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621: The Deals Changed—Did You? Future Interest Rates and Inflation

Get Rich Education

Play Episode Listen Later Aug 31, 2026 40:56

Keith explores how real estate strategies have shifted from the 1980s to today and explains why investors need to adapt deal structures to changing interest rates, lending conditions, and market cycles. He highlights current opportunities in new construction and builder rate buydowns, along with the long-term benefits of fixed-rate debt. Keith is joined by economic futurist and author Richard Vague, who challenges conventional beliefs about inflation and interest rates and explains how government intervention, war, and supply constraints shape asset prices and leverage decisions. Together, they provide a big-picture framework for understanding how today's macro environment affects real estate investing decisions. Episode Page: GetRichEducation.com/621 For access to properties or free help with a GRE Investment Coach, start here: GREmarketplace.com GRE Free Investment Coaching: GREinvestmentcoach.com Get mortgage loans for investment property: RidgeLendingGroup.com or call 855-74-RIDGE or e-mail: info@RidgeLendingGroup.com Invest with Freedom Family Investments. For predictable 10-12% quarterly returns, visit FreedomFamilyInvestments.com/GRE or text FAMILY to 66866 Join Mid South Home Buyers' one-time, free live webinar featuring Keith Weinhold on September 30 at GetRichEducation.com/MidSouth to learn how Memphis' economic expansion could create new real estate investment opportunities, and have your questions answered in real time. Will you please leave a review for the show? I'd be grateful. Search "how to leave an Apple Podcasts review" For advertising inquiries, visit: GetRichEducation.com/ad Best Financial Education: GetRichEducation.com Get our wealth-building newsletter free— GREletter.com Our YouTube Channel: www.youtube.com/c/GetRichEducation Follow us on Instagram: @getricheducation Complete episode transcript: Keith Weinhold 0:01 Welcome to GRE. I'm your host Keith Weinhold. Learn how dramatically real estate has changed from the 1980s through the late 2020s. We'll be sure that your approach is changing with it. Then a great guest and I discuss how war and future calamities will affect mortgage rates, inflation, and your real estate today on Get Rich Education. What if I told you that one of America's strongest cash flow real estate markets is also becoming the new brains and brawn behind AI? That city is Memphis, believe it or not. In September 30th, we're going to show you why the smart money is paying attention now, along with an investing opportunity you won't want to miss. Join me, Terry Kerr and Matthew Van Horn of Mid South Home Buyers, the largest turnkey company in Memphis with more than 6,000 homes under management, for a free live webinar, the likes of which I've never done before. We're going to look at what billions in new investment could mean for jobs, housing demand, neighborhood appreciation, and your portfolio. Everyone who attends live will also get exclusive access to the best deal terms Mid South has ever offered. Reserve your free seat at getricheducation.com/midsouth. Again, that September 30th. Don't say we didn't tell you. Save your spot at getricheducation.com/midsouth. Speaker 1 1:35 You're listening to the show that has created more financial freedom than nearly any show in the world. This is Get Rich Education. Keith Weinhold 1:51 Welcome to GRE from Cambridge, England, to Cambridge, Massachusetts, and across 188 world nations. I'm Keith Weinhold. You're inside Get Rich Education. You could be doing anything with your time. I'm grateful that you choose to listen to me every week. You know, real estate investors sometimes say, "Ah, there aren't any deals anymore. What they usually mean is the deal structure that they learned five years ago stopped working. There are always opportunities in real estate, but your approach changes with interest rates, lending standards, inventory, construction, government policy, and just the overall economic cycle. The best investors don't wait for yesterday's market to return. That's like someone still hoping for Blockbuster Video Store to reopen. They identify what today's market is offering instead. Just consider this historic retrospective on real estate investing from the Reagan administration to today, in 1981, the 30-year mortgage rate peaked above 18.6%. I mean, just imagine proudly telling your friends that you locked in at 17% before rates went higher. That mortgage needed its own defibrillator. By 1984, rates were still near 16%. The strategy then, the approach, was for a buyer to assume the existing owner's lower rate mortgage that they locked in a few years earlier, perhaps in the late 70s, that's how you got a good deal, assuming that existing owners lower-rate mortgage. You can't do that so easily today. Keith Weinhold 3:50 By the late 80s and early 90s, the opportunity shifted from assuming attractive debt to buying distressed properties. The S and L crisis was upon us. Savings and loan failed lenders found themselves holding piles of distressed real estate, so investors bought foreclosures and REOs at discounts. They improved neglected buildings and then they repositioned them for income. You probably know that REO stands for real estate owned on a bank's balance sheet. All REO means is bank-owned property, but that's what you did. You found those, and then you scooped up a deal that way. As the 1990s progressed, interest rates declined, and loans also became really easy to obtain. We were tilting into the loosey-goosey easy lending environment. In the 90s, it was popular to buy an undervalued property, renovate it, raise the rent, and refinance it based on the improved value. That process later got a buzzy acronym and became known as the Burr strategy: buy, rehab, rent, refinance, repeat. By 2005, financing got more creative. This is when I was a new real estate investor. I remember obtaining what were known as 8015 five combo loans. This meant an 80% first mortgage, 15% second mortgage, and 5% down payment. You remember those? If you've been around for a while, you do. And see, this way you could avoid paying PMI, and you could control property with an astounding 20 to one leverage ratio due to that 5% down payment, but soon enough lending just got absolutely too creative and easy. The quiet lending party turned into a boisterous kegger, delivering the 2008 financial. crisis, and pretty soon I could no longer get any loans. From 2009 through the early 2010s, you could buy foreclosures and short sales at enormous discounts if you could find the loan. Keith Weinhold 6:20 Financing was tough, but prices were super low. It might have even made sense to pay cash at that time. Fear was everywhere right after the global financial crisis. I mean, it really took courage to act when others were hiding under the bed. By 2020 and 2021, the opportunity changed from cheap property to cheap money. Mortgage rates dropped below an absurd 3% as a result of the COVID pandemic. You could lock up extraordinarily cheap debt for less than the inflation rate, and then let inflation nibble away at it like Pac-Man. Of course, a lot of us are still benefiting from that today, but that opportunity is long gone now. But it doesn't mean that deals are gone today. Where's the opportunity? One of the best ones is often found in new construction, large build. have got to keep moving their inventory as they build these homes because they have got to keep their crews busy. An unsold house for a builder-I mean-that produces as much income as an unplugged Bitcoin miner. Rather than make conspicuous price reductions, builders use their financial muscle to buy down mortgage rates for you, often in the 5% range or even lower. Keith Weinhold 7:52 Builders might also offer you closing cost assistance, upgraded finishes, or other incentives that a single resale seller just can't match. So from the Reagan administration to today, over 45 years, the winning strategy just keeps morphing. It started out back then as assume the loan, over to buy distress, then to renovate and refi, then it was a creative financing wave, and then cheap debt, and today take the builders buy down. That's where we are. The mistake is deciding in advance what a deal is supposed to look like. The best deal structure changes, and of course, it's going to change again. The investor who keeps fighting the last war is always going to conclude that the opportunity has disappeared, but it hasn't. It's just changed clothing. Still, though, today's new purchases now-they're not as good as the deals that they were five years ago, but the best investors keep investing. They keep adding to their portfolio. It's what they've always done. Absolutely zero winning investors that are successful over time look back and say things like, "I didn't add anything to my portfolio during that 10-year span for this or that reason, the market changes, and you've got to adapt with it. That's a way to think about it. Take solace in knowing a few things. Deal structure changes over time are inevitable. And larger picture, you are investing in a product that is sustainable residential real estate in the form of long-term rentals. These entry-level properties are a scarce asset that people are going to continue to need. I mean, that's what we do here. Just compare. To the fads that we avoid around here, like NFTs, metaverse real estate, which we discussed on the show a few years ago, but said is highly dangerous, eye buying, value add apartment syndications, SPACs, or how about ICO funded altcoins? We don't chase the latest hot thing here at GRE. It is about what's sustainable, necessary, and cannot be easily disrupted by AI, and that's one reason that Get Rich Education is still standing strong after 52 episodes every year for almost 12 years now. Shortly, we're going to bring in a rather esteemed guest today on the future direction of interest rates and inflation. Interestingly, he believes that raising interest rates does not cool inflation, and that's contrary to popular belief. I'm going to press him on this and ask why, but first, our new Fed chair, Kevin Warsh. He's only been on the job a few months now. Keith Weinhold 11:07 He is gaining a reputation for not forecasting what they're going to do ahead of time, like his predecessor had. I guess I tend to like his disposition and the way that he communicates, I sense some pragmatism with Warsh, but gosh, it often seems that a new Fed chair gets off to a well liked start, and then they do something that lots of people criticize. Like, remember in 2004, late Fed Chair Alan Greenspan suggested more borrowers could benefit from adjustable rate mortgages shortly before rates rose and ARM resets became financial landmines. In 2007, Ben Bernanke said that subprime mortgage problems were likely to be contained. Oh, right after that, they helped trigger the global financial crisis, and more recently, the Jerome Powell gaffe, which I'll mention in the interview shortly. Here's what current Fed Chair Warsh says about inflation: Kevin Warsh 12:14 For some households, businesses, and market professionals, five years of high inflation have left a mistaken impression, that's hard to shake, that the Fed's implicit inflation target was somehow above 2% Let me reiterate, there is no soft inflation target. There is no soft implicit target, not on this committee's watch. There's only a target, and it's 2% Keith Weinhold 12:42 It's obvious that he is serious about getting inflation back down to 2% That tends to point toward interest rate increases. Let's discuss that and more with this week's brilliant guest. This week's guest is an economic futurist keynote speaker, and he's quite a popular author. He is chair of the board of the Public School Employees Retirement System. That's the largest public pension fund in Pennsylvania. Previously, the Pennsylvania governor appointed him as the secretary of banking and securities for the Great Commonwealth of Pennsylvania, he's also the founder and president of several various organizations today, and he serves on several boards, including at the University of Pennsylvania and the School District of Philadelphia. I mean, I hardly know how he has time to do it all, but he made time for us today. Hey, it's great to welcome back Richard Vague. Richard Vague 13:45 It's such an honor to be with you. I certainly enjoyed our last session, and it's really wonderful to be back. Keith Weinhold 13:51 Well, and so much has changed since you were last here, Richard. First, why don't we pull back and talk to us about the general state of the national economy today, as you see it. Richard Vague 14:04 ou know the economy was rocking along okay, and you know since you guys are such experts in real estate, I'll tell you one of the most important statistics, in my opinion, is the number of unsold homes, and by all rights, that number should be about 2 million homes. It's only about a million and a half. So there's a deficiency in our housing stock in the United States, which is, yeah, I think good news for the housing industry. It's always good to have a reason to have to grow. You may recall that in 2007, that had gotten up to four millinomes, which was a catastrophe, as we all know. So, it's the economic statistic I looked at first and most closely, and that was, you know, an okay number, and a lot of the things were going along. You know, not fabulous, but not terrible. Things were kind of moving. And all of a sudden now we have the war in Iran, and that's creating all sorts of problems for us, which you know I think you guys are concerned about. So I generally think the economy's been good, but there's a lot of dark clouds on the horizon. Keith Weinhold 15:15 You know, Richard, I was recently sharing something remarkable with our audience. To your point, just since 2020, consider all the calamities that we've had: COVID, Ukraine, Israel, Gaza, tariffs, and the Iran War. Just since 2020, what's the result of all that? Both stocks and residential real estate are near all time highs. Richard Vague 15:42 Yeah, well, you know, one of the things that's true is that this is something I go to in great detail in my book Paradox. But the more debt there is, the higher asset prices go. Keith Weinhold 15:53 Yeah. Richard Vague 15:54 You know, in the case of housing, that broadly helps middle America. In the case of the stock market, the top 10% of the country owns 87% of the stocks, so that tends to go to the wealthiest instead of to the broad population. But yeah, those two things are at highs. Keith Weinhold 16:12 You're touching on your well-received 2023 book, The Paradox of Debt, and you know, Richard, amidst all these calamities and all this potentially unprecedented level of government intervention that we've had-you know-it makes one wonder during the next crisis, which is inevitably going to happen, will the government just step in and provide relief again? And how would that look? Richard Vague 16:38 You know, I think that's one lesson that government has learned indelibly. Way back in 1929, in the couple of years that followed, the government did not step in, and we saw what happened. And I think there's a generation of economists that understand the role of government in a calamity, and you know it's pretty simple. You know the government comes in and crops up financial institutions as they did in 2008, simply by providing the liquidity or buying the bad assets, or the government steps in with relief checks as they did in such a massive way in 2020. But the government has learned that at least to some degree, it needs to intervene. I can't imagine that ever not being true. Keith Weinhold 17:26 Goshmright when you think about 2020s stimulus and how emergency lending facilities were set up, you had the payment protection program, stimulus checks, mortgage loan forbearance. It's just like this government won't let the asset holders fail. Richard Vague 17:46 Well, yeah, you know, there's failure, and then there's something that's hurtful but not quite failure. You know, I can imagine that the government will be able to prevent, in some circumstances, certain asset prices going down some amount, it's actually fairly commonplace for stocks to go down 10 or 20% I can see real estate prices going down as they have in the commercial office space. Yeah, but yes, the government will step in when those things become extreme to prevent a true calamity. Keith Weinhold 18:19 Of course, one consequence of the interventionism is elevated inflation. I know how you've talked before about how the level of inflation is higher than most people think. For example, you'll see today's CPI numbers in the mid threes. Talk to us some more about why inflation is higher than most people think. Richard Vague 18:41 Well, I have studied inflation, you know, fairly diligently, and inflation really relates to the constriction of supply. And if you look over the 250-year history of the United States, we haven't had that many episodes of bad inflation, and they've always related to a constriction of supply. Most of them have occurred during a war when, for obvious reasons, you know, supplies are constricted. The big 1970s episode of inflation was because OPEC, which had so much more power back in those days, acted to you know punish the United States by constricting supplies, and the price of a barrel of oil went from $4 to $40 a barrel. Yeah, between 73 and 79. COVID was another instance where inflation related to constriction of supply. That was you know people couldn't go to the meat factory to cut meat. People couldn't go to the factories to build things, so all of a sudden our supplies were decimated, and we had a short burst of very painful inflation. Well, now we've got the straight of four moves, and that is impacting the price of oil. I think it's going to impact the price of oil more going forward because. Because we've been able to rely on reserves, both the U.S. has been able to rely on reserves, and China has been able to rely on even greater reserves. And you know we haven't seen the brunt of that, but unless something's resolved pretty quickly, I think in the fall and winter we're going to see even more problematic prices there. But we know agricultural prices and even the flow of commodities like wheat are constricted by the constraints in the Strait of Hormuz and, frankly, other