Podcast appearances and mentions of Andy Schwartz

Andy Schwartz CEO, OnePoint BFG Wealth Partners  |  Kevin Spahn Founder, Spahn Financial (now OnePoint BFG) Two former Northwestern Mutual advisors, two very different paths. Andy Schwartz and Kevin Spahn share what it takes to build, grow, merge, and create lasting enterprise value. In Summary What separates a successful advisory practice from an enterprise with the ability to grow well beyond its founders? Andy Schwartz and Kevin Spahn offer two different perspectives on that question. Both spent decades at Northwestern Mutual, but their paths eventually diverged. Andy left to help build what is now OnePoint BFG Wealth Partners, an $18B+ firm expected to surpass $20B by year-end. Kevin built one of Northwestern Mutual's top practices before deciding to merge his business into OnePoint and become an equity partner. Louis talks with Andy and Kevin about the decisions behind both journeys: creating a true firm rather than an aggregation of practices, transitioning advisors from 1099 to W-2, using outside capital without relinquishing control, rethinking succession, and determining when equity in a larger enterprise can offer greater opportunity than continuing to build alone. Underlying it all is a factor that's much harder to quantify: trust. The Storyline Andy Schwartz and Kevin Spahn have known each other for roughly 30 years. They met while both were building careers at Northwestern Mutual, where Andy became an important mentor to Kevin as Kevin transitioned from practicing law and estate planning into wealth management. After roughly 30 years at Northwestern Mutual, Andy and his partners left in 2015 with approximately $3B in assets to launch independently. What began as Bleakley Financial eventually became OnePoint BFG Wealth Partners, an $18B+ enterprise that Andy expects will surpass $20B by the end of 2026. That kind of growth required more than attracting assets. Andy describes the evolution from a predominantly 1099 structure into a firm where more than 85% of advisors and AUM are now W-2. The shift created a more cohesive enterprise, gave advisors access to equity, and ultimately positioned OnePoint to bring in minority capital from Joe Duran's Rise Growth Partners. Andy makes an important distinction about that relationship: OnePoint is “private equity invested,” not “private equity owned.” The structure gave the firm capital and expertise while allowing its partners to retain control. Kevin faced a different decision. After more than 30 years at Northwestern Mutual, his practice had grown to 18 people and approximately $2B in assets. He was happy at the firm, but his clients had evolved, his business had become increasingly complex, and the internal succession plan he once envisioned carried risks he could no longer ignore. He could have built an independent firm himself. Instead, he chose to merge with OnePoint. The decision wasn't driven by the largest possible check. Kevin saw the opportunity to become an equity partner in a larger enterprise, give his team and clients a more durable future, and leverage infrastructure he didn't want to recreate himself. For both men, the story ultimately comes back to the same principle: The right economics matter, but sustainable partnerships require trust, shared philosophy, and the belief that everyone involved can create more value together than separately. Topics Covered Building an enterprise versus building a practice Northwestern Mutual and the path to independence OnePoint BFG Wealth Partners' growth from ~$3B to $18B+ Organic growth versus M&A Creating a growth-oriented advisor culture Moving from a 1099 model to a predominantly W-2 structure Equity ownership and advisor alignment Minority private equity investment Rise Growth Partners and Joe Duran Internal succession versus an external merger Selling versus merging an advisory business Merging versus teaming versus going it alone Evaluating equity versus cash in a transaction The economics of leaving a captive firm Centralization versus advisor autonomy Trust as a factor in partnerships and transactions > Download a transcript of this episode… Listen and Learn Highlights for Advisors How did Andy and Kevin's 30-year relationship ultimately lead to a transaction? (04:11)Kevin explains how Andy helped him transition from attorney and estate planner into wealth management, beginning a professional relationship that would eventually make their partnership possible decades later. Why did Andy leave Northwestern Mutual after roughly 30 years? (08:45)Andy describes wanting greater flexibility, a multi-custodial platform, and more optionality for clients and the business—a decision that ultimately led to the creation of OnePoint BFG. Why did Kevin decide his longtime Northwestern Mutual practice needed something different? (15:49)Kevin explains how his clients, service needs, and business evolved over time, while concerns about his original internal succession plan led him to consider a different path. What has driven OnePoint's growth from approximately $3B to $18B+? (21:41)Andy outlines the firm's emphasis on client experience, advisor experience, organic growth, and carefully selected inorganic growth—and why helping advisors grow is fundamental to the model. Why does Andy say OnePoint is a firm rather than an aggregator? (23:54)The distinction comes down to alignment, shared responsibility, centralized resources, equity, and a partnership structure in which advisors are accountable to one another. How did OnePoint convert a predominantly 1099 advisor base into a W-2 enterprise? (29:26)Andy explains why capital and equity became necessary to build the next stage of the business and why trust was essential to bringing advisors into a more integrated structure. Why did OnePoint choose minority private equity investment? (33:13)Andy shares why Rise Growth Partners offered something previous potential buyers had not: a structure designed to benefit the broader advisor partnership while preserving control. Why did Kevin merge with OnePoint rather than shop his practice broadly? (36:43)For Kevin, maximizing price wasn't the objective. His decision centered on trust in Andy, confidence in OnePoint's infrastructure, and creating a strong future for clients and employees. Why did Kevin choose equity in the larger firm instead of simply cashing out? (40:57)Kevin explains why he believes participating in the future growth of a larger enterprise offers a compelling alternative to relying solely on the future growth of his own practice. How should advisors evaluate the “golden handcuffs” that can make leaving difficult? (46:42)Andy argues that the analysis needs to compare what an advisor gives up with the potential growth, economics, equity, and leverage available on the other side. How much conformity does a true enterprise require? (49:06)Andy explains why OnePoint sits somewhere between complete advisor autonomy and complete centralization, seeking enough consistency to create enterprise value without eliminating entrepreneurial flexibility. What would Andy and Kevin tell their younger selves? (52:06)Kevin emphasizes surrounding yourself with the best people possible, while Andy reflects on having the courage to make a difficult change after a successful 30-year run. Key Takeaways Building enterprise value requires more than asset growth. OnePoint's evolution included changing its ownership structure, integrating advisor practices, creating equity opportunities, and investing in centralized capabilities. Organic growth remains central even in an M&A-driven market. OnePoint targets approximately 10% organic growth and evaluates prospective partners partly on whether they are growth-oriented and whether the firm can meaningfully help them grow. A collection of successful advisors does not automatically make a firm. Andy sees shared ownership, alignment, accountability, infrastructure, and centralized services as critical distinctions between an enterprise and an aggregator. Outside capital does not have to mean giving up control. OnePoint chose a minority investment from Rise Growth Partners that provided capital and strategic support while leaving control with its operating partners. Succession can expose risks that growth may obscure. Kevin began reconsidering his internal succession strategy when he recognized its dependence on his continued production, key employees, and the future economics of an aging client base. The highest purchase price isn't always the most valuable transaction. Kevin prioritized equity participation, infrastructure, continuity for his employees and clients, and confidence in his future partners over broadly shopping his business for the highest bid. Trust can determine whether structural change is possible. From OnePoint's 1099-to-W-2 conversion to Kevin's decision to merge, both guests repeatedly point to established trust as the foundation that allowed significant business decisions to happen. https://youtu.be/jkIoynpZj6Y Quotable Moments “The biggest mistake advisors make is they buy their own bullshit.”— Andy Schwartz “We're not an aggregator, we're a firm.”— Andy Schwartz “The biggest issue is trust. Either they trust you or they don't.”— Andy Schwartz “I wasn't looking to sell my business. I was looking to merge it.”— Kevin Spahn “You have to trust them. You have to see that they provide value. And you need to be on the same page philosophically.”— Kevin Spahn “Associate yourselves with the best people you can… It accelerates your trajectory in ways that you can't do on your own.”— Kevin Spahn FAQs Why did Andy Schwartz leave Northwestern Mutual? After approximately 30 years at Northwestern Mutual, Andy and his partners wanted greater flexibility, the ability to operate on a multi-custodial basis, and more optionality for clients and the business. They left in 2015 with approximately $3B in assets and launched the independent firm that ultimately became OnePoint BFG Wealth Partners. How large is OnePoint BFG Wealth Partners? At the time of the interview, Andy says OnePoint manages more than $18B and expects to exceed $20B by the end of 2026, even without additional organic growth. What has driven OnePoint's growth? Andy points to three priorities: client experience, advisor experience, and growth. The firm targets approximately 10% organic growth while also expanding through acquisitions and partnerships with advisors it believes fit the OnePoint model. Why did OnePoint move advisors from 1099 to W-2? The firm wanted to evolve from a platform supporting individual practices into a more integrated enterprise. That required creating firm-level economics and equity that could be used to attract, retain, and align advisors. Today, Andy says more than 85% of OnePoint's advisors and AUM are W-2. What does “private equity invested, not private equity owned” mean? Rise Growth Partners holds a minority, non-controlling interest in OnePoint. The investment provides capital, expertise, and strategic support while the operating partners retain majority ownership and control of the business. Why did Kevin Spahn leave Northwestern Mutual? Kevin says he remained happy at Northwestern Mutual, but his practice and clients had evolved. His work had shifted increasingly toward investments and complex high-net-worth planning, while he also began identifying risks in his intended internal succession plan. Why did Kevin merge with OnePoint rather than launch his own independent RIA? OnePoint already had the infrastructure, people, and capabilities Kevin would have needed to build himself. The merger allowed him to focus on clients while becoming an equity partner in a larger enterprise he believed could grow faster than his standalone practice. Why didn't Kevin shop his practice to multiple buyers? Kevin says his decision was driven primarily by trust. He had known Andy and other OnePoint partners for decades and believed the firm offered the right future for his clients and employees. His choice ultimately came down to staying at Northwestern Mutual or joining OnePoint. How do Andy and Kevin suggest advisors evaluate a potential partner? Their discussion points to three fundamental considerations: trust, demonstrable value, and philosophical alignment. Economics matter, but both argue that a sustainable partnership depends on confidence in the people and business on the other side of the transaction. After approximately 30 years at Northwestern Mutual, Andy and his partners wanted greater flexibility, the ability to operate on a multi-custodial basis, and more optionality for clients and the business. They left in 2015 with approximately $3B in assets and launched the independent firm that ultimately became OnePoint BFG Wealth Partners. At the time of the interview, Andy says OnePoint manages more than $18B and expects to exceed $20B by the end of 2026, even without additional organic growth. Andy points to three priorities: client experience, advisor experience, and growth. The firm targets approximately 10% organic growth while also expanding through acquisitions and partnerships with advisors it believes fit the OnePoint model. The firm wanted to evolve from a platform supporting individual practices into a more integrated enterprise. That required creating firm-level economics and equity that could be used to attract, retain, and align advisors. Today, Andy says more than 85% of OnePoint's advisors and AUM are W-2. Rise Growth Partners holds a minority, non-controlling interest in OnePoint. The investment provides capital, expertise, and strategic support while the operating partners retain majority ownership and control of the business. Kevin says he remained happy at Northwestern Mutual, but his practice and clients had evolved. His work had shifted increasingly toward investments and complex high-net-worth planning, while he also began identifying risks in his intended internal succession plan. OnePoint already had the infrastructure, people, and capabilities Kevin would have needed to build himself. The merger allowed him to focus on clients while becoming an equity partner in a larger enterprise he believed could grow faster than his standalone practice. Kevin says his decision was driven primarily by trust. He had known Andy and other OnePoint partners for decades and believed the firm offered the right future for his clients and employees. His choice ultimately came down to staying at Northwestern Mutual or joining OnePoint. Their discussion points to three fundamental considerations: trust, demonstrable value, and philosophical alignment. Economics matter, but both argue that a sustainable partnership depends on confidence in the people and business on the other side of the transaction. Related Resources Rise and Reinvent: Joe Duran on Building and Rebuilding World-Class Firms From Insurance Sales to $8B RIA: A Northwestern Mutual Breakaway Story The 4th Annual Advisor Transition Report Andy SchwartzCo-Founder, Managing Partner, and Chief Executive Officer Andy Schwartz is the Co-Founder, Managing Partner, and Chief Executive Officer of OnePoint BFG Wealth Partners, where he also serves as a Wealth Management Advisor. A CERTIFIED FINANCIAL PLANNER® with more than 40 years of experience, Andy has built his career around helping clients make confident, well-informed financial decisions at every stage of life. He works extensively with physicians and business owners on wealth building, retirement planning, and tax-efficient asset transfer across generations. A 2026 finalist for Wealth Management Awards CEO of the Year (under $25B AUM), Andy brings the same discipline to leading the firm that he brings to client relationships: comprehensive planning, long-term thinking, and an unwavering commitment to independence and integrity. Beyond his client work, Andy is deeply invested in the advisory profession itself. He co-hosts The Advisor’s Compass podcast, offering candid, practical guidance on the business and responsibilities of being an advisor. His mentorship philosophy is straightforward: pass the ladder back down. His industry recognition spans more than a decade, including Top 1,200 Advisor by Barron’s (2018–2024), Top 250 Wealth Advisor and Best-In-State Wealth Advisor by Forbes (2018–2024), Top 400 Financial Advisor by the Financial Times (2018–2020), and Top 100 Independent Advisor (2020–2023). He was named Executive of the Year by NJBIZ in 2019 and was a finalist for the Invest in Others Lifetime Achievement Award for more than 20 years of service with NJ SEEDS. Andy holds a B.S. in Finance and Marketing from Rowan University and is actively involved with Nourish NJ, the Navy SEAL Foundation, the Jewish Federation of Greater MetroWest NJ, and JSDD. Outside the office, he enjoys golf, reading, and time with his family at the beach.   Kevin SpahnPartner and Wealth Advisor Kevin Spahn is a Partner and Wealth Advisor at OnePoint BFG Wealth Partners, bringing more than three decades of experience in comprehensive financial planning to his clients and the firm. Kevin’s path to wealth management is rooted in the law. After earning degrees from the University of Notre Dame and the University of Wisconsin, he began his career as a practicing attorney before making a deliberate pivot toward financial planning in 1993. He joined Northwestern Mutual, then founded Spahn Financial, building a practice centered on thoughtful, holistic planning for families and business owners. That practice joined OnePoint BFG Wealth Partners in 2025. His approach has remained consistent throughout: help clients build and protect wealth not just for themselves, but for the generations that follow. Kevin works with clients on comprehensive financial plans that account for the full picture, understanding that the impact of good planning extends well beyond an individual portfolio to families, businesses, employees, and the broader community. Kevin is based in the greater Chicago area.   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… Build, Grow & Transact: Making the Leap from Northwestern Mutual to a $20B Enterprise A conversation between Louis Diamond, Andy Schwartz, CEO of OnePoint BFG Wealth Partners and Kevin Spahn, Founder of Spahn Financial (now OnePoint BFG). Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: Making the Leap from Northwestern Mutual to a $20B Enterprise. It’s a conversation with Andy Schwartz, CEO of OnePoint BFG Wealth Partners, and Kevin Spahn, founder of Spahn Financial, now OnePoint BFG. I’m Louis 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. 