREW at https://www.oneskin.co/DREW John Lott reveals the pitfalls of relying on crimes reported to the police—the majority of all crimes, including 70% of property crimes are never reported to law enforcement. Author and political analyst Drew Thomas Allen discusses the Trump-Russia collusion delusion & the Benghazi cover-up. Andy Ross discusses the cultural battle for the Second Amendment and the vital role of an armed citizenry in preserving American liberty. John Lott PhD is an economist and world-recognized expert on guns and crime. He is the former president of the Crime Prevention Research Center, a nonprofit he founded in 2013. He served as a Senior Advisor at the U.S. Department of Justice and holds a PhD in economics from UCLA. He is the author of more than 10 books and 100+ refereed articles. Follow at https://x.com/JohnRLottJr Andy Ross is an accomplished singer-songwriter, TV host, and CEO. He is the founder of Digital Ally, Inc. (2004) and founder of American Rebel, a publicly traded patriotic brand. He hosted his own television shows, Maximum Archery and American Rebel, for twelve years. Follow at https://x.com/AndyRossRebel and https://andyross.com/ Drew Thomas Allen is a Daily Signal columnist and author of “Clinton Hoax, Obama Coup: The Declassified Story of the Trump–Russia Delusion.” He hosts The Drew Allen Show and serves as West Coast VP at Publius PR. He is a widely published political analyst and has run PR campaigns for Charlie Kirk, Peter Navarro, Dr. Ben Carson, and others. Follow at https://x.com/DrewThomasAllen 「 SUPPORT OUR SPONSORS 」 • ONESKIN - Get 15% off OneSkin with the code DREW at https://www.oneskin.co/DREW #OneSkinPod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ • FATTY15 – The future of essential fatty acids is here! Strengthen your cells against age-related breakdown with Fatty15. Get 15% off a 90-day Starter Kit Subscription at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://drdrew.com/fatty15⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ • PALEOVALLEY - "Paleovalley has a wide variety of extraordinary products that are both healthful and delicious,” says Dr. Drew. "I am a huge fan of this brand and know you'll love it too!” Get 15% off your first order at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://drdrew.com/paleovalley⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ • THE WELLNESS COMPANY - Counteract harmful spike proteins with TWC's Signature Series Spike Support Formula containing nattokinase and selenium. Learn more about TWC's supplements at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://twc.health/drew⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ 「 ABOUT THE SHOW 」 This show is for entertainment and/or informational purposes only, and is not a substitute for medical advice, diagnosis, or treatment. Executive Producers • Kaleb Nation - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://kalebnation.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ • Susan Pinsky - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://x.com/firstladyoflove⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Content Producer • Emily Barsh - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://x.com/emilytvproducer⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Hosted By • Dr. Drew Pinsky - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://x.com/drdrew⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Most of the co-living world runs on PadSplit — but Craig and Miller don't operate on it themselves. So they invited a PadSplit insider to explain exactly how it works.Suzanne Vetillart, a Host Advisor at PadSplit and an 8-year Seattle investor, joins the show to demystify the platform: what it is, who it's for, what it costs, and why the affordable housing opportunity is only getting bigger. From the membership agreement and fee structure to the early-adopter advantage in markets like Seattle, this episode is a clear, honest look at PadSplit from someone on the inside — useful whether you're a host on the platform or operating right alongside it.A standout takeaway: stop thinking of PadSplit as a vendor and start thinking of it as a partner. They bring the platform and the marketing muscle; you bring the operations — and together you solve the affordability crisis while building a real business.Follow along: Craig Curelop → instagram.com/craigcurelop Miller McSwain → instagram.com/millermcswain Suzanne Vetillart → instagram.com/suzannevetillart

Forced To Retire Early? The Shocking Data Everyone Needs To Know & Market Warning for Investors Why do most Americans retire years earlier than they planned? In this episode, Wes Moss breaks down a startling trend from recent 2026 retirement studies. While most workers plan to clock out around age 65 or 66, the data shows the average actual retirement age is 61 or 62. Wes explores the three major reasons behind this gap – and shares the exact planning strategy you need to protect your financial future. Also, Wes dives into recent market volatility. While the market managed a shockingly fast 12-day recovery, Wes issues a crucial warning: this speed is the exception, not the rule. Learn the historical reality of market corrections so you don't get lulled into a false sense of security. Plus, Mallory shares your #AskWes questions and Wes gives his take. All this and more on the May 26, 2026, Ask an Advisor episode of the Clark Howard podcast. Submit your questions: WesMoss.com/ask We hope you enjoy our weekly Ask An Advisor episodes.  Let us know what you think in the comments! Learn more about Wes:  BOOKS BY WES MOSS   Wes Moss, CFP®  Wes Moss - Clark.com Learn more about your ad choices. Visit megaphone.fm/adchoices

10 Essential Duties of a Real Fiduciary Financial Advisor (It's Not Just Investing) If you think a financial advisor's only job is to pick stocks, you're missing out on the most valuable services a true fiduciary provides. In this episode, Wes Moss breaks down the ten essential roles a fee-only advisor should play. Whether you are engineering a retirement cash flow or navigating the emotional rollercoaster of market volatility, learn why a real fiduciary is your "personal CFO" for every major life decision, not just your investment portfolio.Mentioned on the show: What Is a Fiduciary Financial Advisor and Do I Need One? Best Financial Advisors in 2026 - Clark Howard How To Find and Choose a Financial Advisor - Clark Howard Plus, Christa shares your #AskWes questions and Wes gives his take. All this and more on the May 19, 2026, Ask an Advisor episode of the Clark Howard podcast. Submit your questions: WesMoss.com/ask We hope you enjoy our weekly Ask An Advisor episodes.  Let us know what you think in the comments! Learn more about Wes:  BOOKS BY WES MOSS   Wes Moss, CFP®  Wes Moss - Clark.com Learn more about your ad choices. Visit megaphone.fm/adchoices