waterways as well. Now, one of the things the numbers that you see reported tend to underreport inflation because it looks at a year-over-year number and doesn't really capture it if it's moved up more sharply in the last month or two. So we look at it on a month-by-month. We you know we break it down about as to as many parts as you can break it down into. But PPI, which is kind of a leading indicator on the eventual CPI PPI's producer price index, it was 4.7% this last month. That would suggest to you that things which are in the mid threes now, which is more higher than we want, you know, probably trending over. Maybe not next month, but you know, over the next three to six months, I'm not going to be surprised if the number's more in the four to five range. So, yeah, I think inflation's being somewhat underreported at the moment. Keith Weinhold 21:29 The PPI being that harbinger of consumer prices, often four to six months down the road. And Richard, the last time you were here, when it comes to checking and controlling inflation, you said something so interesting. You said that higher rates, which is typically the response in order to try to quell inflation, higher rates actually do not lower inflation, and you did not get a chance to expand on that because we ran out of time. Tell us more about why higher rates do not reduce inflation. Richard Vague 22:05 Well, I'm going to answer that a couple of ways. One of them is higher rates don't open the Strait of Hormuz. Keith Weinhold 22:12 Right. Richard Vague 22:13 You can put rates as high as you want, and it's not going to open the Strait of Hormuz. Keith Weinhold 22:16 Chairman Warsch doesn't open the Strait. Yes, he doesn't get oil produce nothing. Richard Vague 22:20 Strait of Hormuz. Keith Weinhold 22:21 Yeah. Richard Vague 22:21 And so we can do all we want to on raids, which is a very blunt instrument, and it's not going to address the supply constraints that are geopolitical and war related. So, if you want to curb inflation right now, there's two things to do. One of them's you know end the war with Iran, and the other is to kind of back off a lot of these tariffs that have become so problematic. I think there's a place for tariffs. I think there's certain things China's doing that you know a call for an appropriate level of tariffs. I'm not sure we should be big tariffs on Canada and some of these other places, which have the effect of increasing the cost of our farm equipment and cars and other things like that. So, if you really want to address inflation and address the things that truly underlie inflation, and if the second way I'd answer this is to say, go look at the debt, track the data from you know 1945 or 50. You know, we really look at the post World War II period as the place we really learn things from, and over that period, increased government spending has been accompanied by reduced interest rates and reduced inflation. So, reduced interest rates and reduced inflation have gone hand in hand, and rising interest rates and rising inflation have gone hand in hand, and it's a really easy thing to look at. We've got the data on our site, but there's only been three periods where you've had big shifts in government spending and rates. They're pretty easy to look at, and there's actually empirically an inverse relationship between rising interest rates and it's the opposite of what economists tell you. Keith Weinhold 24:09 I think, in general, economists tell us that when inflation is high, you raise interest rates because consumer spending is about 70% of the economy, and those higher rates therefore incentivize people to be savers because they're getting paid a higher yield, keeping those dollars out of the economy, and they're less incentivized to be borrowers and expand the economy that way. I think in general that's why economists say that higher interest rates reduce inflation. Do you agree with that? Speaker 2 24:40 Well, no, I don't, and the reason I don't is because when you look at the data, that doesn't happen. These are easy things to check, and what I would say to you is that rising interest rates increase costs, and you guys know that better than anybody in the world. Keith Weinhold 24:56 With mortgages. Yeah. Richard Vague 24:58 What do rising interest rates do to? Cost of your mortgage. Keith Weinhold 25:02 Everything increased substantially. Richard Vague 25:03 It has system prices at the grocery store. Well, the grocery stores have to pay our interest for their inventory. So the more intuitive and obvious thing is that rising interest rates increase prices. And by the way, if you and I were to go look at the data right now, which I look at almost daily, that we would see periods of rising interest rates correlate to periods of rising increased costs. Keith Weinhold 25:29 Well, I'm glad you look at history because I often say here at Get Rich Education, if you want to know what's going to happen in the future, it's easy to have a hunch, but it's more important to look at history. Can you talk to us some more about how, over the long term, higher interest rates don't suppress inflation? If that's what you're saying, Richard Vague 25:47 yeah. The greatest rise in inflation, you know, in my lifetime was the late 1970s. Keith Weinhold 25:55 Yeah, Richard Vague 25:56 and for the entire time that interest rates were going up, prices and inflation were going up, and it wasn't until interest rates started coming down that inflation started coming down. So we could look at any number of periods, and if you're going to argue the opposite, you need to go find me some data. Keith Weinhold 26:15 Okay. Well, speaking in more modern times, in the last wave of inflation that we had, the CPI peaked at 9.1% in June of 2022. This is the whole famous Jerome Powell: inflation is only transitory. Oh shoot, no, it's not. I better hike rates. He did, and then inflation came down. Is it as simple as that cause in effect, or did something else make inflation come down post COVID. Richard Vague 26:42 Inflation came down, and it came all the way down in July of 2022. It didn't come down gradually over six, 912, 18 months. You go look at the length monthly inflation. Inflation came all the way down in July of 2022, and stay has stayed down all the intervening period until very recently with the Iran War. July of 2022 was before there was a dramatic increase in interest rates. Keith Weinhold 27:18 Right, Speaker 1 27:19 that's simple. Keith Weinhold 27:21 What caused inflation to come down? Then is it because supply began to arrive on the market again? Richard Vague 27:27 People went back to work, started building things again. Keith Weinhold 27:30 Producing. Richard Vague 27:32 And the problem was folks had not been able to go to the factories and make things, and so we had a you know global supply deficit. Well, the nice thing about that is that you know money incends people to scramble back to work, make things again, and you know once they start doing that, and the Fed actually produces something they call the Global Supply Chain Pressure Index. You can get it on the Fed site. If you look at it, it's supposed to be kind of at zero, and anytime supply chains are disrupted, it shoots up. And any you know, any time the opposite happens, you know there's overcapacity. It goes down, and you can see exactly when supply chains repair is happening. So go look at the. It's called the GSCPI. It's on the Fed side. You'll see that global supply chains had largely started to be dramatically repaired in the spring and summer of 2022, and naturally, supply and demand works. All of a sudden, supply starts showing up, and prices go to hell. Keith Weinhold 28:39 We're talking with economic futurist author and Pennsylvania's governor-appointed former secretary of banking and securities Richard Vague, more when we come back on the affliction of inflation, what this means for real estate investors, and more. This is Get Rich Education. I'm your host Keith Weinhold. What if you got your mortgage loans the same place I get mine. You sure can at Ridge Lending Group NMLS 42056. They provided GRE listeners with more loans than anyone because Ridge specializes in investment property. They'll help you build a long-term plan for growing your real estate empire with leverage. Start your prequal and even chat directly with President Caeli Ridge. While it's on your mind, start at ridgelendinggroup.com. That's ridgelendinggroup.com. Keith Weinhold 29:29 Let me ask you something: If you've worked hard to build wealth, is your money positioned to actually support your goals? A lot of accredited investors leave capital sitting in cash because it feels safe, but inflation and missed income opportunities can quietly erode its value. Freedom Family Investments offers freedom notes for investors seeking structured income backed by real estate. It's a straightforward approach built on real assets, not speculation. In full disclosure, I'm an investor myself. What I like is that their team walks you through how it all works, so you can decide if it aligns with your portfolio and income goals. Every investment carries risk, and nothing is guaranteed. But with a track record of consistent, on-time investor payouts, they built real credibility. Go to freedomfamilyinvestments.com to book a clarity call or text family to 66866. That's family to 66866. Dolph Derues 30:31 This is the king of commercial real estate, Dolph Derues. Listen to Get Rich Education with Keith Weinhold and don't quit your daydream. Keith Weinhold 30:45 Welcome back to Get Rich Education. We're talking with Richard Vague. Richard is the founder and president of so many organizations today. He's the author of several popular economic books. He chairs the board of the Public School employees retirement system. That's the largest public pension fund in Pennsylvania. He's in a lot of places at once, seemingly. Richard, we're talking about inflation before the break. What is the right inflation rate? Richard Vague 31:16 Well, like I said, inflation. If you look at the entire 250-year span of the United States has it been an affliction that has affected us that often? It is political kryptonite. So when it does happen, it steers our consciousness, and it you know certainly affects your industry. But you know, if we look historically, the Fed targets 2% It's not a bad thing to target. We never really have achieved that level for any length of period. I think if you look at it over the past several decades and take out the high inflation periods, it probably has averaged closer to three. So I don't think two to 3% is an inappropriate level, and I kind of suspect it'll be a level that typifies our future once we get past, if and when we get past this more. Keith Weinhold 32:09 Yes, not long ago, I was looking at the history of the CPI or the CPI's equivalent, and over the last 100 years, the rate is about 3.2% and we haven't hit that government-mandated 2% target, which is stated right on the Fed's website. We haven't hit that for any month in about five years now, and this asset inflation, as we know, this disproportionately enriches existing asset owners, and it widens this inequality. Something that's more recently been known as the K-shaped economy, can you talk to us some more about this exacerbating wealth inequality? Richard Vague 32:48 Well, you hit the nail on the head. Something on the order of 80% of all the net wealth held by Americans is in the form of two things: stock and real estate. If you want to talk about wealth, it's those two things, and those two things, probably 60 or 70% of all of those in the U.S. are held by the top 10% I think it's a single-digit number of those that are held by the bottom 50% So you know, if inflation and debt growth push asset prices up over time. It is a mathematical inevitability that the rich get richer faster than those in the middle and at the bottom, and that simply means inequality will increase through time. I believe that's structural. Unless you address that in very some very specific way it will continue. Keith Weinhold 33:43 Inflation affects real estate investors more than it does the average person because we borrow these big pools of money often at 75 to 80% loan to value, and in a sense, although we know it's bad for general society, and we do think about the K-shaped economy. Of course, inflation benefits us because it debases our debt. But even if you're not a real estate investor, even if you just own your own home, you know, Richard, I really think it begs the question: Is a 30-year fixed-rate mortgage one of the best forms of debt ever created for ordinary Americans? Richard Vague 34:22 The 30-year mortgage, which was created, you know, that started on that path in the 1930 s for the very reasons we all know and love, which is getting Americans to own their own home, and has been, you know, a game changer for the country, and truly one of the great things that's been done, and I hope it's something that we continue to defend and preserve. Keith Weinhold 34:46 Well, that brings up leverage and the prudent use of leverage. As real estate investors, we have this benefit of getting all these 30-year fixed-rate loans without the threat of a. Margin call being made. We're not borrowing over in the stock market. When you sign your loan documents, it doesn't say that the bank can call your note due at any time, but one could take it too far. And when it comes to debt, I think that really begs the question: Where does intelligent leverage end, and then dangerous leverage begin. What's the border? Richard Vague 35:25 Well, you guys are experts, and I'm not. But the very simple premise is starts with not overpaying for the property to begin with. It is not an exact science, but generally speaking, I think we can tell when prices are relatively high in a given market and or a given year and relatively low, and you you'd always want to kind of be at least in the middle or somewhat on the low end before you acquire a property. So that's step number one, and then step number two is really just giving yourself a buffer, you know. We saw in the global financial crisis that real estate loans were being made in some cases at 100% of value. Yeah, and frankly, we saw at least some episodes within that folks borrowing over 100% of value, and certainly they were very happy when that happened. But we know there's zero margin for error when you do that, and perhaps even a negative margin for error when you do that. So I would think, you know, you guys know better than me, but you know, I hate to borrow it much more than like 90% of value, maybe 95% if it's a smaller asset and you have a government guarantee, and if you can do it at lower leverage, you know, 70 or 80% of value, that's not a bad thing to consider. I tend to think in the real estate world that you know I've seen many investors, particularly in the commercial space, buy things with lower leverage, 50 or 75% But then, as the asset proves itself, they work with their lender to increase the debt-to-value ratio, you know, and get more money at it over time as it becomes an increasingly proven asset. So they migrate their way from 75% to 95% over time. I think that's a logical path. Keith Weinhold 37:20 That acronym Ninja Loans, which were popular from about 2000 to 2007, that acronym Ninja means no income, no job or assets, and you might still get a loan of 110% of the value of the property. It was profligately irresponsible. Well, Richard, in a moment, I want to ask if you have a resource that our audience can follow along with you if they would like to do so. But before I do that, do you have any last thing that you would like to talk about? Maybe something that I did not ask you, whether it has to do with the general economy or real estate or interest rates or inflations. Is there something else that we should know? Richard Vague 38:00 What I would do is just endorse your podcast. Keith Weinhold 38:04 Thanks. Richard Vague 38:05 You're approaching this in a very intelligent way, and you're very empirical, and I think your listeners are doing themselves a service by continuing to follow what you do. That's a really reasonable, secure, and yet bold path towards creating wealth, then I think you're to be commended. Keith Weinhold 38:27 Oh, I appreciate the endorsement. I'm always blown away at our following, but you have some resources worth following as well. Tell us about that. Richard Vague 38:36 Well, we do. We have a weekly video ourselves that it's about a five-minute video, and you can go to our website, which is tycos.com. So t y c h o s.com, and you know we have data on the site. If you're a real geek, you could go in and you can look at our macroeconomic data. You know, but if you're not, you can sign up for the video, and we come out with what we hope is a short but relevant video once a week talking on some aspect of the economy, and you know we'd love to have folks join that if they're interested. Keith Weinhold 39:10 Well, it's valuable. I suggest you, the listener, check that out. Richard oftentimes turns conventional economics on his head, just like he did with us today, talking about how if there's higher interest rates, that does not necessarily mean lower inflation. Richard, it's been valuable as always. It's been great having you back on the show. Richard Vague 39:30 It's an honor to be with you. Keep up the great work. Keith Weinhold 39:38 In this remote interview, I got a beautiful look over Richard's shoulders there on the screen at Center City, Philadelphia, in the ornate buildings there. I will be in that part of the nation again shortly. Big thanks to Richard Vague. If you're looking him up, it is spelled V-A-G-U-E. We've got a. A lot of terrific content coming up on the show over the next few weeks, including fresh takes on building your wealth that you've never heard before. Until next week, I'm your host Keith Weinhold. Don't quit your daydream. Speaker 3 40:18 Nothing on this show should be considered specific, personal, or professional advice. Please consult an appropriate tax, legal, real estate, financial, or business professional for individualized advice. Opinions of guests are their own. Information is not guaranteed. All investment strategies have the potential for profit or loss. The host is operating on behalf of Get Rich Education LLC exclusively. Keith Weinhold 40:46 The preceding program was brought to you by your home for wealth building. getricheducation.com