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. Louis Diamond: There’s a big difference between building a successful practice and building an enterprise. I think Andy Schwartz and Kevin Spahn offer a unique perspective on that distinction from two very different sides. Both spent decades in the Northwestern Mutual system. Andy ultimately left to build what became OnePoint BFG Wealth Partners, taking the firm from roughly three billion to nearly 20 billion and transforming just about every aspect of the business along the way. Kevin built one of Northwestern Mutual’s top practices before reaching a different inflection point, deciding what he wanted the next phase of his career and business to look like. Rather than go independent on his own or simply monetize what he had built, he chose to become part of Andy’s growing enterprise. That makes their story particularly relevant for our Build, Grow, and Transact series. Andy can speak to what it takes to build a firm capable of becoming an acquirer, from converting advisors from 1099s to W-2s, to creating equity opportunities, to bringing in outside capital while remaining very deliberate about being private equity-invested rather than private equity-owned. And Kevin brings the seller’s perspective, how you evaluate the economics, the trade-offs, and ultimately the people you’re trusting with the business you spent more than 30 years building. Because whether you’re building, buying, or considering a transaction of any kind, the numbers are only part of the equation. As you hear from both Andy and Kevin, trust may be the most important currency of all. So let’s get to it. Andy and Kevin, thank you so much for both joining us today. Andy Schwartz: Great to see you again, Lewis. Thank you for having us. Louis Diamond: I’ve been excited about this interview for a bunch of reasons. One, our Build, Grow, Transact series has become a real staple of our show and we got lots to talk about there. But also, the friendship, the relationship that you two have had for over 30 years really stood out to me. So before we get into the nuts and bolts, talk about your relationship. How’d you guys meet, and how did your career stay so intertwined together when you’re in different geographies and at different firms, and have each been very successful in your own rights? Andy Schwartz: Sure. Kevin, do you want to start with that? Kevin Spahn: Sure. I started in this career in 1994 and met Andy sometime after that. He was a more advanced financial planner. I was an attorney, and then I transitioned into this business. So when I first joined Northwestern Mutual, which is my first broker dealer, I didn’t really have a background in investments. At the time, a lot of Northwestern Mutual reps were learning the investment business because they maybe originally started with Northwestern Mutual focusing more on insurance planning. My background was more estate planning. At the time, if you think early ’90s, if you did estate planning, insurance often went hand in hand with that. The estate exemption in early 1990s was about $600,000. So if you pass more than $600,000 to your children, there was a 55% tax. One way around it was to put insurance in an irrevocable trust, help cover the tax that way. So it really was a popular common strategy back then, and it’s really what got me into the business. But I quickly realized that I didn’t want my future to be insurance and estate planning. And there was a conflict if you acted as someone’s attorney and sold insurance. So I had to pick one way or the other. I decided long-term it would be better for me to move into the wealth management space. But with that little background in that, I had a lot of work to do. So took a lot of tests, became a certified financial planner. But the person that helped me the most along the way was Andy. We became friends, we sat on committees together. That’s really how we met, I would say. So we worked side by side interacting with our home office and representing the field, bringing issues to the home office that we thought were beneficial to the field. As we did that together, I got to know Andy. And then separately, I learned from him how he built his business and how they would review clients’ portfolios and come up with solutions. So I really credit Andy with helping me more than anyone else to transition from attorney, financial planner doing more estate planning insurance to wealth management. Louis Diamond: Very cool. Hey, I would say, maybe I’m a little biased, that, Kevin, you picked the right path in hanging up the law shingle and coming into wealth management. Kevin Spahn: I tell a lot of people I’m a reformed attorney. Andy Schwartz: Great. Louis Diamond: Exactly. My dad would say the exact same thing. Very common at dinner tables in the Diamond households. Andy Schwartz: I was always grateful that I wasn’t smart enough to be an attorney. Louis Diamond: There we go. Andy Schwartz: That’s where my gratitude lies. Yeah. Louis Diamond: There we go. Andy Schwartz: Some would say he’s too smart. Louis Diamond: There we go. Andy, question for you. I mean, anyone who is at or was at Northwestern Mutual, I mean, you’re like Elvis to them. It’s absolutely crazy the amount of fanfare and brand recognition that you and your brother Scott have. But for those who maybe missed your first podcast appearance with us a number of years ago, or aren’t or weren’t within the Northwestern Mutual system, or haven’t been familiar with Bleakley and now OnePoint BFG, just give us the cliff notes, the origin story, how you got into the business, and how’d you get from here to there? Andy Schwartz: Yeah. So the origin is probably pretty common, probably by accident. Going into my senior year in college, I was working in a restaurant, had a falling out with my boss. I happened to be dating a woman who was living with a general agent with Fidelity Union Life. No one will have ever heard of Fidelity Union Life, but their secret sauce was they sold life insurance to college seniors on a note. So if you can get a $10 money order, because where I went to school, nobody had a checking account, then you could basically get a note signed and they would buy insurance. And then when they graduate, hopefully they’d pay for it. I started selling life insurance my senior year in college. And then my twin brother Scott, who is my partner, and has been for over 40 years, he took an interview with what was the nucleus of our present firm actually. I just went up to Northern New Jersey in May of 1984 because I was an expert. I had been selling life insurance to college kids for six months, so I knew everything you had to know. We met with these guys, and we both ended up joining them. So that was a Northwestern Mutual district agency, and that was 1984. We got licensed right away. I got my CFP in ’86. We always knew that it was going to be about planning. So I think we had the right idea. We were a little ahead of the curve because there weren’t a lot of CFPs in ’86. We got securities license immediately. So before Northwestern had securities license, we got securities license with US Life actually. And then it was really a volume business, a client-building business. We always tried to act as a firm and share resources. We were small, but like a lot of people, we started out selling A shares and B shares and C shares, doing financial planning, selling insurance, and then we made a lot of really good hires along the way. And then after 30 years at Northwestern Mutual, which was a great experience for me, and I have nothing but respect for the institution and certainly the advisors that are there, Kevin certainly was one of them, and I know he feels the same way, but we just wanted to have a little more flexibility. We went independent about 11, almost 12 years ago. We wanted to be able to be multi-custodial. We wanted to have a little bit more optionality for our clients and for ourselves. We left Northwestern at three billion or so in assets, and that was in 2015. It’s in March of 2024, I get introduced to this guy with a crazy accent named Joe Duran. Funny, probably the only person in the industry that had no idea who Joe Duran was me. I’d never heard of Joe Duran. I don’t pay attention. I worry about our firm. I don’t worry about what’s going on outside. So I get introduced to Joe by a mutual friend, and we had an interesting conversation, and it took us probably about four or five months to figure out what we wanted to do. And then in August of ’24, myself and my three partners, we rolled in. And then in ’85, the rest of the firm rolled in. And we can talk a little bit more about that. Today we’re 18-plus billion, growing quite a bit. We’ve been very lucky that we’ve made some very good decisions along the way. We’ve made some bad ones too. But most of the decisions had to do with the people that we hired, the people that we brought on to help us, because I think it’s really important. I always say that the biggest mistake advisors make is they buy their own bullshit, and I try not to, and I realize that I’m smart enough, but I’m certainly not the smartest guy. I’m rarely the smartest guy in the room. So what we try to do is hire lots and lots of really smart people. And we’ve done that. They’ve been loyal to us, we’ve been loyal to them. Yeah, so we’re blessed to have a really great team and lots of good partners. Yeah. Louis Diamond: Yeah, we’ll definitely get into more of the nuts and bolts of the decision to take on capital, partner with Joe Duran’s Rise, but that’s an amazing background. Andy, I have to give you credit because your style, and I think I’m sure there’s business benefits, but it comes from a good place, I’m sure. But the coaching and consulting and just assistance that I’ve heard you provide to so many past and current Northwestern Mutual advisors through sports camps is absolutely incredible. It’s very near and dear to my heart because we always try to lead with education and helping people. So I just wanted to call that out, that your reputation for just providing amazing guidance and coaching to advisors is unparalleled. Andy Schwartz: And it’s been the best part of our journey. We’ve been able to help so many people. We get way too much credit by the way. So everybody gives us way too much credit. But the way I look at it is, I’ve been able to leverage my life because I’ve been able to build a great life for myself and my family, but we’ve been able to leverage that, and that’s where the real gift is. So yeah, it’s been a joyful journey for us. Louis Diamond: Amazing. Kevin, question for you. You walked through your little bit unorthodox background to get into Northwestern. Can you talk about where your personal practice is today? And then I want to ask you about the decision to leave Northwestern and sell and team up with Andy and team. Kevin Spahn: Well, I have to go back to the beginning. What was attractive to me about this business is I went from a career which was confrontational adversarial. I was a trial attorney for six years, and every day I would fight with people over things I didn’t necessarily have a personal interest in and I didn’t really believe in always. But the adversarial confrontational nature wasn’t really my personality, and I would take it too personally. So sometimes I’d go home in a bad mood because I was fighting with somebody taking a deposition. At night, after so many years as a trial attorney, I started going to people’s houses and doing wills and trusts. And that’s where the dynamic of working with a client or a potential client, feeling that you helped them and walking out of the meeting where they would appreciate what you did for them, and you build a relationship and actually all of a sudden have a friend, that dynamic was attractive to me. That’s really what got me to transition into the business. So I think it was really helpful to me at the beginning of this career. As Andy said, we all grew our businesses one client at a time. There’s a lot of doors closed, phones hung up on. There’s many people that don’t want to talk to you. There’s many people that don’t call you back. There’s many people that you think you’re getting somewhere with and you don’t. And that’s difficult for people because people often, young reps take that as personal rejection. I had the benefit of comparing what I was dealing with as a young financial planner to what I had dealt with as an attorney in litigation. I think it just was perspective that I knew I didn’t want to do that anymore. So the negatives to this business didn’t seem that bad to me. I loved the independence. I loved all the relationships that I was building. And that part of it is to this day my favorite part of the business. When you ask about the present, what basically happens is you start out taking anybody and everybody as a potential client or as someone that you would be willing to work with. And then over time you work with more successful people. So where I’m at today is working with pretty successful people, but they’re all the same, meaning we like working with nice people. If people are nice, we work with them. I feel we can help anybody. Over the years, one client at a time. The thing that I probably, if I could go back, would change is I think Andy and I are both good at meeting people and building trust and providing value, so that’s why they work with us. So I think that’s just something we’ve both been able to do. He’s much better than I am at building an organization. So I built an organization basically hiring people, that whenever we got too busy, I hired another person. Drawback in terms of that is, anybody that I interview I think is great, and I think they’d be great to join the organization. I like them all. In spite of that, I’ve also brought in many good people that I love. At this point, my firm has 18 people. We’re a little subset of Andy’s larger firm. I think one of the most attractive things to me about joining Andy’s firm is what Andy mentioned before: the people. As opposed to me having to build this all out myself, going independent, Andy already did that. And he has the infrastructure that would allow me to just merge right into that and not have to go through the pain of figuring all that out, which I don’t even think I’m capable of, to be honest with you. Louis Diamond: You’re probably selling yourself short because the way I understood it, you had one of the top practices within the entire Northwestern Mutual systems, and it’s a firm filled with very successful advisors. For you, Kevin, what was the driving force to leaving NM after all these years? What was bothering you or frustrating you that indicated to you that it was time to do something different? Kevin Spahn: To be honest with you, I was pretty happy at Northwestern Mutual. I love the company and the people. I still have many good friends there that I truly miss. The big thing for me, I don’t know if it was any one thing, to be honest with you, is Andy said there’s optionality, especially on the investment side. I think one of the things that happened to me is, when I first started, I was 31 years old, and most of the potential clients that I would meet and work with, they weren’t what I would call today great investment clients. They didn’t have a lot of money. They had great futures. They might’ve been earning significant income or on the way to earning significant income. So what did they need at that point in their life? They needed planning. They needed protection. They didn’t really need investment management because most of their investments were going into their 401(k). But a lot of those clients that we would take on, and I think that’s the big advantage of Northwestern Mutual, you take on clients that a lot of the investor firms don’t want because they don’t have large investment portfolios. But at some point down the road, all of a sudden you wake up and they do have large investment portfolios. So you bring them in as clients that might buy life insurance from you or disability insurance or something like that. And then you help them, and you give them advice, and you build a relationship with them. Down the road, they make more and more money. They leave jobs, they roll 401(k)s, they have the ability to invest money, stock options, things like that. Next thing you’re doing more comprehensive planning that incorporates investments. As that progresses even further, you work with larger and larger clients, much more significant net worth, more complexity, bigger tax issues. Some of the strategies and opportunities that we now have at this independent RIA are very attractive for these high-net-worth clients. Along the same lines, less of what I do at this point in my career is insurance, mostly because a lot of the people that I meet are older, they already bought insurance, they’re looking more for investment advice as opposed to insurance. So one of the things that most attracted me to Northwest Mutual was their strong insurance products, which helped me for many years. As time went on, I was doing less of that. Louis Diamond: Makes complete sense. So it was a changing of what clients wanted and just the circumstances of your clients where you said, “What got me here when I was 31 was insurance planning, and that’s what my clients needed. But as my practice has evolved, I’ve aged, my clients are older, have more money, the focus shifted from insurance to investments.” And then the distinction was, am I at the best place to run investments in addition to insurance planning, et cetera? It’s a very interesting dynamic. Just the shift in basically your legacy clients was what drove you to consider change. Kevin Spahn: That was a big factor. I think the second big factor was I had my own firm with 18 people. My succession plan was that at some point I would shift ownership of the firm to people that worked with me. So as they owned more of the firm, they would have revenue that was currently at the time being paid to me. In my mind, as it shifted to them, they would buy me out using revenue from the clients that we already had. And I realized that there were some issues with that. In our business, as you get older, in your client’s age, they start taking money out of their portfolios. So everyone understands that in our business, the younger average age client you have makes your book more valuable. I was the biggest driver of new business at my firm, and I started to see that there were some problems with my succession plan. They included, if something happened to me during this succession, that would be a real problem for the people that were buying my business from me if I went that way. If something happened to some of my key people, that would’ve been a problem as well. So it was really attractive to me to… I wasn’t looking to sell my business, I was looking to merge it. So I merged it with Andy’s business. I believe that Andy and what he’s put together and the actual idea of having partners. So I never really had partners, but now I do. Having partners that we’re all on the same page, we all have similar backgrounds, we all bring something different to the table, and we can learn and benefit from working with each other. But also, owning a little piece of a much larger firm was, number one, it put me in a better position in terms of the potential risk of something happening to me or one of my key people. But secondly, I just think it’s more likely to grow at a greater pace than my firm would’ve as I aged from my 60s to my 70s. Louis Diamond: Very interesting. It’s a great realization. I think it’s one that probably every firm owner grapples with at some point, is the romanticism or the ease, some would say, of an internal succession plan. Rewarding those who have helped you build the firm is something I think everyone is interested in. But once that’s put into practice, whether it’s because of capital or sky-high valuations or right people on the bus or risk, et cetera, nowadays oftentimes leads to a firm owner looking at a transaction, whether it’s a merger, a sale, a private equity, capital infusion as a means to solve for succession. So it’s a very interesting way you framed it. Andy, I want to turn it over to you for a little bit. So you mentioned when you launched Bleakley Financial, which was the old name of your firm, out of Northwestern, you’re about three billion. I think I read that you’re about 10 billion or so when Joe Duran and Rise invested you in 2024. You just said you’re at 18 billion now in the middle of 2026. That is absolutely incredible and amazing. Andy Schwartz: We’ll be well over 20 by the end of the year without any additional organic growth. Louis Diamond: That’s absolutely incredible. Andy Schwartz: We’ve got a lot going on right now. Louis Diamond: What’s actually driven that? What’s been the playbook? Andy Schwartz: The three areas that are most important for us, and we had our town hall this morning, and we always talk about the things we focus on as a group, the first and most important is the client experience. I always say to people, if you are their advisor, then that means someone else isn’t. These people, they all deserve to be really well taken care of. They deserve the best service, they deserve the best advice. So that’s something we take really personally. So client experience first. Then we also understand that we don’t just work for clients, we work for our advisors. So I have two jobs. I have, I don’t know, 500 clients I service with my team, and I work for Kevin and 36 other partners and all of our employees. Because again, I recognize that the decision Kevin made… We’re in the middle of a transition out with another advisor, and we pretty much talk to her every day, and I know how hard this is. A transition is so difficult. When you come from a good place, because any of the Northwestern advisor who joins, they’re coming from a good place, it’s not like they have to go anywhere, it’s difficult. So we have the massive responsibility that three or four or five or 10 years from now, that there better be hugs around that this was the best decision ever made or otherwise. That’s the kind of thing that keeps me up at night. So we’ve got to take care of our client experience, we’ve got to take care of our advisor experience. And then obviously, we’ve got to grow the firm so the firm grows organically. So part of this whole idea of serving our advisors is we have to help our advisors grow. I talk to a lot of people on the acquisition side, and if I’m talking to an advisor, it doesn’t matter how big they are, we kind of think of it as a OnePoint way. There’s flexibility in the OnePoint way. But if I can’t help them grow, I don’t want them, because I say it all the time, I’m not the mafia. I’m not here to get a taste. Louis, if you weren’t interested in joining us, if I thought that we could help you grow by doing that, then I want you bad. If I don’t think I can help you grow because we’re so different, or because you’re not going to adapt what we do, or there’s no leverage in it, or you’re already better than we are, I don’t want it. So for us, organic growth, number one, and I think you know the industries well enough, that’s got to be the key. We shoot for 10% organic growth. We’re at a little over 5% so far halfway through the year. So assuming we have the similar second half of the year, we’ll hit our 10. Last year we’re at 7.5%. The second is the inorganic growth. If you truly build a platform, if you truly build a firm that advisors know that they’ll be supported, that they’ll be loved, and you’ll help them grow their businesses, it does make it easier for us. We’re not the highest bidder typically. We can’t. We respect our client’s capital, we respect their equity, so therefore we’re not going to go out there. We’re not an aggregator, we’re a firm. But I think that if we can get that message across, and I think we have, then advisors join us. So that’s been a big part of the growth. And then the market’s helped. Obviously, over the last two years, the market’s been helpful. So that’s how we’ve gone from 10 to 18 and on our way to 22 by year-end. Louis Diamond: This is absolutely incredible. Any advisor or firm owner would say organic growth is important, but just saying it’s important doesn’t mean it’s going to happen. So what are the ways in which you help your advisors or your own practice grow organically? What is it that OnePoint is doing for your advisors? Andy Schwartz: Starting with bringing on growth-oriented advisors. I mean, look, Kevin Spahn and I come from the same place. We learned how to sell. The great thing about coming out of whether they’re broker dealers or out of the different insurance BDs is, these are people that know how to sell. These are people that don’t think that selling is a bad word. A lot of times you go to the wirehouses and they’re not necessarily sales guys. They’re really smart. They think that they’re investment mavens and investment geniuses. I’m not interested in investment geniuses. I’m interested in people that want to take care of their clients, provide everything they can, clients first, do the proper planning, be good advisors, but they’re growth-oriented. So as long as we’re talking with the right advisors. Again, if I’m talking to advisor and they might have a big practice, if they’re not growers, we’re not interested. There’s a sense of responsibility for all the partners because we are a true partnership. It’s not an aggregation. This is a firm. I’m responsible for Kevin. Kevin’s responsible to me. All of our partners are responsible to each other, because if we’re going to do a 10% organic growth target, and if some partner is negative 3%, we don’t put them through the spanking machine, but everybody is very aware of where everybody is and nobody wants to let their partners down. I think either you’re a growth-oriented advisor or you’re a zoo-fed bear. There’s another expression that I got from another Rise Growth Partner or Rise Growth firm. We all kind of communicate and talk to each other. And I was talking about zoo-fed bears, and he said, we call them house cats that think they fight. So they’re house cats, but they have no claws. But I think if you’re careful about who you bring on as partners, and if they are workers, growers, they understand that their job in life is to serve the people. We talk about referrals, we do lots of training to help on referrals. We work on organic growth strategies from the firm, but a lot of it comes from the advisors themselves. Louis Diamond: Makes sense. So it sounds like, to boil it down, it’s being really selective and having a really clear sense of who’s the right fit for your firm. Not that there’s not amazing advisors out there, but just because you’re an amazing advisor, doesn’t mean you’re the right fit to join OnePoint. Andy Schwartz: I think the one big distinction and difference is other than the fact that we are minority-owned with private equity. So we own our business. I mean, I’m the CEO of the firm. I also have the biggest book in the firm. At least for right now, I mean, Kevin was transitioning, so I’m sure next year he’ll be the leading advisor. But I lead the firm, because as far as I’m concerned, you have to lead by example. We are completely aligned. I know exactly what Kevin does every day because I do the same thing. I’m not some attorney or accountant or private equity boss that’s saying, “Oh, I’ve got an idea for growth. We’ll just raise our fees by 5%.” Brilliant. Yeah, we are completely aligned, all of us. I think that makes us a little bit unique, and it really helps us, I think, in our growth trajectory. Louis Diamond: I would agree. The challenge that a lot of advisors-turned-firm-owners or turned-enterprise-builders have is the tug of war between the client work, which either is their ultimate passion and driving force, or it’s something they’re really good at minimum, versus being the owner, the operator, et cetera. I resonate very much, Andy, with the way you handle it. I do the same thing running a company, but also working with advisors. To me, I need to do both in order to do my job well. But that tug of war is tough. So I’m curious, your firm is very large now, you’re a steward of external capital, and you have a $3 billion book yourself. How do you do it? How do you balance the two? Andy Schwartz: Well, fortunately, my kids are grown, so I’m not coaching sports anymore. So I do have a little more time than most. Look, we have a great team. So the idea that I run the firm… I mean, I lead the firm, I don’t run the firm. We have great partners. We have great… Our manager team is fantastic. So I mean, they really run the firm. But this is where my passion is for now. So I don’t mind. Days are typically pretty long. I don’t play golf during the week. Mara and I don’t travel probably as much as we should. Vacations are always a little bit mixed. There’s always room for calls and meetings and whatever. But to me, I mean, I’m grateful to be in this situation. I’m enjoying it. This is such a privilege to be the person that people recognize as the leader of this bunch, of this group. I mean, it is the honor of my life. So I don’t think of it so much as work. It’s my advocation. It does get busy. There are some times where I have to remind myself, “Just enjoy the ride.” I get a little overwhelmed, but I get lots of help and that makes it possible. Louis Diamond: Yep. If you’re not doing the job of the folks that you’re encouraging and leading to do, how do you have fodder to train them, to teach them, to empathize with that? Andy Schwartz: Exactly, you don’t have the credibility. I can ask them to do almost anything because they know I do it myself, and I think that helps. Louis Diamond: Yep. So moving more into the decision to bring on private equity capital, what I thought was probably the most interesting component of your announcement that you took on PE investment was that you completely restructured or reoriented your firm prior to Joe Duran coming in 2024. Correct me if I’m wrong, but Bleakley Financial Group was almost all 1099 contractors. So everyone owned their own books of business, paid Bleakley a fee or an override for certain services. But now, today, over 85% of your advisors and your AUM are W-2 employees, meaning you converted them from 1099 to acquiring them or merging with them. To me, that’s the dream. It’s had to have been very, very, very hard and challenging because there’s so many aggregator firms or platforms that support independent advisors, but the value that they’ve created is fairly minimal relative to one cohesive firm. So can you just talk about that decision, a very big and brave decision to go down the path of acquiring or merging with the practices rather than letting them continue to operate independently? Andy Schwartz: Well, look, we had to… It’s funny because we had been having conversations for years with consultants, and they kept telling us what we had to do. Again, we’re not that smart, so we just kept thinking, “No, we don’t have to do that.” But we were told 10 years earlier that the only way that this thing has any value to the world is you’ve got to have EBITDA for the firm. We talked to all the smart people, we ignored all of them. But what happened was we needed capital and we needed equity in order to bring people on, because people aren’t just joining us just because we can help them grow a bigger business. So the reason we went in the direction we went initially was we just needed capital. We wanted to grow the firm, and the only way we were going to get to is… What’s the old saying? What got us here is not going to get us there. So we needed capital. But we also realized that I had to have something I could sell in the marketplace. And people want equity. So they want cash, but they also want equity, because we’re talking to entrepreneurs. Kevin owned his own firm. He has $2 billion of assets. He wasn’t interested in being someone’s employee, but he was interested in being able to get leverage and be a partner and share equity in a larger firm that had the chance to grow even more. So what the gift that Joe Duran, the Rise folks gave us was that gift of structure and understanding. So that was really helpful, and that’s been a big part of our success. Louis Diamond: Yeah, it’s an amazing journey. Again, I think you could probably write a book or a case study on how that happened. I’m sure there were some downfalls, some people that weren’t all that excited about it, but the results speak for itself. Andy Schwartz: I think people ask all the time because I do get phone calls. People are trying to do this, and they’re struggling. It took us 90 days to basically do it. People say, “I’ve been at this for two years.” And the biggest issue is trust. Either they trust you or they don’t. At the end of the day, I always went to the advisor here, we were a firm for 30-plus years prior, and these guys knew that we always did what we said we were going to do, and we always did. If your people trust you, then you can do it. If your people don’t trust you, it isn’t going to work. Louis Diamond: In other words, your firm added immense value to the advisors as well. Aside from trust, if you weren’t providing a service or services that they found a value that they couldn’t access on their own, it would’ve been 85/15 going the other way for sure. Andy Schwartz: Yeah, 100%. I know it’s not easy, but it wasn’t that hard for us. Louis Diamond: Good. It’s well-earned. So I believe you were Rise Growth Partners’ first investment. Andy Schwartz: We were. Louis Diamond: That’s cool. It’s exciting. You get to be someone’s first, but did it make you uncomfortable that you were the first investment or did you see that as a positive? Andy Schwartz: I actually saw it as a positive. Well, one, because I recognized immediately that Joe Duran and his team were way smarter than we were certainly, and certainly with what we were trying to do. And I figured that it’s almost like the first child. They were so excited to have somebody, and there was so much time and energy, so they just really doted on us. They were really able to help us. Now they’ve got four or five groups that they work with, and obviously we’ve been launched. So the younger babies are getting more time and attention, although we get everything that we need from them. But yeah, that never concerned me. I always thought that would be our advantage. It actually turned out that way. Louis Diamond: Interesting. In thinking through a sale or a minority sale, did you entertain other types of capital, whether it was a family office or a multitude of other private equity sponsors or selling the firm outright? Andy Schwartz: Yeah, we probably had four or five very, very serious conversations. Actually, some got pretty close to the end where we basically just made the decision not to do it. One was a much larger firm, good people. But the problem always was… I was always going to get rich out of the deal because it was going to be 100% sale, but there was really no lift or leverage from the advisors. So the principals, they were willing to pay me a big multiple and my partners a big multiple, and pay these guys basically an average multiple. So we had always told our guys, “Let’s stay together, and someday, this thing, whatever it’s going to turn into be, will benefit everyone.” So with the Duran situation and the deal with Rise did, it gave everybody a chance to benefit from what we were doing. But what was good about all of those false starts was, it taught me a lot because I had… I know you’re involved in this, so you know better than I do, but we’d start conversations, somebody would reach out to me, I would be very specific about what I needed. They would say, “Yep, we can do that.” And then you get to the finish line, and it’s almost like, I started out, I wanted a tomahawk steak and a baked potato, and I ended up getting a two-day-old hamburger with some cold French fries. It’s like, I know I’m not that smart and I know you’re the PE guys, but for God’s sakes, we’re not stupid. So it was funny because in January of ’24, I told my partners, “I don’t want to have any more of these conversations. It was a waste of time and energy. I’m sick of talking to these people. Let’s just put our heads down, and then let’s grow the firm a little bit more, and then we’ll see what the world looks like.” And then I get introduced to Duran. Louis Diamond: Perfect. Makes sense. Yeah, so you were well-educated on the market, the types of buyers, and I always say it’s almost more important to understand what you don’t want more than what you do want. The only way oftentimes to understand what you don’t want is to experience it and touch and feel it and really get into the weeds on it. I like too, Andy, I saw in an article, you said that “we’re private equity invested, we’re not private equity owned,” which is a very cool dynamic. I could imagine why that was important to you to retain majority control. Kevin, I want to bring you back into the conversation. Thank you for being patient here. But I mean, I would imagine you had some real choices. I mean, you could have stayed at Northwestern and been very successful, gone through with your internal succession plan. You could have gone to an independent BD, monetized, figured out succession later. You could have sold the business to a strategic acquirer. You were big enough to take on an investor in some capacity on your own. So options wasn’t your problem. Maybe just walk us through. Did you consider any other pathways? And what were the pros and cons in your mind that led you to doing a transaction with Andy? Kevin Spahn: I’m a little different, I think, than most people in this industry. Even as you grow your business at a certain percentage, none of that stuff has ever really meant anything to me. All I know is I like what I do. So when I came into the business, because I like it, I enjoy it, I spend time doing it, I’ve tried to get better at it. But it comes naturally because it’s something that I don’t look at Monday mornings as, “Oh, no, it’s Monday morning.” I’m excited to go to work. My entire career, once I left law, my business has just grown over the years naturally. But you said something before, Louis, and I think this applies to me. I love to work with the clients. I don’t like what I have to do in terms of running the firm. I never have. It’s never been my cup of tea, but you have to do it if you run a firm. So number one, the thought of all the due diligence that I would have to do to research all the firms out there, I wasn’t really all that interested in doing that. At the end of the day, it comes down to this word trust. I trust Andy. I trust the other partners here too, because I’ve known not just Andy, but I’ve known Scott and many of the other partners for years. So I knew what I was getting myself into. At the end of the day, I knew what they built. I was very comfortable with it, and I was either going to stay at Northwestern Mutual or I was going to come here, but I wasn’t going to go anywhere else. I will say, since I’ve gone, it’s been exactly like I thought. I thought I trusted Andy. And if something happened along the way with the transition, everything that he said has been true, thing that he promised is real. As you deal with more complexities with a bigger book and more and more employees, I knew that I was almost at the breaking point in terms of my own organization and to merge into this organization that, as I said before, he’s already built out. I don’t have to do it. And to benefit from these great people that he has as part of his organization, that’s all been a real blessing for me and my team. So I didn’t shop the marketplace really, but I knew what I was getting into, and it’s worked out clear as I thought it would. Louis Diamond: That’s amazing. I think that’s what most people would covet. But it is a decision in and of itself to not shop the marketplace. I mean, from representing buyers or prospective buyers, I know the pricing leverage or the negotiation leverage and the valuation lift that comes from having an open market, having multiple bids, et cetera. It sounds like that wasn’t the… Obviously you wanted to get fair value for your firm, but for you, it was more, it’s trust, “I’m either going to just stay at Northwestern, which is the devil I know or it’s what I’ve known where I’ve been successful, or I’m going to go to the individual that I trust and forget about all the other noise.” Kevin Spahn: Well, Andy says things, but I know they’re true because I’ve seen him at work. I’ve seen how he’s acted. I’ve seen how he interacts with people. But here’s an example. He cares about the people that are at his firm. He says that, but I know it’s true because I see it. I’m the same. I really care about the people in my firm. So as I think about, well, what about the future of two groups, my clients, but also the people that work in my firm? They’re going to be around long after I am. Well, I don’t want myself to retire someday, get a big check, because there’s all sorts of options to get a check. If I get a check and then my client’s scatter to the wind, and my employees don’t really have a future and they just have to go and find their own way, that wasn’t attractive at all to me. So one of the things that I really appreciate about this opportunity is that there is a plan for both my clients and my employees or the younger team members at formerly Spahn Financial, where I feel very good about the fact that they have a solid, secure future in an industry that they’ve all grown to love without them having to go out and make their own way. Louis Diamond: Makes sense to me. We noted a couple of times in this interview, you talked about equity, partnership, both of you have. So Kevin, for you, what did it mean differently for you to become a partner and get equity in a larger firm rather than, we’ll say, the less risky move of just taking everything in cash? Why was that an important distinction for you? Kevin Spahn: For many years, when I left law and came into this business, I didn’t have any money at the time. I was just starting to make money as a lawyer. It takes a while. I started low. I got trial experience working for the government, so they didn’t pay much. That was three years. Then I was at a firm, and I was just starting to make more money. Then I made this big shift into a career tha