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Vrai ou faux. Qui des arrêts courts ou des arrêts longs coûtent le plus cher à l'Assurance maladie ?

The Six Five with Patrick Moorhead and Daniel Newman

Play Episode Listen Later Aug 31, 2026 2:01

durée : 00:02:01 - Le Premier ministre Sébastien Lecornu et le candidat Horizons à la présidentielle Édouard Philippe ont tous les deux dénoncé le coût des arrêts maladie. Mais c'est davantage la durée des arrêts qui coûte cher que leur quantité. - équipe : Armêl Balogog, La cellule Vrai ou faux Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

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Claudeforce, AWS's 2 Million GPU Bet, and the Earnings Week That Buried the SaaSpocalypse

Play Episode Listen Later Aug 31, 2026 69:02

Salesforce and Anthropic launch Claudeforce as Marc Benioff and Dario Amodei explain the collaboration together on CNBC, AWS commits to 2 million more NVIDIA GPUs on top of its GTC pledge, plus six new earnings this week from NVIDIA, Salesforce, Synopsys, HP, Everpure, and Marvell test every bear thesis on AI infrastructure and software at once. Patrick Moorhead and Daniel Newman also cover Hot Chips 2026, the NVIDIA-Hugging Face acquisition rumor, and debate whether Anthropic's SaaS reassurances hold up on Ep. 317 of The Six Five Pod. The handpicked topics for this week are: Claudeforce Turns Salesforce Into Anthropic's Enterprise Front End. Salesforce and Anthropic launched Claudeforce, positioning Claude as the interface across roughly 27 Salesforce services while Anthropic supplies the underlying AI engine. Marc Benioff and Dario Amodei appeared together on CNBC to make the case for the partnership, and both stocks rallied on the news. Moorhead flags one open question: how Anthropic protects Salesforce customer data without collecting the usage traces that AI systems typically retain. (The Decode) AWS Adds 2 Million NVIDIA GPUs on Top of Its GTC Commitment. AWS committed to another 2 million NVIDIA GPUs, layered onto the 1 million it pledged at GTC five months earlier, alongside its own Trainium and Graviton silicon build-out. Moorhead estimates the deal at 6 to 7 gigawatts and $80 billion to $120 billion in NVIDIA revenue, and reads the pairing of NVIDIA's Vera CPU with Graviton as evidence that agentic workloads need capabilities Amazon's own silicon doesn't yet cover. The commitment reinforces Moorhead's argument that wafer, packaging, and memory supply set the ceiling on AI infrastructure buildout, regardless of how many custom silicon projects come online. (The Decode) Hot Chips 2026 Draws Mainstream Attention as Custom and Merchant Silicon Both Scale. What was once an academic gathering turned into a press and social media event, with OpenAI's Jalapeño inference chip drawing the most attention for its bandwidth-heavy first-generation performance. IBM and Arm detailed a joint development agreement enabling IBM Z mainframes to run Arm code natively at sub-nanosecond switching latency, and AMD showed a full Helios rack while Arm walked through its AGI chip architecture. Moorhead notes that Jalapeño almost certainly relied on Synopsys or Cadence EDA tools rather than in-house design tooling. (The Decode) The NVIDIA-Hugging Face Acquisition Rumor Raises the Stakes on Model Distribution. Reports from The Information, Reuters, and Bloomberg point to a roughly $12.9 billion deal between NVIDIA and Hugging Face, though neither company has confirmed it. Moorhead and Newman question whether NVIDIA would treat Hugging Face as a neutral, GitHub-style repository to keep the open source community on side, or use it as a route into inference services without building out its own datacenter business directly. Newman raises the regulatory exposure of a chipmaker owning the leading open model distribution layer. (The Decode) The Flip: Dario's CNBC Appearance and Claudeforce Put Anthropic's SaaS Intentions to the Test. In this simulated debate, Daniel makes the case for Dario Amodei, pointing to Claudeforce's integration with Salesforce's identity graph, field-level permissions, and audit trail as evidence that Anthropic wants to operate as the intelligence layer sitting on top of enterprise systems of record. Patrick makes the case against this, framing the CNBC appearance as a Trojan horse and citing Amodei's past comments about a small number of AI companies eventually controlling the market as evidence that owning the UI, and the pricing power that comes with it, remains the actual goal. (The Flip) NVIDIA Posts a Quadruple Beat and Commits to a $700 Billion Revenue Target. NVIDIA reported $96.22 billion in quarterly revenue, with $89 billion from data center; it guided Q3 total revenue toward $108 billion and pointed to a $700 billion annualized revenue target Moorhead calls increasingly credible. The company's new AI Clouds, Industrial, and Enterprise reporting category grew 138%, outpacing the roughly 100% growth of the rest of the data center business and easing the concentration risk bears have flagged. Goldman Sachs, Morgan Stanley, Bernstein, and Raymond James all raised price targets on the print. (Bulls and Bears) Salesforce Raises Guidance as Agentforce ARR Grows 240%. Salesforce raised full-year guidance to $46.1 billion to $46.4 billion, with Agentforce ARR reaching $1.5 billion on 240% growth and non-GAAP EPS of $5.90. Moorhead points to premium SKU bookings more than doubling quarter over quarter and half of AI bookings coming from existing customer expansion as the durability signal Agentforce needed. Newman reads the results, paired with the CNBC appearance, as the market correcting its overreaction to the SaaSpocalypse narrative. (Bulls and Bears) Synopsys Beats Across the Board Despite Investor Confusion Over IP Revenue. Synopsys reported $2.48 billion in revenue, up 42%, with $711 million from Ansys, and raised guidance, with operating expense control around the Ansys integration paying off ahead of an expected 2027 revenue lift from the combined businesses. The stock still declined on investor confusion over IP segment reporting differences between FactSet and LSEG data. Newman highlights the company's unit-based royalty model and its early visibility into custom AI chip demand through both its EDA and Ansys simulation businesses. (Bulls and Bears) HP Beats on Revenue and Earnings But the Market Wants an Edge AI Story. HP reported $15.68 billion in revenue, up 12.5%, and EPS of $0.83, both ahead of consensus, with strong personal systems growth as supply constraints give the company pricing power on premium devices. Moorhead reads the sell-off as a margin trust discount tied to tariffs and lingering uncertainty over the company's interim CEO search, with device demand holding up. Newman is looking for HP to show how it monetizes distributed AI and on-device token economics, from lower-cost workstations up through devices like the $100,000 DGX Station. (Bulls and Bears) Everpure Grows Revenue 38% and Raises Guidance on a Second Hyperscaler Win. Everpure, formerly Pure Storage, grew revenue 38% to $1.19 billion, beat EPS at $0.70 versus $0.58 expected, and raised full-year guidance by more than $500 million on a second top-five hyperscaler design win landing in fiscal 2028. Newman points to eight straight quarters of accelerating revenue growth and expanding gross margin dollars even as pricing holds steady. The stock fell roughly 15% despite the beat, which Moorhead and Newman attribute to elevated investor expectations. (Bulls and Bears) Marvell Meets Expectations as the Market Waits for Google Deal Detail. Marvell posted data center revenue up 46% to $2.17 billion, total revenue up 37% to a record $2.739 billion, and Q3 guidance of $3.15 billion, essentially matching estimates, with its full-year outlook raised to roughly $18 billion. Shares fell more than 10% on investor appetite for a guidance raise tied to the Google custom silicon deal, which Moorhead expects Marvell to detail further at its October Financial Analyst Day. Newman frames the quarter as steady execution on socket wins, with the stock up 187% year to date, without the guidance drama some investors wanted. (Bulls and Bears) Watch the full video at sixfivemedia.com, and subscribe to our YouTube channel so you never miss an episode. The Decode Claudeforce: Salesforce and Anthropic Announce Claudeforce https://www.salesforce.com/news/pressreleases/2026/08/26/salesforce-and-anthropic-announce-claudeforce/ AWS and NVIDIA to Deliver 2 Million Additional GPUs https://nvidianews.nvidia.com/news/aws-and-nvidia-to-deliver-2-million-additional-gpus-and-next-generation-infrastructure-for-agentic-and-physical-ai Hot Chips 2026: IBM Brings Arm Inside the Mainframe https://www.forbes.com/sites/jonmarkman/2026/08/25/ibm-brings-arm-inside-the-mainframe-with-a-new-dual-architecture-chip/ Hot Chips 2026: OpenAI's Jalapeño Chip Isn't Hot, and That's a Good Thing https://www.forbes.com/sites/luisromero/2026/08/27/openais-jalapeo-chip-isnt-hot-and-thats-a-good-thing/ NVIDIA Discussed Buying AI Startup Hugging Face, Insider Says https://www.bloomberg.com/news/articles/2026-08-27/nvidia-discussed-buying-ai-startup-hugging-face-insider-says The Flip FOR (Dario is being sincere): CNBC Exclusive Transcript, Benioff and Amodei with Jim Cramer https://www.cnbc.com/2026/08/26/cnbc-exclusive-transcript-salesforce-chair-ceo-marc-benioff-and-anthropic-co-founder-ceo-dario-amodei-speak-with-cnbcs-jim-cramer-on-closing-bell-overtime-today.html AGAINST (Dario's reassurance is a displacement play) https://finsee.ai/earnings/crm/2027/q2/en/ Bulls and Bears NVIDIA Announces Financial Results for Second Quarter Fiscal 2027 https://nvidianews.nvidia.com/news/nvidia-announces-financial-results-for-second-quarter-fiscal-2027 Salesforce Delivers Record Second Quarter Fiscal 2027 Results https://investor.salesforce.com/news/news-details/2026/Salesforce-Delivers-Record-Second-Quarter-Fiscal-2027-Results/default.aspx Synopsys Beats Q3 2026 Estimates, Shares Slip After Hours https://www.investing.com/news/transcripts/earnings-call-transcript-synopsys-beats-q3-2026-estimates-shares-slip-after-hours-93CH-4878035 HP Inc. Reports Fiscal 2026 Third Quarter Results https://www.hp.com/us-en/newsroom/press-releases/2026/hp-inc-reports-fiscal-2026-third-quarter-results.html Everpure Announces Second Quarter Fiscal Results https://finance.yahoo.com/markets/stocks/articles/everpure-announces-second-quarter-fiscal-200500505.html Marvell Technology Reports Second Quarter of Fiscal Year 2027 Financial Results https://investor.marvell.com/news-events/press-releases/detail/1031/marvell-technology-inc-reports-second-quarter-of-fiscal-year-2027-financial-results