In this week's Rise UP! Host Terri Kallsen, Managing Partner of Rise Growth Partners is joined by Bleakley Financial CIO Peter Boockvar and CEO Andy Schwartz for a riveting conversation revolving around the questions: is the recession risk off, the internal battle for Fed Chair Powell's job and the ramifications of “easy money” and a big win for A.I. in court that makes investing in it potentially more attractive. Plus, a great debate over do you need a wealth manager versus doing everything on your own? It's a conversation you don't want to miss. Key Takeaways: Why the S&P is at a Record High How to Know if We've Avoided Recession and Stagflation The Risks that Come with Rate Cuts and Easy Money How Wealth Managers Make You More Money Than They Cost You Get Peter and Andey's great insights one-on-one with a free review of your portfolio. Go to https://www.wealthion.com/free and select Bleakley Financial on the form. Hard Assets Alliance - The Best Way to Invest in Gold and Silver: https://www.hardassetsalliance.com/?aff=WTH Chapters 2:15 Boockvar: Why the S&P is at a Near Record High 4:20 Rally Isn't Because of Great Economic Data 5:05 Don't Try to Time the Market and Opportunities 6:35 Boockvar: How to Know if we Have Avoided Recession/Stagflation 9:15 Fed Chair Jerome Powell's Testimony to Congress and the Fed Governor's Revolts 11:35 The Pros and Cons of Rate Cuts 13:40 Big Win for A.I. and for A.I. Investors 16:25 Should Your Portfolio Lean Into A.I. — and a deep dive into Amazon, Google 20:00 Do You Really Need a Wealth Manager—a Debate 20:56 If Index Funds Outperform Portfolio Managers Why Do I Need An Advisor? And the Difference Between Portfolio Managers and Wealth Managers 24:51 How Can a Wealth Manager Help Me During Big Life Changes Like Divorce 27:50 How Can You Find a Wealth Manager that is Right for You? 31:55 What to Watch for Next Week Connect with us online: Website: https://www.wealthion.com X: https://www.x.com/wealthion Instagram: https://www.instagram.com/wealthionofficial/ LinkedIn: https://www.linkedin.com/company/wealthion/ #Wealthion #Wealth #Finance #Investing #Stocks #Recession #FederalReserve #AIMarket #JeromePowell #RateCuts #S&P500 #MarketOutlook #WealthManagement #EconomicOutlook ________________________________________________________________________ IMPORTANT NOTE: The information, opinions, and insights expressed by our guests do not necessarily reflect the views of Wealthion. They are intended to provide a diverse perspective on the economy, investing, and other relevant topics to enrich your understanding of these complex fields. While we value and appreciate the insights shared by our esteemed guests, they are to be viewed as personal opinions and not as investment advice or recommendations from Wealthion. These opinions should not replace your own due diligence or the advice of a professional financial advisor. We strongly encourage all of our audience members to seek out the guidance of a financial advisor who can provide advice based on your individual circumstances and financial goals. Wealthion has a distinguished network of advisors who are available to guide you on your financial journey. However, should you choose to seek guidance elsewhere, we respect and support your decision to do so. The world of finance and investment is intricate and diverse. It's our mission at Wealthion to provide you with a variety of insights and perspectives to help you navigate it more effectively. We thank you for your understanding and your trust. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this week's Rise Up, wealth managers Andy Schwartz, David Mandelbaum, and co-hosts Terri Kallsen and Joe Duran bring incredible insights into what they believe is going to happen over the next two quarters, both economically and in the markets. Relating stories of what they are hearing from their clients and delivering the advice they are giving, including some step-by-step instructions on how investors should be thinking about and managing their portfolios right now. Plus, our viewers ask us anything — from how to know when to get back into the market after selling, and when investors really make the most money, to needing a portfolio manager or not, and why the basics aren't boring! Plus, what to watch for next week.  Chapters: 2:47 - Markets Latest 3:35 - Negative GDP and More is Coming 5:13 - “We're at the high end of this trading range” 6:22 - “Our clients are pulling back” 7:55 - The Mag 7 and What the April Markets Comeback Signals 9:09 - We're Not at the Bottom 10:45 - What Investors Should Be Doing Now 11:44 - Tariffs and Pharma Industry: What to Know 17:30 - It's a Good Time to Get Into the Right Healthcare Investments 21:03 - Ask Us Anything – Who Are the Winners and Losers this Month? 22:00 - The Best Way to Invest 23:30 - When the Next Drop Will Come 24:15 - Diversification is Your Friend 24:45 - Selling? How to Know When to Get Back In 28:15 - When You Make the Most Money 30:15 - Do I Really Need a Portfolio Manager? Yes and No 36:06 - “Basics are Boring” But Are They Really? 40:05 - Next Week Volatility got you concerned? Get a free portfolio review with Wealthion's endorsed financial advisors at https://bit.ly/4jFVxzc Hard Assets Alliance - The Best Way to Invest in Gold and Silver: https://www.hardassetsalliance.com/?aff=WTH Connect with us online: Website: https://www.wealthion.com X: https://www.x.com/wealthion Instagram: https://www.instagram.com/wealthionofficial/ LinkedIn: https://www.linkedin.com/company/wealthion/ #Wealthion #Wealth #Finance #Markets #Investing #MarketVolatility #StockMarket #Gold #Bitcoin #PortfolioStrategy #stocks #Economy #Recession ________________________________________________________________________ IMPORTANT NOTE: The information, opinions, and insights expressed by our guests do not necessarily reflect the views of Wealthion. They are intended to provide a diverse perspective on the economy, investing, and other relevant topics to enrich your understanding of these complex fields. While we value and appreciate the insights shared by our esteemed guests, they are to be viewed as personal opinions and not as investment advice or recommendations from Wealthion. These opinions should not replace your own due diligence or the advice of a professional financial advisor. We strongly encourage all of our audience members to seek out the guidance of a financial advisor who can provide advice based on your individual circumstances and financial goals. Wealthion has a distinguished network of advisors who are available to guide you on your financial journey. However, should you choose to seek guidance elsewhere, we respect and support your decision to do so. The world of finance and investment is intricate and diverse. It's our mission at Wealthion to provide you with a variety of insights and perspectives to help you navigate it more effectively. We thank you for your understanding and your trust. Learn more about your ad choices. Visit megaphone.fm/adchoices