Fou d'histoire : Ariane Ascaride, histoires de luttes et de résistance

Le Cours de l'histoire

Play Episode Listen Later Aug 29, 2026 52:27

durée : 00:52:27 - Le Cours de l'histoire - par : Xavier Mauduit - Au cinéma comme au théâtre, Ariane Ascaride incarne des personnages qui portent des histoires sociales et politiques. De l'Italie à Marseille, la comédienne aborde les trajectoires migratoires, les luttes sociales ou encore le génocide des Arméniens, et donne voix à Gisèle Halimi. - équipe : Maïwenn Guiziou, Thomas Beau, Laurence Millet, Jeanne Delecroix, Jeanne Coppey, Raphaël Laloum, Chloé Rouillon, Sidonie Lebot, Luce Mourand Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

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MC - August 29 2026

Play Episode Listen Later Aug 29, 2026 13:19

God's Arm 6

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AI:AM Highlights: Recursive Self-Improvement, Rushed and Vibe-Coded?

Play Episode Listen Later Aug 28, 2026 131:56

In this AI:AM Highlights episode, Nathan Labenz and Prakash revisit three live mornings with Louis Kirsch and Damon Falck of Inherent Laboratories, Vercel CTO Malte Ubl, Genesis Molecular AI CTO Sergey Edunov, Arm's Mohamed Awad, David Li of Shenzhen Open Innovation Lab, and Q.ANT CEO Michael Förtsch. The central thread is that the meaningful unit of AI work is becoming a division of labor between models, from Inherent's 27B “scientist” model using GPT-5.5 Codex for implementation to production pipelines that route taste, execution, security, and hardware coordination across different systems. The episode weighs why that shift matters for recursive self-improvement, verification of discoveries humans may not be able to check, model refusals in security work, and the infrastructure needed for agents that can act in the world. Its sharpest stake is whether frontier labs are scaling reinforcement learning and agentic workflows on top of reward environments and vendor pipelines that may be too rushed, noisy, or gameable to support the institutional self-improvement they are pursuing. For full show notes, links, and references, read the episode page:https://www.cognitiverevolution.ai/ai-am-highlights-recursive-self-improvement-rushed-and-vibe-coded/ Sponsors: Mercury: Mercury is the banking platform loved by 300,000+ entrepreneurs, with virtual cards and Spend controls for granular budgets, receipts, and low-risk AI agent purchases. Learn more and apply in minutes at https://mercury.com Diffusion: Diffusion helps organizations build custom AI software factories that scale business outcomes, not just outputs. Cognitive Revolution listeners get a 25% service credit on their first engagement at https://diffusion.io/tcr Granola: Granola is an AI-powered notepad that securely transcribes meetings and turns rough notes into clean, structured action items. Try it free at https://granola.ai/tcr Deepgram Flux TTS: Deepgram Flux TTS brings lifelike AI voices with real personalities that handle interruptions, pauses, and natural conversation. Try all the voices free through September 12 at https://deepgram.com/keep-talking Claude: Claude is the AI collaborator for problem solvers, helping with writing, coding, financial models, strategy, and more. Get started with Claude and explore Claude Pro at https://claude.ai/tcr CHAPTERS: (00:00) About the Episode (01:16) Sponsor: Mercury (02:58) Reward hacking environments (Part 1) (15:12) Sponsors: Diffusion | Granola (18:09) Reward hacking environments (Part 2) (18:11) Inherent safety questions (26:26) Recursive lab design (Part 1) (31:24) Sponsors: Deepgram Flux TTS | Claude (33:29) Recursive lab design (Part 2) (44:34) Right model choices (01:01:57) Hardware for agents (01:19:44) Checking frontier agents (01:33:46) China compute abundance (01:44:21) Photonic compute stack (01:53:17) Astra and AGI (02:02:21) Slowdown and access (02:06:53) Episode Outro (02:09:53) Outro PRODUCED BY: https://aipodcast.ing

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Could THIS Be Tom Morello's Secret Weapon?

The Johnny Beane Podcast

Play Episode Listen Later Aug 28, 2026 7:23

On this episode of Talking Guitars on Johnny Beane TV, we're talking about a brand-new signature pickup set from Tom Morello and EMG — bringing the legendary tones of his iconic “Arm the Homeless” guitar to guitar players and modders everywhere!

F5MLB - August 28 2026

Play Episode Listen Later Aug 28, 2026 5:04

God's Arm 5

La rentrée scolaire est-elle décalée comme certains l'affirment sur TikTok ?

Mindy Diamond on Independence: A Podcast for Financial Advisors Considering Change

Play Episode Listen Later Aug 28, 2026 2:05

durée : 00:02:05 - Des vidéos sur TikTok relaient l'idée que les élèves ne reprendront pas les cours le 1er septembre à cause de la cyberattaque de l'Éducation nationale. Le ministère a démenti, non la rentrée scolaire n'est pas reportée. - équipe : Armêl Balogog, La cellule Vrai ou faux Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

tiktok comme arm certains rentr vrai radio france scolaire elle d sur tiktok est-elle