Andy Schwartz is the legislative advisor for the town of Jackson, a blue speck in an increasingly bright red state. Jackson has become a political target, he said, leading the town to hire a lobbyist to monitor and respond to relevant bills. Having served eight years in the same statehouse, he's seen the rise of national partisanship and the Freedom Caucus reducing bipartisan lawmaking. Still, he said, common ground and compromise are not just possible but necessary. “Once you find one point of agreement, you can then work through that,” Schwartz said. “And that's pretty much how I deal with the Freedom Caucus, because we disagree on a lot.”

Welcome to the latest episode of Rise UP!—your go-to weekly market and economic recap, where the biggest financial stories meet expert analysis. Hosted by two of the industry's most accomplished voices, Rise Growth Partners' Terri Kallsen, CFP®, and Joe Duran, CFA, alongside special guests Peter Boockvar (CIO of Bleakley Financial Group) and Andy Schwartz (Co-Founder & Principal of Bleakley Financial Group). Join us as we dive into: 1️⃣ Market Volatility Spikes: The tariff-driven turmoil is reshaping market dynamics. How should investors navigate rising uncertainty? 2️⃣ End of the AI Tech Trade?: Could we be witnessing a fundamental shift away from the dominant "Magnificent Seven" stocks toward more value-driven investments? 3️⃣ Crypto's Risk Reality Check: Bitcoin's recent slide highlights key risks investors must know. Is crypto still worth the gamble? Plus much more!

Welcome to the latest episode of Rise UP!—your go-to weekly market and economic recap, where the biggest financial stories meet expert analysis. Hosted by two of the industry's most accomplished voices, Rise Growth Partners' Terri Kallsen, CFP®, and Joe Duran, CFA, alongside special guests Peter Boockvar (CIO of Bleakley Financial Group) and Andy Schwartz (Co-Founder & Principal of Bleakley Financial Group). Join us as we dive into: 1️⃣ Markets Reflecting Political Unpredictabillity: Tariffs, Interest Rates, Strong U.S. Dollar! 2️⃣ Gold at Record Highs Still Undervalued? Is Bitcoin Really Digital Gold? 3️⃣ Smart Investing Strategies & The 1930s Tariff Trade War Redux? And much more!

Welcome to the latest episode of Rise UP!—your go-to weekly market and economic recap, where the week's biggest financial stories meet expert analysis. Hosted by Terri Kallsen, CFP® of Rise Growth Partners, alongside special guests Peter Boockvar (CIO of Bleakley Financial Group) and Andy Schwartz (Co-Founder & Principal of Bleakley Financial Group). Join us as we dive into: 1️⃣ AI Stocks Under Pressure – Is the AI rally at risk? DeepSeek's new AI breakthrough is shaking up the industry, sparking concerns for Nvidia, Broadcom, and other AI leaders. Is this the start of a tech bubble burst? 2️⃣ The Fed vs. Trump & Tariff Turmoil – The Federal Reserve held rates steady, but will rising tariffs on Mexico & Canada spark inflation? What does this mean for interest rates and your portfolio? 3️⃣ The Case for Diversification – With AI stocks dominating global portfolios, is it time to rebalance? The Swiss National Bank & Norway's Sovereign Wealth Fund have gone all-in on big tech—should you?

Welcome to the latest episode of Rise UP!—your go-to weekly market and economic recap, where the week's biggest financial stories meet expert analysis. Hosted by Terri Kallsen, CFP® of Rise Growth Partners, alongside special guests Peter Boockvar (CIO of Bleakley Financial Group) and Andy Schwartz (Co-Founder & Principal of Bleakley Financial Group). Join us as we dive into: 1️⃣ AI Stocks Under Pressure – Is the AI rally at risk? DeepSeek's new AI breakthrough is shaking up the industry, sparking concerns for Nvidia, Broadcom, and other AI leaders. Is this the start of a tech bubble burst? 2️⃣ The Fed vs. Trump & Tariff Turmoil – The Federal Reserve held rates steady, but will rising tariffs on Mexico & Canada spark inflation? What does this mean for interest rates and your portfolio? 3️⃣ The Case for Diversification – With AI stocks dominating global portfolios, is it time to rebalance? The Swiss National Bank & Norway's Sovereign Wealth Fund have gone all-in on big tech—should you?

In this episode, we welcome cinematographer John Matysiak. John has shot acclaimed features such as Old Henry, Acid Man, and Big George Foreman, as well as series including “Winning Time: The Rise of the Lakers Dynasty” and “Still the King.” In our chat, we hear John's origins, path into filmmaking, and his experience working on a range of projects. We also learn about his approach to collaborating with different directors, and how he formulates the look for each production. The Making Of is presented by AJA Video Systems:Uplevel your pipeline with AJA's latest updatesFrom color management to IP video, data management, and beyond, media production pipelines are rapidly evolving. Stay ahead of the curve with AJA's latest technology updates for production and post professionals, including a new ColorBox release with ACES support and other great improvements, new Desktop software features, and more. Find out what's new here From our Friends at Videoguys…Atomos Shogun is a 7-inch monitor-recorder with integrated networking for cloud workflows, ideal for DSLR, mirrorless and cinematic cameras. More codecs & monitoring tools than ever before. Today's Shogun is bolstered by new abilities from AtomOS 11, massive connectivity from integrated networking, more codecs, and compatibility with almost every camera. Shogun is the Atomos dream writ large.Learn more here Tiffen Tech Day '24, Stabilizer Expo, & Steadicam's 50th with Garrett BrownBurbank | June 9th, 11am - 4pmTiffen welcomes filmmakers to Tech Day '24 featuring the Stabilizer Expo, live equipment demos, and Tech Talks with renowned Operators and Cinematographers.Stabilizer Expo | Tiffen Filters On Set | Steadicam Try & Fly | Tech Talks That Steadicam Shot and I How Got It: Charles Papert moderates Neal Bryant SOC, Andy Schwartz and more. Plus, How I Got that Filter Shot: Richard Crudo ASC moderates Cinematographers Dean Cundey ASC, Alicia Robbins, Shane Hurlbut ASCTall Steadicam Tales: A Conversation with Garrett Brown & Dave ChameidesFree RSVP hereMeet ZEISS At Cine Gear LA Cine Gear is right around the corner! Find ZEISS at Booth #105 where they will be showing the new Nano Prime lenses. More than that, you can check out a demo of the CinCraft Scenario camera tracking system in an outdoor environment.Register hereFeatured NYC Photo Exhibit:Edwin Pagán's Los Inocentes (The Innocents) is a documentary photoessay that focuses on the resiliency of children who live in urban communities in less-than-ideal circumstances, but who prevail and thrive beyond their environments in the South Bronx, Spanish Harlem (El Barrio), and the Lower East Side (Loisaida).The images compiled in this photographic showcase reveal the untainted splendor of children just being themselves in everyday situations. Individually, they present fleeting tableaux of precise personal incidents. Taken together, they provide a wider understanding of how universal youth resiliency really is. If from the mouth of babes comes the truth, then this metaphoric photo album speaks to the will and tenacity of human beings. More on this exhibit here Steven Poster, ASC Shares About His Latest Feature, "Scared To Death"In this episode of the Digital Cinema Show, DCS Founder James Mathers interviews renowned Director of Photography Steven Poster, ASC about the tools he used on his latest feature, "Scared To Death" — including Canon cinema cameras and lenses, and Tiffen filters. Watch the interview hereUpcoming Event:Cine Gear Expo | Burbank, CACine Gear Expo features exhibits, new product and service introductions, complimentary seminars led by industry leaders, masterclasses, a film competition, and awards ceremony. From June 7-9th, the LA Expo will be held at the historic Warner Bros Studios in Burbank, CA.A fitting backdrop for the Cine Gear industry trade show, visitors can enjoy outdoor booths on Warner Bros Midwest and French Streets, former home to The Music Man, Bonnie and Clyde, and “Gilmore Girls”. Simultaneously, The Friends and Young Sheldon Stages will house indoor booths filled with the latest tech from popular equipment vendors. Warner's full-service facility also offers state-of-the-art venues like the Steven J. Ross Theatre to accommodate Cine Gear's hallmark Film Competition, Screening Series, and Presentations.Register hereWomen in Media Announces 2024 WiM ICON Award HonoreeFor landmark achievement in public relations, communications and community building, WiM is honored to award Susan Lewis this year's highest distinction.Susan Lewis has tirelessly served the cinema and entertainment community for four decades — smoothing the launch and adoption of countless innovative technologies. Her clients have represented industry leaders including Cinema Products, Steadicam, Litepanels, Zeiss, Schneider, Matthews, Tiffen, SmallHD, Teradek, and dozens more.One of her unique roles is being a daily conduit between filmmakers and the companies whose products serve these creatives. Nancy Schreiber ASC shares, “Susan always has her pulse on what's brand new and about-to-be-newsworthy. She makes sure that we artists & technicians get our hands on this gear immediately.” She's an Associate Member of the American Society of Cinematographers and a long-time supporter of Cine Gear Expo. The show's co-founder and WiM's 2023 ICON Award recipient Juliane Grosso added, “Susan is an irreplaceable gem in the Cine Gear Expo family.” Read more here Podcast Rewind:May 2024 - Ep. 33…The Making Of is published by Michael Valinsky.To promote your products or services to over 21,000 filmmakers, TV and video pros reading this newsletter, please email us at mvalinsky@me.com Get full access to The Making Of at themakingof.substack.com/subscribe

In this episode, we hear from Dr. Andy Schwartz of the Texas Animal Commission, who at the time of this conversation was just retiring as State Veterinarian and Executive Director. Dr. Schwartz stopped by the Veterinary Vitals booth at TVMA Annual Conference & Expo to share about his time at the agency and several little-known perks of working for the state.Support the Show.

In the new episode of the Rock's Backpages podcast we welcome the admirable Andy Schwartz, who Zooms in from upstate New York to reminisce about New York Rocker, the much-missed monthly magazine he edited from 1977 to 1982. We hear about Andy's early years in suburban Westchester County and his first experiences of live music in Manhattan, which included historic gigs by the Doors, the Dead and Jimi Hendrix. We also learn about Oar Folkjokeopus, the Minneapolis record store where he worked as a student in the mid-'70s, and the local Minnesota publications for whom he wrote his first reviews. Much of our discussion is taken up with Andy's recollections of New York Rocker founder Alan Betrock, and of his own years at the helm of that essential guide to the CBGB scene that spawned Blondie, Television, Patti Smith, the Ramones and Talking Heads... not to mention Mink DeVille. Clips from Mark "Radio Pete" Bliesener's 1977 audio interview with Willy DeVille include the Mink man's caustic thoughts on the downtown scene and the rock critics who chronicled it. After our guest recalls his stint as the manager of Smithereens and Beat Rodeo, we hear about his days at Epic Records' Director of Editorial Services and his involvements with artists as diametrically different as Celine Dion and the Allman Brothers. He also reflects on his early involvement with the Rock and Roll Hall of Fame and assesses its problematic standing in today's music industry. The episode concludes with Mark's quotes from newly-added library interviews with Ray Davies, Bryan Ferry and Carly Simon, followed by Jasper's thoughts on pieces about Scissor Sisters and Bootsy Collins. Pieces discussed: Andy Schwartz pays tribute to Alan Betrock, Mink DeVille live in NYC, Willy DeVille audio, Ray Davies to Maureen Cleave, John McLaughlin to Dave Marsh, The Eagles' Hotel California, Carly Simon to James Hunter, Bryan Ferry to Jim Farber, Scissor Sisters and Bootsy Collins' Baker's Dozen.

In this episode we invite Richard Grabel to reminisce about his long career as a journalist and music-biz lawyer. We hear how Richard had his mind blown by an early CBGB double-bill of Television and the three-piece Talking Heads — and about his first reviewing efforts as a student at the University of Pennsylvania. He describes how he got his foot in the door at New York Rocker – reviewing one of Lowell George's last shows for editor Andy Schwartz — and then at the NME on a 1978 visit to London. Richard's classic reports on NYC's early rap scene provide a perfect opportunity for us to ask him about his visits to the South Bronx and his interviews with Kurtis Blow and Grandmaster Flash. He's also namechecked in a clip from Bill Brewster & Frank Broughton's 1998 audio interview with Brit rap promoter Kool Lady Blue, whose legendary nights at the Roxy club in Chelsea he discusses with his hosts. After reflecting on the rise of the Beastie Boys and the story of how rap's "flash-in-the-pan" novelty status led to the genre's global domination, Richard explains how he became a high-profile lawyer for such alt-rock bands as Sonic Youth and Dinosaur Jr. After Mark quotes from interviews with Betty Davis, Jackson Browne and George Michael, Jasper concludes the episode with remarks about pieces on Smash Mouth, *NYSNC and the 16-year-old Lorde. Many thanks to special guest Richard Grabel. Pieces discussed: Kurtis Blow, The Funky Four + 1, Grandmaster Flash, Kool Lady Blue, Run-DMC, Beastie Boys, Beastier Boys, Beastiest Boys, Jackson Browne, Ray Parker Jr., Betty Davis, George Michael, Smash Mouth, Blue-eyed soul and Lorde.