Vanguard Acquires Altruist: What It Means for Advisors and the Industry

Play Episode Listen Later Aug 27, 2026 25:13

With Louis Diamond Vanguard's acquisition of Altruist could reshape RIA custody, bringing together Altruist's technology with the scale, capital, and reputation of one of the industry's best-known brands. In Summary Vanguard's acquisition of Altruist brings one of the financial industry's most established brands together with one of RIA custody's fastest-growing challengers. In this Rapid Reaction Industry Update, Louis Diamond looks beyond the reported $4B+ purchase price to consider what the combination could mean for advisors—what he sees as the good news, the potentially negative outcomes, and everything in between. Altruist gains the capital, scale, and brand recognition that could help it compete more aggressively for larger RIAs and breakaway teams. Vanguard gains a technology-forward custody platform and greater access to the independent advisor channel. The larger implication may be increased competition across RIA custody. With Schwab and Fidelity controlling much of the market, a Vanguard-backed Altruist could create new pressure around technology, pricing, service, referrals, and innovation—while raising new questions about how Vanguard balances its growing advice business with its role as custodian. The Storyline RIA custody has long been dominated by Schwab and Fidelity, particularly since Schwab's acquisition of TD Ameritrade. Altruist emerged as one of the few credible challengers, building its position around modern technology, lower costs, and an advisor-focused platform. But technology was only part of the equation. For larger breakaway teams in particular, Altruist faced another hurdle: brand recognition. Advisors could be impressed by the platform while still wondering how clients accustomed to names like Merrill, UBS, Morgan Stanley, Schwab, or Fidelity would respond to an unfamiliar custodian. Vanguard changes that equation. Louis examines why the acquisition makes strategic sense for both companies, from Vanguard's push to expand access to financial advice to Altruist's opportunity to operate with the backing of a well-capitalized, long-term owner. For advisors, however, the bigger story is what happens next. A stronger competitor in custody could affect everything from technology and pricing to referral opportunities and the choices available to breakaway advisors. There are also important questions still unanswered. Vanguard operates its own advice businesses. Altruist's speed and fintech culture may be tested inside a much larger organization. And while Vanguard says Altruist will remain independent, the longer-term operating model remains to be seen. The deal may not change advisors' options immediately. But it has the potential to change the competitive dynamics surrounding those options considerably. Topics Covered Vanguard's acquisition of Altruist RIA custody competition Schwab and Fidelity Altruist's technology and Hazel AI Vanguard's financial advice strategy Custodian brand recognition for breakaway advisors Advisor referral networks Custody and technology pricing Direct advice and custodian conflicts The future of RIA platforms and Supportive Independence > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why is the Vanguard-Altruist acquisition significant for RIA custody? (03:53)Louis explains why custody has remained highly concentrated around Schwab and Fidelity and how combining Vanguard's scale and reputation with Altruist's technology could create a much stronger third competitor. What problem does Vanguard potentially solve for Altruist? (05:01)Altruist has built a strong reputation among advisors for its technology, but larger breakaway teams have sometimes questioned whether clients would recognize or trust the brand. Vanguard could significantly reduce that concern. Why does buying Altruist make sense for Vanguard? (07:00)Vanguard has more than 50 million investors and has publicly discussed the need to expand access to financial advice. Louis considers how Altruist could give Vanguard both additional capacity and a stronger connection to independent advisors. What does Altruist gain from Vanguard beyond capital? (09:51)Louis discusses the significance of having a long-term, investor-owned parent rather than remaining dependent on successive rounds of venture capital, while gaining additional resources to develop custody, technology, and Hazel AI. How could this acquisition change the choices available to breakaway advisors? (12:33)The combination of Altruist's technology with Vanguard's brand could make the platform more viable for larger teams that previously hesitated because of client recognition and trust concerns. Could Vanguard become a meaningful source of client referrals to RIAs? (13:42)With millions of existing investors and more demand for advice than Vanguard can necessarily serve internally, Louis considers whether a future referral program connecting Vanguard clients with Altruist RIAs could become an important competitive advantage. What are the potential risks of the Vanguard-Altruist combination? (16:54)The acquisition also raises questions around Vanguard's competing advice business, Altruist's long-term independence, differences in corporate culture, innovation speed, and talent retention. What could happen next across the custody market? (20:00)Louis offers several predictions, including responses from Schwab and Fidelity, wider adoption of Hazel AI, a potential Vanguard-Altruist referral channel, and greater use of Altruist by breakaway advisors. Key Takeaways Vanguard's acquisition of Altruist could introduce a more formidable competitor into an RIA custody market heavily concentrated around Schwab and Fidelity. Vanguard addresses one of Altruist's biggest challenges with larger breakaway teams: providing a widely recognized financial brand that advisors can more easily explain to clients. Altruist gives Vanguard a technology-forward entry point into RIA custody as Vanguard continues expanding its strategy around access to financial advice. Advisors could benefit from greater competition through pressure on custody and technology pricing, service, product development, and innovation. A future referral channel could become an important part of the combination, particularly given Vanguard's enormous investor base and Altruist's growing network of RIAs. The acquisition also introduces potential conflicts and execution risks, including Vanguard's own advice businesses, the integration of two very different corporate cultures, and questions about whether Altruist can maintain its speed and independence over time. For breakaway advisors, the custody shortlist may have changed: Altruist can now pair its technology and fintech capabilities with the capital and reputation of Vanguard. https://youtu.be/UlgCBjLXrnw Quotable Moments “Custody is really a trust business.”— Louis Diamond (05:55) “Every time a well-capitalized player shows up, especially in custody, advisors win.”— Louis Diamond (12:33) “Really, it's tech-forward independence now without a brand trade-off.”— Louis Diamond (13:42) “There are always innovators showing up from outside the establishment, and every time one succeeds, advisors end up with more options and more leverage and more negotiating power than they had the year before.”— Louis Diamond (22:44) FAQs Why is Vanguard acquiring Altruist? Louis sees several strategic reasons for the acquisition. Altruist gives Vanguard an established technology and custody platform serving more than 6,000 advisors, while potentially expanding Vanguard's ability to reach investors through independent financial advisors. It may also provide another distribution channel for Vanguard investment products and future offerings. What does Vanguard's acquisition mean for Altruist? Altruist gains the backing of one of the world's largest and best-known investment firms while retaining, at least initially, its brand, leadership, and operating structure. Vanguard's capital could allow Altruist to continue investing in custody capabilities, technology, and products such as Hazel AI without relying on additional venture funding rounds. How could the acquisition affect RIA custody competition? Schwab and Fidelity currently dominate RIA custody. Louis believes a Vanguard-backed Altruist could become a stronger challenger by combining Altruist's technology and pricing model with Vanguard's scale, capital, and reputation. That could increase competitive pressure around pricing, service, technology, and innovation. Why could the deal matter to breakaway advisors? Altruist's technology has attracted advisor interest, but some larger breakaway teams have questioned whether clients would be comfortable holding substantial wealth with a less familiar custodian. Vanguard's ownership could substantially reduce that brand-recognition hurdle and make Altruist a more viable option for larger teams. Could Vanguard refer clients to advisors using Altruist? No referral program has been announced. However, Louis believes it is an important possibility to watch. Vanguard has more than 50 million investors, while Altruist provides access to thousands of independent advisors. Connecting investors seeking human advice with RIAs on the Altruist platform could create a meaningful new referral channel. Are there risks for advisors using a Vanguard-owned custodian? Potentially. Vanguard operates its own financial advice businesses, creating some of the same competitive concerns advisors have raised about other custodians with retail advice operations. Other questions include whether Altruist will remain operationally independent over time and whether its culture and pace of innovation can be maintained under Vanguard ownership. What happens next for Altruist, Schwab, and Fidelity? Louis expects the competitive response to be worth watching. He believes Schwab and Fidelity could respond through technology, AI, pricing, or other changes to their advisor offerings. He also expects Altruist to compete more aggressively for breakaway teams and sees the potential for Hazel AI to expand well beyond advisors who custody assets with Altruist. Does the Vanguard-Altruist deal change anything for advisors immediately? Not necessarily. The transaction still needs to close, and its longer-term impact will take time to emerge. But for advisors evaluating custodians, independence, or the value they receive from existing partners, the acquisition adds another factor to consider as the competitive landscape evolves. Louis sees several strategic reasons for the acquisition. Altruist gives Vanguard an established technology and custody platform serving more than 6,000 advisors, while potentially expanding Vanguard's ability to reach investors through independent financial advisors. It may also provide another distribution channel for Vanguard investment products and future offerings. Altruist gains the backing of one of the world's largest and best-known investment firms while retaining, at least initially, its brand, leadership, and operating structure. Vanguard's capital could allow Altruist to continue investing in custody capabilities, technology, and products such as Hazel AI without relying on additional venture funding rounds. Schwab and Fidelity currently dominate RIA custody. Louis believes a Vanguard-backed Altruist could become a stronger challenger by combining Altruist's technology and pricing model with Vanguard's scale, capital, and reputation. That could increase competitive pressure around pricing, service, technology, and innovation. Altruist's technology has attracted advisor interest, but some larger breakaway teams have questioned whether clients would be comfortable holding substantial wealth with a less familiar custodian. Vanguard's ownership could substantially reduce that brand-recognition hurdle and make Altruist a more viable option for larger teams. No referral program has been announced. However, Louis believes it is an important possibility to watch. Vanguard has more than 50 million investors, while Altruist provides access to thousands of independent advisors. Connecting investors seeking human advice with RIAs on the Altruist platform could create a meaningful new referral channel. Potentially. Vanguard operates its own financial advice businesses, creating some of the same competitive concerns advisors have raised about other custodians with retail advice operations. Other questions include whether Altruist will remain operationally independent over time and whether its culture and pace of innovation can be maintained under Vanguard ownership. Louis expects the competitive response to be worth watching. He believes Schwab and Fidelity could respond through technology, AI, pricing, or other changes to their advisor offerings. He also expects Altruist to compete more aggressively for breakaway teams and sees the potential for Hazel AI to expand well beyond advisors who custody assets with Altruist. Not necessarily. The transaction still needs to close, and its longer-term impact will take time to emerge. But for advisors evaluating custodians, independence, or the value they receive from existing partners, the acquisition adds another factor to consider as the competitive landscape evolves. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. Related Resources Rise and Reinvent: Joe Duran on Building and Rebuilding World-Class Firms From Insurance Sales to $8B RIA: A Northwestern Mutual Breakaway Story Diamond Consultants 4th Annual Advisor Transition Report View the transcript of this episode… Vanguard Acquires Altruist: What It Means for RIAs, Custody & Breakaway Advisors With Louis Diamond Louis Diamond (00:06): Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is a special rapid reaction industry update, Vanguard acquires Altruist, what it means for advisors in the industry. I’m Louis Diamond, and this is The Diamond Podcast for Financial Advisors. Mindy Diamond (00:28): At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. (01:21): 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 (02:05): Funny how the biggest news in the business almost never comes from the firms everyone is watching. On Wednesday, August 26th, 2026, Vanguard announced its acquiring Altruist. If you asked me a year ago to name the company most likely to buy an RIA custodian, Vanguard would not have been near the top of my list. Vanguard was in the RIA custody business once. They left in 2003 and handed roughly $120 billion of advisor assets to TD Ameritrade on the way out. 23 years later, they’re buying their way back in, reported $4 billion or more. So let’s talk about what happened, why it matters, and where I think it goes from here. (02:48): What happened? On August 26th, 2026, a definitive agreement was announced out of Valley Forge, Pennsylvania. A deal is closing later this year where Vanguard is acquiring Altruist, the relative upstart RIA custodian. The price, an undisclosed number, but a reported $4 billion, some outlets reporting $4.6 billion or more. Either way, more than double their last private market valuation at the end of April 2025. Another element is Altruist is staying as a standalone. They’ll keep their brand, CEO, management team, and operate the same model just as a wholly owned subsidiary of Vanguard. Altruist in one breath, for those unaware, was a custodian and fintech company founded in 2018 by Jason Wenk. They became a self-clearing custodian, third largest as far as number of advisors served, north of 6,000 advisors, and had a reputation for serving smaller or upstart advisors, but recently started getting into more of the larger market breakaway space. (03:53): One estimate I’ve seen peg’s Altruist market share of RIA custody at around 6%, but you compare that to about three quarters of the market for Schwab and Fidelity combined. So a relatively small player, but a rapidly emerging player and threat in US RIA custody. This is not the first time Vanguard has been involved with Altruist. They reportedly were an early investor in Altruist back in 2020 and former Vanguard CEO, Bill McNabb, has been on the board of Altruist, so a lot of history between the firms. Let’s get into now why I think this is interesting for the industry as a whole. In my view, custody has never really been all that competitive, especially since TD Ameritrade sold to Schwab. You really had an oligopoly between Schwab and Fidelity. Sure, there’s a number of compelling, say more boutique custodians, whether Pershing Advisor Solutions, Goldman Sachs, which was another newer entrant to custody, LPL, Raymond James, First Clearing, and a number of others are also in the space, but it is a market that is dramatically dominated by the two largest players. (05:01): So I think this matters because you add an amazing venerable brand and reputation of Vanguard with this scrappy upstart custodian, and all of a sudden you can see a world where custody is one of the more competitive spaces in the industry. Altruist, in my view too, was one of the first credible challengers to the incumbent custodians in 20-ish years. Goldman has since picked up some decent market share and certainly they’re attractive for the segment of advisors. But Altruist with their tech-forward approach, low fees, and even just the way they went to market as an antagonist to Schwab and Fidelity, they’re a big deal and I think this just magnifies what they’re able to do. The gap though for Altruist was brand and reputation. Sure, they had amazing tech. No one ever has doubted that. Hazel AI, which they recently launched has been very well received. (05:55): Advisors I’ve worked with who have demoed the platform are incredibly impressed. The big Achilles heel though for Altruist has been my clients don’t know who Altruist is. Why would my clients put their millions of dollars of wealth with a self-clearing custodian that doesn’t have the same scale or reputation as the incumbent custodians? Well, that really goes away here. And at the end of the day, custody is really a trust business, but you’d have to think that a client would trust their assets held with Vanguard or with Altruist through Vanguard in a very similar way that they would trust assets held by Bank of New York Mellon or Charles Schwab or Fidelity Investments or Goldman Sachs. So to me, Vanguard acquiring Altruist solves that problem in one sentence, very simple. Why I think this makes sense for Vanguard? Salim Ramji, the CEO of Vanguard, has been saying since he arrived from BlackRock two years ago that only one in five Americans work with a fee-based financial advisor and that quality advice shouldn’t be a luxury good and this shortage is only going to get worse as advisors retire. (07:00): This is really him putting his money where his mouth is and really trying to make financial advice, human directed financial advice more accessible to everyday Americans and the upper echelons of wealth in this country. Vanguard as a company has over 50 million reported investors and over 12 trillion in assets. A lot of these people want Vanguard advice, but Vanguard hasn’t had the manpower or the capacity to deliver it itself. Buying Altruist over time can certainly solve that capacity gap and make it so that a human-based financial advisor or any of Vanguard’s internal platforms now have a greater ability to provide advice to Americans looking for financial advisors in the United States. I think this also means more distribution capability for Vanguard funds. Not