Part one of a Blue Devil BOGO, a Duke Dynamic Duo....Drs. Andy Schwartz and Dr. Michael Bolognesi!  We kick off this titanic two-for-one talking with Duke fellow, and newly-minted Iowa City Orthopod, Dr. Andy Schwartz!  We cover a lot of ground here, his work at Duke, his peerless implant identification acumen, hip revisions, his vision for the career in front of him, the mnemonic "MEH"....it's anything but, as it can help us as reps, you'll be inspired!Clinic Link: https://uihc.org/providers/andrew-m-schwartzTwitter: https://twitter.com/aschwartz45Is medical device sales a mission, or a job?  What can playing through a Strymon Blue Sky reverb pedal teach us about being a positive presence in the lives of those around you?Strymon Pedals: https://www.strymon.netSupport the show

A rerun of our deeply informative 2021 episode with writer Andy Schwartz all about the artists who have been inducted into the Hall under the banner of "Musical Excellence." This show is part of Pantheon Podcasts.

Andy Schwartz is a partner at Bleakley Financial Group, a hybrid advisory firm based out of New Jersey that nearly tripled in size to over $9-billion in assets after breaking away from a major insurance company. Andy and his partners have built their firm into a platform that allows advisors the opportunity to leverage centralized large firm support services while maintaining the freedom and flexibility to run their own investment book of business. Listen in as Andy shares how he and his partners have structured their firm as a cooperative with advisors sharing resources and services, and provide advisors with the space, capacity, and flexibility to grow and scale their own practices. We also discuss why they choose to reinvest money generated by the firm back into the business to provide more services that advisors can then leverage, why Andy walked away from a 30-year career with a large insurance broker dealer and a $3-billion practice to start his own firm, and why he believes that the combination of building credibility and having financial resources are the keys to truly make an impact as a financial advisor. For show notes and more visit: https://www.kitces.com/284

In this episode, Andy Schwartz – President of AJ Adhesives – and I talk a lot about coaching kids sports. What does that have to do with leadership? Turns out, quite a lot! I think what Andy has to say will give you a new, inspiring perspective on teamwork. About Our Guest: In 1992, Andrew Schwartz returned to St. Louis and started AJ Adhesives with partner Jim Wiley, AJ Adhesives distributes industrial adhesives to all manufacturing sectors. As an entrepreneur, he took on a few partners and started an inline hockey roller rink, “The Rink,” and a restaurant, “King Louie's.” In 1998, he divested from business outside of the core industrial sector, and he and his partners purchased an equipment company in Houston, Texas, that specialized in selling and servicing adhesive application equipment, continuous inkjet printers, and industrial labeling equipment. Schwartz and his family moved to Houston in 2000 to transition the purchase. As of 2021, AJ Adhesives and Mid America Packaging had 51 employees with corporate headquarters in St. Louis and branch locations in Houston, Dallas, Tulsa, Seattle, Portland, Philadelphia, and Chicago. He and his wife, Stephanie, and their three children moved back to St. Louis in 2008. Living closer to work offers him the time to coach basketball, baseball, and soccer. Andy@AJAdhesives.com http://www.AJAdhesives.com (www.AJAdhesives.com) About the Host: Amy L. Riley is an internationally renowned speaker, author and consultant. She has over 2 decades of experience developing leaders at all levels. Her clients include Cisco Systems, Deloitte and Barclays. As a trusted leadership coach and consultant, Amy has worked with hundreds of leaders one-on-one, and thousands more as part of a group, to fully step into their leadership, create amazing teams and achieve extraordinary results.   Amy's most popular keynote speeches are: The Courage of a Leader: The Power of a Leadership Legacy The Courage of a Leader: Create a Competitive Advantage with Sustainable, Results-Producing Cross-System Collaboration The Courage of a Leader: Accelerate Trust with Your Team, Customers and Community The Courage of a Leader: How to Build a Happy and Successful Hybrid Team   Her new book is a #1 international best-seller and is entitled, The Courage of a Leader: How to Inspire, Engage and Get Extraordinary Results.   http://www.courageofaleader.com (www.courageofaleader.com) https://www.linkedin.com/in/amyshoopriley/ (https://www.linkedin.com/in/amyshoopriley/)   Call to action How can you lead like a kids sports coach? Thanks for listening! Thanks so much for listening to The Courage of a Leader podcast! If you got inspired and/or got valuable leadership techniques you can use from this episode and think that others could benefit from listening, please share using the social media buttons on this page. Do you have questions or feedback about this episode? Leave a comment in the section below! Subscribe to the podcast If you would like to get automatic updates of new The Courage of a Leader podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can also subscribe in your favorite podcast app. Leave us an Apple Podcasts review Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which helps us ignite The Courage of a Leader in more leaders! Please take a minute and leave an honest review on Apple Podcasts. Teaser for next episode My guest in 2 weeks will be Jim Kaitz, the President and CEO of AFP, the Association of Financial Professionals. In the episode we don't talk much about finances! Instead, we talk about culture and talent development. We explore how to foster the desired culture day-to-day and how to continuously develop talent. Tune in March 22 to hear more!

Andy Schwartz of the late great New York Rocker spills the goods on his seminal music mag. 

Writer Andy Schwartz joins Joe & Kristen to talk about the artists who have been inducted in the Musical Excellence (formerly Sideman) category. This show is part of Pantheon Podcasts.

Writer Andy Schwartz joins Joe & Kristen to talk about the artists who have been inducted in the Musical Excellence (formerly Sideman) category. This show is part of Pantheon Podcasts. Learn more about your ad choices. Visit megaphone.fm/adchoices

Writer Andy Schwartz joins Joe & Kristen to talk about the artists who have been inducted in the Musical Excellence (formerly Sideman) category. This show is part of Pantheon Podcasts.

Writer Andy Schwartz joins Joe & Kristen to talk about the artists who have been inducted in the Musical Excellence (formerly Sideman) category. This show is part of Pantheon Podcasts. Learn more about your ad choices. Visit megaphone.fm/adchoices

AdvisorHub’s CEO, Tony Sirianni talks with Andy Schwartz, Partner at Bleakley Financial Group. The two discuss the new efficiencies of… Read More The post A Conversation with Andy Schwartz, Partner at Bleakley Financial Group appeared first on AdvisorHub.

Andy Schwartz went from selling insurance at Northwestern Mutual to managing $3.5B in assets and leading one of the firm's largest groups. In 2014 they left to go independent as Bleakley Financial Group, now managing $8B in assets as a hybrid RIA.

Andy Schwartz went from selling insurance at Northwestern Mutual to managing $3.5B in assets and leading one of the firm’s largest groups. In 2014 they left to go independent as Bleakley Financial Group, now managing $8B in assets as a hybrid RIA.

If you like electric cars, then you've got to have ample supplies of critical elements needed to make them, like lithium and cobalt. Trouble is, the U.S. is highly dependent on foreign sources for most of the 35 rare-earth elements needed for batteries, wind turbines and other items. Now the Energy Department has launched a $30 million grant program to support increasing domestic supplies of rare-earth element. For details, we'll have two guests. We'll hear from Mike McKittrick, Energy's Research and Development Consortia Program Manager. But first, for an overview of the program, we'll hear from the acting director of the Materials Sciences and Engineering Division in Energy's basic research unit, Dr. Andy Schwartz.

E0048: Inside Divorce with Andy Schwartz by Inside Divorce

Welcome back to Neurotech Pub!In this episode, host and Paradromics CEO, Matt Angle, speaks with Beata Jarosiewicz, Vikash Gilja, Sergey Stavisky, and Frank Willett about how brain computer interfaces can be used to restore communication in patients with tetraplegia. They take a deep dive into state of the art thought-to-text technology compared with the current state of speech decoding.Check out full video with transcript here: https://www.paradromics.com/podcast/neurotech-pub-episode-2-what-weve-got-here-is-failure-to-communicate 1:49 Braingate Clinical Trial Program |2:32 Beata's New Job at Neuralink |2:43 Stanford Neural Prosthetics Translational Laboratory |2:53 Leigh Hochberg |3:05 Andy Schwartz |5:14 2020 BCI Award|8:44 Subjective Experience of Control |10:39 Closed Loop Calibration |12:08 Animal Models for Prosthesis Development |14:21 Keyboard Optimization |15:33 Tablet PC Control Papers | See Also |16:01 Palm Pilot Graffiti |16:24 Frank's Preprint on Handwriting |17:40 Video Abstract on Frank's Work |21:38 Penfield and Boldrey 1937 |22:04 A Quick, Lay Summary of Penfield's Work |24:21 Hand Knob |26:43 Output-Null Neural State Space Dimensions |34:23 Matt Kaufman's Work |38:29 Vikash's work with Paul Nuyujukian |39:07 Mark Churchland |42:01 Review Paper by Eb Fetz |44:18 Chang Lab at UCSF |44:46 Robert Knight's Group on Speech Decoding | Imagined Speech |50:38 Speech Decoding in Hand Knob |50:55 Phoneme Decoding |52:48 Auditory Decoding in NHPs |54:58 Moses et al., 2019|55:12 Makin et al., 2020 |1:07:11 Nir's Paper on Error Signals |Want more? Follow Paradromics & Neurotech Pub on Twitter  Follow Matt A and Sergey Stavisky on Twitter

Welcome back to week two of our Dockside takeover! This week we feature Froot Stripe (a weissbier that's just as delicious as it sounds) before we get back to the second part of our interview with brewmaster Andy Schwartz. Cheers!

The rules are changing. At a time when technology promises to allow the lame to walk and the blind to see, we're forced to ask: what makes us uniquely human? In this final episode of Season 1, we speak with the so-called "sage of Silicon Valley," Yuval Noah Harari, about humanity's future. We try out technology that claims to deliver on a miracle, and we meet the source of several new innovations being created by people normally left out of the laboratory.  In this episode: Professor Yuval Noah Harari, Sebastian Thrun of Google X and Kitty Hawk, Bryony Cole of Future of Sex, musician Noe Socha, and Dr. Andy Schwartz of the University of Pittsburgh.  Special thanks to The Forward, and Make It All Work.  Learn more about your ad-choices at https://news.iheart.com/podcast-advertisers

A.I. is already better than human doctors at diagnosing skin and breast cancer. And as machine learning advances, it's becoming able to decode more complex information, like brain waves and the human genome. A.I. is beginning to revolutionize medicine, and allowing us to see into the future of our bodies...but can we ever know too much about ourselves? What will happen when machine learning lets us open our own black boxes?   In this episode: Physician and author Dr. Siddhartha Mukherjee, Google X founder and Kittyhawk CEO Sebastian Thrun, Regina Barzilay of MIT's J-Clinic and CSAIL, Dr. Andy Schwartz of the University of Pittsburgh, Gill Pratt of the Toyota Research Institute. Learn more about your ad-choices at https://news.iheart.com/podcast-advertisers

Hosts Barney Hoskyns and Mark Pringle are joined by special guest Bernard Fowler to discuss his life in music, from the Peech Boys at the Paradise Garage to working with Mick Jagger on She's the Boss and commencing a 30-year relationship with the Rolling Stones. He also regales the chaps with tales of recording a disco cover of Pink Floyd's 'Another Brick in the Wall' and explains how growing up in New York City influenced his new album of Stones covers Inside Out. Barney enthuses about Martin Scorsese's new Rolling Thunder Revue, a film about Bob Dylan's mid-'70s tour of America, before paying tribute to NME/Q/Independent writer Andy Gill – noting pieces he wrote about Cabaret Voltaire (and Andy's native Sheffield), Frank Zappa and the man for whom he was often mistaken: Gang Of Four guitarist Andy Gill. The three hombres then listen to clips from Andy Schwartz's 1994 audio interview with Dr. John, wherein the man born Malcolm Rebennack remembers being ripped off by labels in his early recording career – and his struggle to get clean. Finally, Mark presents highlights from the week's other additions to the RBP archive, including a 1956 interview with Alexis Korner about British skiffle, Labelle shaking up the male-dominated music industry in 1974 and Barbara Ellen's report of having a truly miserable time at the Glastonbury festival. For details about Inside Out and The Bura, please visit bernardfowler.com/music. Produced by Jasper Murison-Bowie Pieces discussed: Bernard Fowler, The Peech Boys, Scorsese's Rolling Thunder Revue, Andy Gill meets Andy Gill, Cabaret Voltaire, Frank Zappa, Dr. John audio, Skiffle or Piffle?, Mick Farren, Sly Stone, Labelle, Rod Stewart, The Specials, Crass, William Burroughs, Glastonbury, Lisa Robinson, Eagles of Death Metal and Kinky Friedman and the Texas Jewboys.