that Vanguard has ever had a problem with distribution. They have a relatively small wholesaling force compared to other firms, but given their cost and reputation and performance, they’re really on pretty much every platform. (08:04): Most advisors have some clients that are invested into Vanguard mutual funds or ETFs, but this I think just gives them a greater ability to distribute Vanguard products, probably in a similar way to Goldman’s approach. When Goldman entered US RIA custody, in large part, they were doing it for distribution of different things. For Goldman, it was private markets and lending and other types of products. Vanguard is more ETFs and mutual funds, but Vanguard has also been pushing more into the private market space, so I can definitely see a world in which they can ratchet up the distribution of their products in a fairly cost-efficient way. I think to me, the most interesting thing about this marriage is the mission overlap is quite real. When Vanguard started, and to this day, their goal was to provide quality investment products at a fraction of the cost of the incumbents so that investing can be accessible to everyday Americans. (08:59): That’s exactly the verbiage that Jason Wenk and Altruist has used from the beginning, where they want to become a all-in-one hub or tech-enabled custodian so that an advisor, regardless of their size and a client regardless of their AUM, have the ability to get quality advice. I recently listened to a podcast called Acquired. We’ll link it in the show notes, but it’s a three-hour in-depth look into the building of Vanguard. And if you combine that with the podcast episode that I recorded with Jason Wenk, the CEO of Altruist, if you play them side by side, the parallels are eerily similar. So we’ll link both into the show notes, but I really think both of these firms were cut from the same cloth and really from the beginning, both have gone against the grain and tried to rattle incumbent players in the industry. So at least on paper, seems like a very good match. (09:51): Why does this deal make sense for Altruist? For one, for Jason Wenk and his leadership team, this has to be the outcome you drew up, maybe even better. Founding a new custodian in 2018, selling it in 2026, eight years later for over $4 billion, that’s a pretty incredible return on time for this team. They deserve it all and built something special and really entered into a space where no one wanted to venture just given the market share of the major incumbents, but good for them and has to feel good to pull off this type of sale. I think the big thing too is the buyer is the story. Vanguard as a company, it’s investor owned. They’re not private equity owned. They’re not VC backed like Altruist was. So Altruist can get off of the fundraising treadmill. They don’t have to worry about fund life or a five-year hold period or an eventual sale to a strategic. (10:42): Now they can really just focus on the business at hand, having one of the most well-capitalized companies in the world as their capital backer and owner. And every advisor on a PE-backed platform knows the question hanging over every relationship, who owns this next? That’s a question they won’t have to answer anymore at all, and they can really just focus now going forward. I think this also gives Altruist a fortress balance sheet and a ton of capital to keep pushing and developing their Hazel AI platform, which was launched in September 2025. Hazel’s an AI tax planning tool, kind of AI superpower that really has taken the industry by storm and has started to be sold as a standalone product to RIAs. And from what I’ve seen, they’ve sold it to over 1600 new RIAs just in the first month alone for $60 a seat per month, and that’s available to folks if they custody at Altruist or not. (11:36): So this, I think, just gives them an ability to distribute their fintech solutions and certainly develop their custody platform in a way that maybe was challenging or not as possible before. They can also take a longer term view instead of having to worry about they raised a series F, whatever comes after F and an eventual sale, investors wanting to get a return on capital, they can now focus on building over the long term, which has been Vanguard’s strategy all along. I think too, this will give Altruist the ability to invest in new capabilities that they didn’t have before, whether it’s lending or whether it’s more on the product side. It takes a lot to be a custodian. It seems like a relatively straightforward business just holding assets, but there’s a lot of products, solutions, really requirements that everyday investors and RIA clients have, and I think this will just ratchet up Altruist’s ability to close some of the capability gaps that they’ve had since they launched and they’re very transparent about those. (12:33): What I’m most excited about this, just coming from my vantage point in the industry, is why should an advisor care? To me, there’s five things that advisors should really take notice of with this acquisition. First one’s competition. Every time a well-capitalized player shows up, especially in custody, advisors win. Schwab and Fidelity have fought Vanguard in the asset management space for decades, and more recently in financial advice. Now you’re adding custody against a firm that doesn’t need to be profitable the next quarter, and all of a sudden we very much have an arms race and some competition is good for pricing, for service, for innovation, and I think this is going to be only positives for clients across the country, having another competitive option and keeping the incumbents really on their toes. Another reason, the breakaway shortlist has changed. Objection I always heard about Altruist was, “The tech is great, the AI seems cool, but how do I explain the name Altruist to a 68-year-old client who’s leaving Merrill or UBS or Morgan Stanley?” (13:42): While someone may still get some objections because Vanguard may not have the same brand cache as Goldman Sachs or UBS Private Wealth or Merrill Private Wealth, that objection got a lot weaker today. Really, it’s tech-forward independence now without a brand trade-off. It’s a genuinely different offer in the market than it was before. Third, I think this is one that hasn’t been talked about much, but should be watched closely, potential for referrals. Schwab confirmed last week that it was taking the SAN or the Schwab Advisor Network client referral minimum from two million to five million. For anyone not aware, referrals from the retail branches of Schwab and Fidelity are one of the major organic growth funnels for many of the top RIAs in this country and have driven valuations to billions and billions of dollars for firms that are in this program. (14:36): I really do see this as being a potential new massive referral opportunity of Vanguard existing clients and customers to Altruist custody to RIAs at a time when Schwab is trying to keep more of those referrals from themselves, which is a very savvy strategy, but at the same time, probably creates a bit of an opening for Altruist and Vanguard to become a really good referral hub for clients, which is a major draw for signing up new RIAs as clients, for breakaway advisors, et cetera. (15:07): So more details need to come there. We don’t even know if they’re starting a referral channel, but I have to imagine that’s high in the punch list and will be a very compelling offering in the marketplace. Yeah, think about it. Vanguard is 50 million investors and a CEO who said multiple times that they don’t have enough advisors or humans to deliver this advice. So perfect. You now have a massive array of RIAs and more and more coming to the table who offer that advice and being able to still serve them, still keep the assets in-house, but do it in a way where Vanguard doesn’t have to scale up their advisor force. They now have advisors to refer to. Fourth is pricing. I think the Vanguard effect is going to be real here. When Vanguard started, and even to this day, they’ve been the one who’ve pushed down the expense ratio on mutual funds and ETFs. (15:56): It’s been a massive benefit to investors across this country. It’s been Altruist’s playbook all along too, more focused on the advisor, so offering amazing tech and a custody platform for virtually no cost to an advisor. So I would say whatever you’re paying for technology, for custody, and really anything else that Altruist and Vanguard might touch, I would expect it to go down potentially and just have more pressures on the incumbent firms to really sharpen their pencil or to get more creative on pricing and innovation. I think that the fifth thing to keep in mind is Schwab has long used its scale and positioning in the market to best competitors, whether it was going to $0 on tickets for equities and ETFs, et cetera, a number of years ago or a number of other strategies they’ve taken. Now you have a firm that has similar scale as Schwab, a reputation for playing the long game and being comfortable making less money in the process. (16:54): So again, massive benefit to the advisors to have another major player driving down costs and increasing innovation in the space. But this is not all positives. As with anything, there’s the good and the bad, and also some open questions. The biggest, I think, downside or potential thing to watch here, and certainly if you are a BDO at a custodian, this is the line you’re using, “Vanguard has its own advice business, personal advisor, digital advisor, and a CEO who stated that his goal is that an advisor is in every investor’s pocket.” So now you have the custodian that’s holding your client’s assets also running one of the largest advice operations in the country. We’ve heard this concern in the past about Schwab or Fidelity where you have RA custody and then these firms have massive retail distribution networks. So certainly Vanguard, I think, will be in the same lane. (17:46): And if you look at a Pershing or an LPL or Raymond James, it’s a little bit different because they don’t have their own channels in the same way that Schwab or Fidelity do. So certainly if you’re BNY Mellon in particular, which is a straight B2B custodian, this is a clear point of differentiation for Vanguard, Altruist and certainly versus the other custodians. Next one is Vanguard has said that Altruist will remain a standalone business. The brand will stay intact, the management team, et cetera. But in fairness, every acquirer says versions of the same thing. The real test is let’s wait two years, three years and see how converging roles or similar roles across the firm start to converge into one, and over time will they more Altruist brand and human capital into one structure. (18:36): Right now we don’t know, but I’m always a bit skeptical with acquisitions that you have the honeymoon period, takes time for the deals to close, and then what happens a couple of years down the line? Either as there’s new executives in charge, there’s turnover, or just there’s certain synergies that can be had, and the best way to do it is by combining operations and the like. (18:56): The next risk, I think it might sound a little bit mundane, but it’s culture and speed. Vanguard based in Valley Forge, Pennsylvania, Altruist in LA, very different cultures. Altruist as a fintech company has been superfast to market, building, breaking things, innovating. And Vanguard, I think they’ve been extremely innovative on pricing, on product development, but I’ve never heard amazing reviews about Vanguard’s technology. So does this convergence of cultures create an issue? Does it create more bureaucracy for Altruist trying to build stuff? Is there a cultural mismatch when it comes to speed of market and innovation? And I think the last thing to keep in mind or to watch is the talent drainage at Altruist post-closing. Yes, I was a FinTech company and custodian offering equity, lots of upside for people that have taken this journey with them. Vanguard notoriously is the opposite. They don’t offer equity to anyone and they offer their employees high base salaries and you have a culture of longevity within the firm. (20:00): So after the lockup period is done for, or the earn out period is done for any Altruist equity owners and many of their employees, does that cause some talent drainage where folks want to go onto the next big thing, think what will happen to all the amazing SpaceX employees a year from now when their IPO lockups are done? Does that lead them to another opportunity? All these are questions I don’t know, but trying to play devil’s advocate. I think the biggest potential negative is just the Vanguard advice business as a competitor, a conflict to RIA custody. Let me give you a couple of predictions before we wrap here. I think Schwab and Fidelity will respond fast, whether it’s on the AI front or because the pressure is really on. I don’t know, maybe the $5 million referral minimum that Schwab just announced, maybe that sunsets after a period of time. I have no idea. (20:53): I’m also excited to see, we’ll call it the tech face off between Altruist and Robinhood. Robinhood acquired TradePMR, which is on the Wells Fargo First Clearing platform and is in the process of launching an RIA custodian themselves. So now you have, I think, two pretty incredible tech-forward custodians really trying to gain market share, so that will be fun to watch. Could there be a threat in the RIA platform space? So RIA platforms meaning RIAs, we call them supportive versions of independence, where advisors can plug into, they get technology, compliance, operations, et cetera, and still own their business. Given the end-to-end tech stack that Altruist boasts, and they’ve also been in development of their own corporate RIA, does that become that much more of a competitive feature that could possibly become a solution in and of itself that takes a dent out of these RIA platforms playbook? (21:45): I don’t know, but I think it’s possible. Altruist Hazel AI, does that push even well beyond custody? There’s a ton of AI and fintechs popping up around the industry. Hazel has certainly taken a lot of headlines and attention. With Vanguard behind it now, does that push the price lower? Does it help their distribution? Maybe you picture this, if you have a Vanguard-owned product sitting in the daily workflow of a competitor’s advisors, so let’s say you’re a Morgan Stanley, you’re a Schwab advisor, et cetera, do you now have a Vanguard-owned product in Hazel as part of your workflow or your fintech stack? Could be interesting. I will call a referral channel for Vanguard or Altruist, we’ll say within the next year or two. I think it would be crazy if that didn’t happen and that will be a massive disruptor. And finally, my prediction is more breakaways landing in Altruist. They’ve started to crack that door, but now with the powerful brand and reputation behind them, the sky’s probably the limit. (22:44): So in closing, a guy, Jason Wenk, started a company in 2018 in Los Angeles because he thought independent advisors deserve better software at a lower price. Eight years later, one of the most respected financial institutions in the world paid $4 billion for it, and the reason is he was right in that bet. There are always innovators showing up from outside the establishment, and every time one succeeds, advisors end up with more options and more leverage and more negotiating power than they had the year before. It’s a consistent theme across the industry. So nothing changes tomorrow, deals take time, deals have a way of falling apart, but if you’re evaluating custodians, thinking about independence for the first time, wondering whether your current partner is going to keep earning your business, today is a good day to reopen that question. And if you’re an advisor, I think cheer this on and be excited. (23:42): And as a industry participant, I am very excited to see how this deal takes hold and how this pushes the rest of the industry to innovate and continue to be better. So that’s it for today. Thank you for hearing my ramblings, and I’ll see you next time. Mindy Diamond (24:02): As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful because you take your professional responsibilities seriously and are dedicated to your clients, but are you living your best business life? Are your goals aligned with your firms or could a better option exist? Should I Stay Or Should I Go? Is a book written with you in mind. It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook. Vanguard Acquires Altruist: What It Means for RIAs, Custody & Breakaway Advisors With Louis Diamond Louis Diamond (00:06): Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is a special rapid reaction industry update, Vanguard acquires Altruist, what it means for advisors in the industry. I’m Louis Diamond, and this is The Diamond Podcast for Financial Advisors. Mindy Diamond (00:28): At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. (01:21): 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 (02:05): Funny how the biggest news in the business almost never comes from the firms everyone is watching. On Wednesday, August 26th, 2026, Vanguard announced its acquiring Altruist. If you asked me a year ago to name the company most likely to buy an RIA custodian, Vanguard would not have been near the top of my list. Vanguard was in the RIA custody business once. They left in 2003 and handed roughly $120 billion of advisor assets to TD Ameritrade on the way out. 23 years later, they’re buying their way back in, reported $4 billion or more. So let’s talk about what happened, why it matters, and where I think it goes from here. (02:48): What happened? On August 26th, 2026, a definitive agreement was announced out of Valley Forge, Pennsylvania. A deal is closing later this year where Vanguard is acquiring Altruist, the relative upstart RIA custodian. The price, an undisclosed number, but a reported $4 billion, some outlets reporting $4.6 billion or more. Either way, more than double their last private market valuation at the end of April 2025. Another element is Altruist is staying as a standalone. They’ll keep their brand, CEO, management team, and operate the same model just as a wholly owned subsidiary of Vanguard. Altruist in one breath, for those unaware, was a custodian and fintech company founded in 2018 by Jason Wenk. They became a self-clearing custodian, third largest as far as number of advisors served, north of 6,000 advisors, and had a reputation for serving smaller or upstart advisors, but recently started getting into more of the larger market breakaway space. (03:53): One estimate I’ve seen peg’s Altruist market share of RIA custody at around 6%, but you compare that to about three quarters of the market for Schwab and Fidelity combined. So a relatively small player, but a rapidly emerging player and threat in US RIA custody. This is not the first time Vanguard has been involved with Altruist. They reportedly were an early investor in Altruist back in 2020 and former Vanguard CEO, Bill McNabb, has been on the board of Altruist, so a lot of history between the firms. Let’s get into now why I think this is interesting for the industry as a whole. In my view, custody has never really been all that competitive, especially since TD Ameritrade sold to Schwab. You really had an oligopoly between Schwab and Fidelity. Sure, there’s a number of compelling, say more boutique custodians, whether Pershing Advisor Solutions, Goldman