Ever feel like you could use an extra chef? So do a lot of people.  Listen in now to hear Andy Schwartz, CEO of xtraCHEF Learn more about Andy here (http://www.businesschef.org/blog/andy-schwartz/) . Follow us: Business Chef Website:  http://www.businesschef.org (http://www.businesschef.org/) LinkedIn Page:  https://www.linkedin.com/showcase/businesschef/ (https://www.linkedin.com/showcase/businesschef/) Facebook Page:  https://www.facebook.com/MakeFoodMakeMoney/ (https://www.facebook.com/MakeFoodMakeMoney/) Instagram Page:  https://www.instagram.com/makefoodmakemoney/ (https://www.instagram.com/makefoodmakemoney/) Want to know more about how you can help aspiring culinarians, as well as creating a more sustainable food service future? Email us  info@businesschef.org (mailto:info@businesschef.org) , with “Culinary Technology Fund” in the subject line

I love what Andy shares here because it's true for everyone.

Check out these tips to help make your restaurant more efficient. Jaime Oikle from RunningRestaurants.com gets into it with Andy Schwartz, CEO of xtraCHEF about how restaurants can be more efficient & productive and thus make more profits in their business. Find more at https://www.xtrachef.com & https://www.runningrestaurants.com.

Both guys drink beer. Both guys grow luxuriant beards. And most importantly both guys talk Dip: Great discussion on the perfect stab, how to decide what game to play and the Munich Uber driver. Doesn't get better than this. Intro Amby ditches red wine for an episode while Mrs Amby is away and enjoys a beer with Kaner (0 mins 10 secs) They discuss Anglo-Saxon pronunciations and how it relates to the brewery they're drinking in and start  (1 mins 20 secs) Next up is an impromptu chat about the variant Ankara Crescent and how it got inspired but a bit of silliness. Kaner explains how moves work in the variant (4 mins) Kaner moves onto Cataclysm another silly movement rule variant where fleets and armies are amphibious and can move to sea, coastal and land territories (7 mins 50 secs) Amby touches on Kaner's plan to try to work out what variant to play next (9 mins 10 secs) Around the grounds But first Kaner asks Amby about the 1066 variant Tournament and how it's going (10 mins) Kaner proposes little icons next to player's names for winners of tournaments. They briefly digress to the Known World 901 Tournament and while the tourney is pretty much fell apart, its clear that Eki83 is the clear winner and Amby is officially the worst player of the variant (12 mins 20 secs) Amby tries enticing Kaner to maybe play Sopwith (which we covered in episode 6), Kaner instead suggests he'd rather be game master (16 mins 20 secs) Amby starts talking about his games, beginning with an Imperial game where he's playing as Russia. There have been many NMR's, they discuss the perils of games with long phases.  Amby does a blow-by-blow account of his gameplay and what's been happening on the board. Kaner makes fun of Amby for buying into an unrated game  (18 mins 30 secs) Next up are the anonymous games Amby is in - a Divided States game (33 mins 40 secs) Kaner takes on the role of American geography professor and Amby plays American history professor (35 mins 30 secs) Amby then talks briefly about his anonymous Atlantic Colonies game and his strategy of trying to limit the number of Dip games he has to lessen the impact of sitters (39 mins 30 secs) The guys get new drinks. Kaner discovers the podcast has a Twitter account (41 mins) Next its joke time; warning the joke at 45 mins is a little rude (42 mins 40 secs) Kaner decides what variant to play next Kaner teaches Amby how to sort the variants table on vDip (47 mins) Kaner decides he doesn't want to play a hot game (49 mins 15 secs) They throw around ideas about playing Imperium, Edwardian and Spice Islands, before he decides on... Heptarchy IV. He then sets up a new game called Hep Bros (51 mins 30 secs) Variant review: Hundred & timing for the perfect stab Amby talks about a Hundred game called "Want a 3 player game?" - one of the few three player games - set around the Hundred Years War. Amby gives a hat tip again to the History of England podcast (59 mins) He goes onto discuss his game play in the opening, and how he successfully timed his stabs on England (1 hr 5 mins 30 secs) They discuss the positioning of territories, particularly the landbridge between Calais and London (1 hr 7 mins) Amby then works out the timing to then stab France to successfully solo the game (1 hr 8 mins) They discuss what is needed in a perfect stab (1 hr 9 mins 30 secs) Amby talks about why he chose this variant and why it ticked all his boxes before they talk about the two things the guys don't like about the variant (1 hr 11 mins) The guys give a hat tip to the variant creator Andy Schwartz, map designer Derek Carlson and coder Oliver Auth (1 hr 13 mins) They compare how this as a 3 player game compares to 1066 and 843: the Treaty of Verdun. The guys then decide to play a gunboat anonymous game of Treaty of Verdun called Ver-dunny (1 hr 17 mins) Amby gives some tasting notes before talking about a guy downstairs at the bar who looks like a modern day Munich Uber driver with a canny resemblance to Hitler (1 hr 19 mins) Kaner is writing an article for Diplomacy World Former interviewee Chris Martin suggested the guys write an article about the podcast for the Diplomacy World magazine. They then brainstorm what should go into the article that Kaner is going to write. Kaner learns about hashtags with the concept of #F*ckingIdiots. Amby plugs Patreon due to a drop off in people donating to the show, Amby learns about audio levels from Kaner. They talk about Brisbane's crappy train network, filming Kaner's knees and talking to players. They discuss what happened to the DiplomacyCast podcast and acknowledge our podcast should get more into the webDip and playDip space (1 hr 23 mins) They touch on the Tournament of Time over at playDip, discuss being Old Farts and what else needs to go into the article (1 hr 34 mins) Amby discusses General Kessad's step learning curve and absence from playing Dip. Kaner talks about playing Dip in the old days, drawing on the walls and passive rage holding (1 hr 40 mins) Amby suggests we have a Random Questions episode where any player can ask a question - ask at the Twitter account, website, email or via the forum thread in vDip. They also suggest alternative means  (1 hr 46 mins) Is the Munich Uber driver still downstairs? The guys make their way downstairs and Kaner casually walks past the bar to check out Herr Hitler (1 hr 49 mins) Venue: Æther Brewing, Brisbane. Drinks of choice: Kaner - Miso and Honey Pilsner and the Golden Axe cider from Æther Brewing, Brisbane, Australia Amby - Pitchfork Saison, Hop Skip & Jump IPA and the Mayor of Milton lager from Æther Brewing, Brisbane, Australia   Just a reminder you can support the show by giving it 5 stars on iTunes or Stitcher. Or if you want to help improve the audio equipment you can donate at Patreon. Lastly, don't forget to subscribe so you get the latest Diplomacy Games episodes straight to your phone!

This is a conversation with Andy Schwartz. Andy is the co-founder and CEO of Xtrachef. Xtrachef simplifies how restaurants manage their inventory and invoicing and makes it easier to manage the back of the house towards profitability. Enjoy!

As restaurant operators, we know that one of the biggest costs to our restaurants is food. Being able to automate the ability to go through food cost invoices and recipes with a fine tooth comb means more profit for your restaurant! Join Jeremy and Ryan as they welcome Andy Schwartz from xtraCHEF to talk about three easy ways you can manage and automating your restaurant's food costs! Check out xtraCHEF at www.xtrachef.com.

This week, Jeff and Jason talk with Jamal Robinson and Andy Schwartz from Stony Creek Brewery in Connecticut. Then, they open the fridge and pull out a Revolution Brewing Anti-Hero IPA out of Chicago and a Funky Buddha Sweet Potato Casserole from Oakland Park, Florida. Find us on Facebook, Twitter and Instagram with username @thebeertalkin

This week I sit down with Andy Schwartz. We chat about how taking great pictures sell, how to, why, and his philosophy about why. More Show Notes to Follow Show Quote of the Week: “There are always two people in every picture: the photographer and the viewer.” ― Ansel Adams Andy Schwartz: Twitter and Instagram @andyschwartz and @stylishdetroit http://StylishDetroit.com Renegade Detroit Investors http://RenegadeDetroit.com http://MeetUp.com/RenegadeDetroitInvestors http://Facebook.com/DetroitInvestmentClub http://Twitter.com/JeremyBurgess http://Youtube.com/user/DetroitWholesalers http://SoundCloud.com/RenegadeDetroitInvestors http://itunes.apple.com/us/podcast/renegade-detroit-investors

Andy doesn’t think he’s a farmer in the sense that most people would recognize, but he cares about compost as much as most people care about their pets. He has been working the earth in the low country from Savannah,GA to Cumberland Island for about 5 years. He did not receive a formal education in agriculture, but grew up in the middle of rural Indiana surrounded by massive fields of corn and soybeans and studied tourism development in college. These days he spends most of his time working in urban garden plots, his back yard, local schools, and restaurants. Andy hopes to start his own business in Savannah in the near future that will allow him to provide healthy food to the local market as well as provide a substantial income. He digs what the Greenhorns are doing across the country and is proud to be a young farmer. This episode is sponsored by S. Wallace Edwards & Sons. “There’s definitely a huge demand for small farmers, and young farmers, in Savannah . . . Georgia’s ripe and ready, the people are here and ready to do the work” –Andy Schwartz on Greenhorn Radio

JBoss Asylum 6 Shownotes Recorded 18th November 2009 Music by Real Rice (http://www.jamendo.com/en/track/24321) Licence Art Libre 1.3 Direct download: mp3 and ogg Guests: Pete Muir, Seam, Red Hat (blog), Dan Allen, Seam, Red Hat (blog, @mojavalinux)   Emmanuel and Max talks with Pete Muir and Dan Allen at Devoxx about JavaEE 6, JSR-299 Context Dependency Injection (CDI) and Weld. Links: Devoxx JSF 2 and beyond part 1, part 2 - talk at Devoxx with Dan Allen, Pete Muir and Andy Schwartz. (Require Parley subscription to view all) Java EE 6 JSR 299 CDI Spec Weld - JSR 299 Reference implementation JSR 330 Dependency Injection for Java