Sachs, which was another newer entrant to custody, LPL, Raymond James, First Clearing, and a number of others are also in the space, but it is a market that is dramatically dominated by the two largest players. (05:01): So I think this matters because you add an amazing venerable brand and reputation of Vanguard with this scrappy upstart custodian, and all of a sudden you can see a world where custody is one of the more competitive spaces in the industry. Altruist, in my view too, was one of the first credible challengers to the incumbent custodians in 20-ish years. Goldman has since picked up some decent market share and certainly they’re attractive for the segment of advisors. But Altruist with their tech-forward approach, low fees, and even just the way they went to market as an antagonist to Schwab and Fidelity, they’re a big deal and I think this just magnifies what they’re able to do. The gap though for Altruist was brand and reputation. Sure, they had amazing tech. No one ever has doubted that. Hazel AI, which they recently launched has been very well received. (05:55): Advisors I’ve worked with who have demoed the platform are incredibly impressed. The big Achilles heel though for Altruist has been my clients don’t know who Altruist is. Why would my clients put their millions of dollars of wealth with a self-clearing custodian that doesn’t have the same scale or reputation as the incumbent custodians? Well, that really goes away here. And at the end of the day, custody is really a trust business, but you’d have to think that a client would trust their assets held with Vanguard or with Altruist through Vanguard in a very similar way that they would trust assets held by Bank of New York Mellon or Charles Schwab or Fidelity Investments or Goldman Sachs. So to me, Vanguard acquiring Altruist solves that problem in one sentence, very simple. Why I think this makes sense for Vanguard? Salim Ramji, the CEO of Vanguard, has been saying since he arrived from BlackRock two years ago that only one in five Americans work with a fee-based financial advisor and that quality advice shouldn’t be a luxury good and this shortage is only going to get worse as advisors retire. (07:00): This is really him putting his money where his mouth is and really trying to make financial advice, human directed financial advice more accessible to everyday Americans and the upper echelons of wealth in this country. Vanguard as a company has over 50 million reported investors and over 12 trillion in assets. A lot of these people want Vanguard advice, but Vanguard hasn’t had the manpower or the capacity to deliver it itself. Buying Altruist over time can certainly solve that capacity gap and make it so that a human-based financial advisor or any of Vanguard’s internal platforms now have a greater ability to provide advice to Americans looking for financial advisors in the United States. I think this also means more distribution capability for Vanguard funds. Not that Vanguard has ever had a problem with distribution. They have a relatively small wholesaling force compared to other firms, but given their cost and reputation and performance, they’re really on pretty much every platform. (08:04): Most advisors have some clients that are invested into Vanguard mutual funds or ETFs, but this I think just gives them a greater ability to distribute Vanguard products, probably in a similar way to Goldman’s approach. When Goldman entered US RIA custody, in large part, they were doing it for distribution of different things. For Goldman, it was private markets and lending and other types of products. Vanguard is more ETFs and mutual funds, but Vanguard has also been pushing more into the private market space, so I can definitely see a world in which they can ratchet up the distribution of their products in a fairly cost-efficient way. I think to me, the most interesting thing about this marriage is the mission overlap is quite real. When Vanguard started, and to this day, their goal was to provide quality investment products at a fraction of the cost of the incumbents so that investing can be accessible to everyday Americans. (08:59): That’s exactly the verbiage that Jason Wenk and Altruist has used from the beginning, where they want to become a all-in-one hub or tech-enabled custodian so that an advisor, regardless of their size and a client regardless of their AUM, have the ability to get quality advice. I recently listened to a podcast called Acquired. We’ll link it in the show notes, but it’s a three-hour in-depth look into the building of Vanguard. And if you combine that with the podcast episode that I recorded with Jason Wenk, the CEO of Altruist, if you play them side by side, the parallels are eerily similar. So we’ll link both into the show notes, but I really think both of these firms were cut from the same cloth and really from the beginning, both have gone against the grain and tried to rattle incumbent players in the industry. So at least on paper, seems like a very good match. (09:51): Why does this deal make sense for Altruist? For one, for Jason Wenk and his leadership team, this has to be the outcome you drew up, maybe even better. Founding a new custodian in 2018, selling it in 2026, eight years later for over $4 billion, that’s a pretty incredible return on time for this team. They deserve it all and built something special and really entered into a space where no one wanted to venture just given the market share of the major incumbents, but good for them and has to feel good to pull off this type of sale. I think the big thing too is the buyer is the story. Vanguard as a company, it’s investor owned. They’re not private equity owned. They’re not VC backed like Altruist was. So Altruist can get off of the fundraising treadmill. They don’t have to worry about fund life or a five-year hold period or an eventual sale to a strategic. (10:42): Now they can really just focus on the business at hand, having one of the most well-capitalized companies in the world as their capital backer and owner. And every advisor on a PE-backed platform knows the question hanging over every relationship, who owns this next? That’s a question they won’t have to answer anymore at all, and they can really just focus now going forward. I think this also gives Altruist a fortress balance sheet and a ton of capital to keep pushing and developing their Hazel AI platform, which was launched in September 2025. Hazel’s an AI tax planning tool, kind of AI superpower that really has taken the industry by storm and has started to be sold as a standalone product to RIAs. And from what I’ve seen, they’ve sold it to over 1600 new RIAs just in the first month alone for $60 a seat per month, and that’s available to folks if they custody at Altruist or not. (11:36): So this, I think, just gives them an ability to distribute their fintech solutions and certainly develop their custody platform in a way that maybe was challenging or not as possible before. They can also take a longer term view instead of having to worry about they raised a series F, whatever comes after F and an eventual sale, investors wanting to get a return on capital, they can now focus on building over the long term, which has been Vanguard’s strategy all along. I think too, this will give Altruist the ability to invest in new capabilities that they didn’t have before, whether it’s lending or whether it’s more on the product side. It takes a lot to be a custodian. It seems like a relatively straightforward business just holding assets, but there’s a lot of products, solutions, really requirements that everyday investors and RIA clients have, and I think this will just ratchet up Altruist’s ability to close some of the capability gaps that they’ve had since they launched and they’re very transparent about those. (12:33): What I’m most excited about this, just coming from my vantage point in the industry, is why should an advisor care? To me, there’s five things that advisors should really take notice of with this acquisition. First one’s competition. Every time a well-capitalized player shows up, especially in custody, advisors win. Schwab and Fidelity have fought Vanguard in the asset management space for decades, and more recently in financial advice. Now you’re adding custody against a firm that doesn’t need to be profitable the next quarter, and all of a sudden we very much have an arms race and some competition is good for pricing, for service, for innovation, and I think this is going to be only positives for clients across the country, having another competitive option and keeping the incumbents really on their toes. Another reason, the breakaway shortlist has changed. Objection I always heard about Altruist was, “The tech is great, the AI seems cool, but how do I explain the name Altruist to a 68-year-old client who’s leaving Merrill or UBS or Morgan Stanley?” (13:42): While someone may still get some objections because Vanguard may not have the same brand cache as Goldman Sachs or UBS Private Wealth or Merrill Private Wealth, that objection got a lot weaker today. Really, it’s tech-forward independence now without a brand trade-off. It’s a genuinely different offer in the market than it was before. Third, I think this is one that hasn’t been talked about much, but should be watched closely, potential for referrals. Schwab confirmed last week that it was taking the SAN or the Schwab Advisor Network client referral minimum from two million to five million. For anyone not aware, referrals from the retail branches of Schwab and Fidelity are one of the major organic growth funnels for many of the top RIAs in this country and have driven valuations to billions and billions of dollars for firms that are in this program. (14:36): I really do see this as being a potential new massive referral opportunity of Vanguard existing clients and customers to Altruist custody to RIAs at a time when Schwab is trying to keep more of those referrals from themselves, which is a very savvy strategy, but at the same time, probably creates a bit of an opening for Altruist and Vanguard to become a really good referral hub for clients, which is a major draw for signing up new RIAs as clients, for breakaway advisors, et cetera. (15:07): So more details need to come there. We don’t even know if they’re starting a referral channel, but I have to imagine that’s high in the punch list and will be a very compelling offering in the marketplace. Yeah, think about it. Vanguard is 50 million investors and a CEO who said multiple times that they don’t have enough advisors or humans to deliver this advice. So perfect. You now have a massive array of RIAs and more and more coming to the table who offer that advice and being able to still serve them, still keep the assets in-house, but do it in a way where Vanguard doesn’t have to scale up their advisor force. They now have advisors to refer to. Fourth is pricing. I think the Vanguard effect is going to be real here. When Vanguard started, and even to this day, they’ve been the one who’ve pushed down the expense ratio on mutual funds and ETFs. (15:56): It’s been a massive benefit to investors across this country. It’s been Altruist’s playbook all along too, more focused on the advisor, so offering amazing tech and a custody platform for virtually no cost to an advisor. So I would say whatever you’re paying for technology, for custody, and really anything else that Altruist and Vanguard might touch, I would expect it to go down potentially and just have more pressures on the incumbent firms to really sharpen their pencil or to get more creative on pricing and innovation. I think that the fifth thing to keep in mind is Schwab has long used its scale and positioning in the market to best competitors, whether it was going to $0 on tickets for equities and ETFs, et cetera, a number of years ago or a number of other strategies they’ve taken. Now you have a firm that has similar scale as Schwab, a reputation for playing the long game and being comfortable making less money in the process. (16:54): So again, massive benefit to the advisors to have another major player driving down costs and increasing innovation in the space. But this is not all positives. As with anything, there’s the good and the bad, and also some open questions. The biggest, I think, downside or potential thing to watch here, and certainly if you are a BDO at a custodian, this is the line you’re using, “Vanguard has its own advice business, personal advisor, digital advisor, and a CEO who stated that his goal is that an advisor is in every investor’s pocket.” So now you have the custodian that’s holding your client’s assets also running one of the largest advice operations in the country. We’ve heard this concern in the past about Schwab or Fidelity where you have RA custody and then these firms have massive retail distribution networks. So certainly Vanguard, I think, will be in the same lane. (17:46): And if you look at a Pershing or an LPL or Raymond James, it’s a little bit different because they don’t have their own channels in the same way that Schwab or Fidelity do. So certainly if you’re BNY Mellon in particular, which is a straight B2B custodian, this is a clear point of differentiation for Vanguard, Altruist and certainly versus the other custodians. Next one is Vanguard has said that Altruist will remain a standalone business. The brand will stay intact, the management team, et cetera. But in fairness, every acquirer says versions of the same thing. The real test is let’s wait two years, three years and see how converging roles or similar roles across the firm start to converge into one, and over time will they more Altruist brand and human capital into one structure. (18:36): Right now we don’t know, but I’m always a bit skeptical with acquisitions that you have the honeymoon period, takes time for the deals to close, and then what happens a couple of years down the line? Either as there’s new executives in charge, there’s turnover, or just there’s certain synergies that can be had, and the best way to do it is by combining operations and the like. (18:56): The next risk, I think it might sound a little bit mundane, but it’s culture and speed. Vanguard based in Valley Forge, Pennsylvania, Altruist in LA, very different cultures. Altruist as a fintech company has been superfast to market, building, breaking things, innovating. And Vanguard, I think they’ve been extremely innovative on pricing, on product development, but I’ve never heard amazing reviews about Vanguard’s technology. So does this convergence of cultures create an issue? Does it create more bureaucracy for Altruist trying to build stuff? Is there a cultural mismatch when it comes to speed of market and innovation? And I think the last thing to keep in mind or to watch is the talent drainage at Altruist post-closing. Yes, I was a FinTech company and custodian offering equity, lots of upside for people that have taken this journey with them. Vanguard notoriously is the opposite. They don’t offer equity to anyone and they offer their employees high base salaries and you have a culture of longevity within the firm. (20:00): So after the lockup period is done for, or the earn out period is done for any Altruist equity owners and many of their employees, does that cause some talent drainage where folks want to go onto the next big thing, think what will happen to all the amazing SpaceX employees a year from now when their IPO lockups are done? Does that lead them to another opportunity? All these are questions I don’t know, but trying to play devil’s advocate. I think the biggest potential negative is just the Vanguard advice business as a competitor, a conflict to RIA custody. Let me give you a couple of predictions before we wrap here. I think Schwab and Fidelity will respond fast, whether it’s on the AI front or because the pressure is really on. I don’t know, maybe the $5 million referral minimum that Schwab just announced, maybe that sunsets after a period of time. I have no idea. (20:53): I’m also excited to see, we’ll call it the tech face off between Altruist and Robinhood. Robinhood acquired TradePMR, which is on the Wells Fargo First Clearing platform and is in the process of launching an RIA custodian themselves. So now you have, I think, two pretty incredible tech-forward custodians really trying to gain market share, so that will be fun to watch. Could there be a threat in the RIA platform space? So RIA platforms meaning RIAs, we call them supportive versions of independence, where advisors can plug into, they get technology, compliance, operations, et cetera, and still own their business. Given the end-to-end tech stack that Altruist boasts, and they’ve also been in development of their own corporate RIA, does that become that much more of a competitive feature that could possibly become a solution in and of itself that takes a dent out of these RIA platforms playbook? (21:45): I don’t know, but I think it’s possible. Altruist Hazel AI, does that push even well beyond custody? There’s a ton of AI and fintechs popping up around the industry. Hazel has certainly taken a lot of headlines and attention. With Vanguard behind it now, does that push the price lower? Does it help their distribution? Maybe you picture this, if you have a Vanguard-owned product sitting in the daily workflow of a competitor’s advisors, so let’s say you’re a Morgan Stanley, you’re a Schwab advisor, et cetera, do you now have a Vanguard-owned product in Hazel as part of your workflow or your fintech stack? Could be interesting. I will call a referral channel for Vanguard or Altruist, we’ll say within the next year or two. I think it would be crazy if that didn’t happen and that will be a massive disruptor. And finally, my prediction is more breakaways landing in Altruist. They’ve started to crack that door, but now with the powerful brand and reputation behind them, the sky’s probably the limit. (22:44): So in closing, a guy, Jason Wenk, started a company in 2018 in Los Angeles because he thought independent advisors deserve better software at a lower price. Eight years later, one of the most respected financial institutions in the world paid $4 billion for it, and the reason is he was right in that bet. There are always innovators showing up from outside the establishment, and every time one succeeds, advisors end up with more options and more leverage and more negotiating power than they had the year before. It’s a consistent theme across the industry. So nothing changes tomorrow, deals take time, deals have a way of falling apart, but if you’re evaluating custodians, thinking about independence for the first time, wondering whether your current partner is going to keep earning your business, today is a good day to reopen that question. And if you’re an advisor, I think cheer this on and be excited. (23:42): And as a industry participant, I am very excited to see how this deal takes hold and how this pushes the rest of the industry to innovate and continue to be better. So that’s it for today. Thank you for hearing my ramblings, and I’ll see you next time. Mindy Diamond (24:02): As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful because you take your professional responsibilities seriously and are dedicated to your clients, but are you living your best business life? Are your goals aligned with your firms or could a better option exist? Should I Stay Or Should I Go? Is a book written with you in mind. It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook.

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F5MLB - August 27 2026

Play Episode Listen Later Aug 27, 2026 5:11

God's Arm 4

Vidéo de Gabriel Attal à l'Assemblée nationale : "Ce n'est pas de la drogue, il vapotait"

pas arm nationale vrai radio france drogue gabriel attal attal

Play Episode Listen Later Aug 27, 2026 2:25

durée : 00:02:25 - Des vidéos vues des millions de fois sur les réseaux sociaux laissent entendre que Gabriel Attal a consommé de la drogue à l'Assemblée nationale. La députée à ses côtés se souvient qu'il s'est caché pour vapoter. - équipe : Armêl Balogog, La cellule Vrai ou faux Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

WW 998: Laptop Fort - Bill Gates Warns About the Dark Side of AI

Windows Weekly (MP3)

Play Episode Listen Later Aug 26, 2026 162:40

Microsoft tries to prove Windows on ARM is ready for prime time, but behind the PR push, unresolved questions about compatibility, branding, and a tepid market threaten to derail the company's ambitions. Also, PowerToys 0.101 is here with Windows Hopper and multiple improvements! Plus, Parallels Desktop 27 for Mac launches. Windows If a Week D falls in the woods and no one installs it, did a Week D really happen? Theory: This is the big one, with the three big changes Microsoft promised this year. Basically, this is Windows 11 version 26H2 Three new builds across Beta, Experimental, and Experimental (26H1) with a modernized AutoPlay experience and a new "Open apps maximized" accessibility feature Microsoft reminds business customers that Windows on Arm is terrific ahead of Nvidia RTX Spark launch Totally coincidental that this happened on the same day that Apple announced a new Mac Mini with M6 and M5 Pro and Mac Studio with M5 Ultra and M5 Max Microsoft 365 OneDrive for Mac gets native sync engine Proton Mail gets automatic and customizable category filtering AI/dev Bill Gates issues a strong warning on the dangers of AI. And you're not going to believe what number two is WSJ report echoes the complaints that Paul has been making for years. Again Adobe Firefly gets production-quality music, speech, and sound effect generation capabilities Apple Music will start labeling AI-generated music .NET Conf 2026 on track for November with .NET 11 XBOX and gaming XBOX testing long-awaited disc to digital entitlements The ASUS ROG XBOX Ally X20 is available now for $1299, or in a $2499 bundle Rumor: Microsoft prepping an Xbox Series X25 Limited Edition console for November Update: it's real. The XBOX 25th anniversary collection arrives November 13 Microsoft announces (third party) Designed for XBOX 25th Anniversary Collection of hardware peripherals IKEA has designed some XBOX-influenced furniture and it is amazing Rockstar Games weighs in on leaks as GTA VI reveal arrives (tomorrow) Commodore announces Alien Breed 35th Anniversary Collection for PC, consoles NVIDIA brings GeForce Now to Firefox Tips and picks Tip of the week: Expose yourself to other points of view App pick of the week: PowerToys RunAs Radio this week: Security Features of PowerShell 7 with Mike O'Neill Brown liquor pick of the week: SpiceBox Spiced Whisky Hosts: Leo Laporte, Paul Thurrott, and Richard Campbell Download or subscribe to Windows Weekly at https://twit.tv/shows/windows-weekly Check out Paul's blog at thurrott.com The Windows Weekly theme music is courtesy of Carl Franklin. Join Club TWiT for Ad-Free Podcasts! Support what you love and get ad-free audio and video feeds, a members-only Discord, and exclusive content. Join today: https://twit.tv/clubtwit Sponsor: canary.tools/twit - use code: TWIT

#493 CalVer and LTS

Python Bytes

Play Episode Listen Later Aug 26, 2026 41:11 Transcription Available

Topics covered in this episode: Web UIs for your reverse proxy Wagtail 8.0 is hot off the presses RISC-V is now officially supported by CPython Django's annual releases make every version an LTS Extras Joke Watch on YouTube About the show Sponsored by Logfire from Pydantic: pythonbytes.fm/logfire Connect with the hosts Michael: Mastodon / BlueSky / X / LinkedIn Calvin: Mastodon / BlueSky / X / LinkedIn Show: Mastodon / BlueSky / X Join us on YouTube at pythonbytes.fm/live to be part of the audience. Usually Tuesday at 7am PT. Older video versions available there too. Finally, if you want an artisanal, hand-crafted digest of every week of the show notes in email form? Add your name and email to our friends of the show list, we'll never share it. Michael #1: Web UIs for your reverse proxy Traefik, nginx, and Caddy all sit in front of a lot of self-hosted infrastructure, and all three are configured by hand-editing files. Three active projects put a control plane on top: Traefik Manager (Python + Flask), Nginx UI (Go + Vue), and caddy/ui (React + Node). All three are additive rather than replacements - none of them take ownership of your config away from you - which is the part that matters when the thing has write access to production routing. Traefik Manager is the Python one: Flask 3.1 and Gunicorn for the control plane, a lightweight Go agent for remote instances, currently v1.10.0 with an Android companion app. Nginx UI is a single Go binary at 11.3k stars, with a block-style config editor, an Ace editor doing LLM completion on nginx syntax, and an MCP server so agents can drive it. caddy/ui runs as two containers next to your existing Caddy, reads and writes your Caddyfile directly, and uses Caddy's /adapt API to validate before reload - no Docker socket required. Each one edits the config the underlying server already reads, so your files stay the source of truth and you can drop the UI without unwinding anything. Undo is a first-class feature across all three - timestamped backups with optional Git history, config version compare and restore, Caddyfile snapshots with one-click rollback. Observability is where they diverge: Traefik Manager does CrowdSec and a visual route map, Nginx UI does server metrics, caddy/ui streams access logs over SSE and pulls p50/p95/p99 off Caddy's Prometheus endpoint. Maturity spread is wide - Nginx UI has 11.3k stars, caddy/ui has 4 and was built in a single Claude session - and caddy/ui ships with auth off by default, so set CADDY_UI_USER and JWT_SECRET before it goes anywhere near a public interface. Calvin #2: Wagtail 8.0 is hot off the presses Link: https://github.com/wagtail/wagtail/releases/tag/v8.0 Custom base page models are now supported, so projects aren't locked into subclassing Wagtail's Page as shipped (Matt Westcott). New v3 REST API handles both read and write CMS operations, a first for Wagtail's API. A global registry for permission policies, plus full customizability for the remaining page views via PageViewSet. AVIF and WebP images are no longer auto-converted to PNG by default, a real behavior change to watch on upgrade. Five security fixes: page admin API restrictions, document identification by SHA1 hash, descendant collections in the Documents/Images API, snippet copy permissions, and the page translation endpoint. Formalized Django 6.1 support, and CI now runs on uv with a lockfile. Sponsor: Logfire from Pydantic Your AI agent failed at 2am. Was it the model? A tool call? The database? Most observability tools can't tell you, because they only see part of your stack. Pydantic Logfire sees all of it. One trace across your agents, LLMs, APIs, and database. Down to the infrastructure: services, Kubernetes, and hosts. It's built on OpenTelemetry, with SDKs for Python, TypeScript, and Rust, and it works with any OTel-compatible language. Every prompt, token count, and cost, right next to your vector searches and API calls. You query everything with Postgres-compatible SQL. And so can your coding agent, through the Logfire MCP server. Stop guessing. Read the trace. Pydantic Logfire. AI, it's still just engineering. Visit pythonbytes.fm/logfire today and sign up today. Get 10M records free every month, no card required. You can even click “Onboard with your coding agent” to copy a prompt to have claude or codex integrate Logfire into your app. Thanks to Pydantic for supporting the show. Calvin #3: RISC-V is now officially supported by CPython Link: https://blog.python.org/2026/08/riscv-now-officially-supported/ CPython added RISC-V as a tier 3 platform under PEP 11, specifically the 64-bit Linux target riscv64-unknown-linux-gnu. RISC-V is an open ISA anyone can implement, unlike x86 and ARM, and its market is projected to quadruple by 2032. The RISE Project donated real RISC-V machines for buildbots; the author's work was funded by a Sovereign Tech Agency fellowship. What changes: the port is now a maintained compatibility target, so CPython changes are less likely to quietly break it. What doesn't: no python.org installers, no binary wheel parity for native extensions. Next up: RISC-V runners in CPython CI for pre-merge feedback, then a push toward tier 2, plus architecture-specific optimizations. The ask is testing. If you have RISC-V hardware, build CPython, run your test suite, file what breaks. Tier 3 is the weakest support tier. PEP 11 tier 3 requires a core developer contact and a buildbot, but failures on tier 3 platforms explicitly do not block a release. Saying "ongoing CI/testing expectations" oversells it. The honest bit is "someone is now on the hook for it, and breakage gets noticed," not "it's guaranteed working." Worth the caveat that this is Linux SBCs, not microcontrollers. A VisionFive 2 counts, an ESP32-C6 or Pico 2 does not. Those are 32-bit non-Linux parts where MicroPython is still the answer. Michael #4: Django's annual releases make every version an LTS Starting with Django 2028, Django will move to one January feature release per year, adopt calendar-based version numbers, and support every release for three years. The old distinction between standard and LTS releases disappears, giving teams a predictable annual upgrade path that aligns more closely with Python's own release and support cadence. Every Django release becomes the safe, long-supported choice, so teams no longer need to wait for a specially designated LTS version or absorb two years of changes at once. Each release gets one year of mainstream bug fixes followed by two years of security and data-loss fixes. New releases support the three latest Python versions and add the next Python release during their first year. Calendar versioning begins with Django 2028, followed by Django 2029 and so on. Three Django versions will be supported at any time, giving third-party packages a clearer rolling target. Nothing changes before 2028, and existing commitments for Django 5.2 LTS and 6.2 LTS remain in place. Extras Calvin: The Python docs now document the time complexity of built-in types https://docs.python.org/3.16/library/time-complexity.html Thinking in Python - Bruce Eckel's free book https://thinkinginpython.com/ Michael: prune_uv_pythons.py - Prune uv-managed Python installs, keeping only the newest patch per minor version Runs automatically in my system “upgrade” script: upgrade-output-2026.png Started using Ollama cloud models for my Hermes assistant. Thanks to Jeff Triplett I learned they are not just local models. Joke: The Tao of Programming - Book Seven: Corporate Wisdom

ai science education news web software android tier developers older programming maturity calendar arm rust api open source python ui data science linux apis prometheus cms hermes llm pico pep cloud computing django ide sql onboard docker git kubernetes png undo sdks caddy software developers mcp web development prune typescript observability flask sse postgres rest apis lts risc v webp otel crowdsec pycharm micropython rise project cpython sha1 wagtail python3

God's Arm 3

All TWiT.tv Shows (Video LO)

Windows Weekly 998: Laptop Fort

Play Episode Listen Later Aug 26, 2026 162:40 Transcription Available

La Banque centrale européenne peut-elle racheter la dette publique française, comme l'affirme La France insoumise ?

Play Episode Listen Later Aug 26, 2026 2:31

durée : 00:02:31 - La députée LFI Mathilde Panot affirme que la BCE peut mettre au frigo la dette publique de l'État français. Elle se réfère à "un achat massif de titres de dettes publiques lors du Covid". - équipe : Armêl Balogog, La cellule Vrai ou faux Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

covid-19 france comme arm europ peut dette bce aise vrai radio france enne publique banque centrale la banque la france insoumise banque centrale peut-elle insoumise

F5MLB - August 25 2026

Play Episode Listen Later Aug 25, 2026 5:02

God's Arm 2

Augmenter les salaires en taxant les plus gros héritages, la proposition de Raphaël Glucksmann est-elle réaliste ?

arm rapha proposition gros vrai radio france augmenter salaires aliste glucksmann est-elle place publique

Play Episode Listen Later Aug 25, 2026 2:24

durée : 00:02:24 - Le candidat Place Publique à la présidentielle de 2027 espère pouvoir récupérer 15 milliards d'euros en taxant 1% des plus gros héritages. La projection paraît optimiste, selon certains économistes. - équipe : Armêl Balogog, La cellule Vrai ou faux Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

Will Aggreko's US IPO Signal Power Market Demand

GREY Journal Daily News Podcast

Play Episode Listen Later Aug 25, 2026 1:07

Bloomberg reported that UK-based Aggreko filed for a US initial public offering, positioning the rental power provider for American public investors. Aggreko supplies mobile generators, battery systems, and temperature control equipment to utilities, data centers, industrial sites, and events. The company has been owned by TDR Capital and I Squared Capital since a 2021 take-private valued at about £2.3 billion. A US listing aligns Aggreko with peers such as United Rentals and Herc Holdings and reflects a broader shift of UK companies toward US exchanges, including Arm and CRH in 2023. Demand drivers include data center expansion, grid constraints, extreme weather, and emergency response. Investors will evaluate emissions compliance costs, supply chain constraints, utilization trends, and potential use of IPO proceeds for debt reduction and growth capex.Learn more on this news by visiting us at: https://greyjournal.net/news/ Hosted on Acast. See acast.com/privacy for more information.

american uk investors acast bloomberg signal ipo arm market demand crh united rentals us ipo aggreko

F5MLB - August 24 2026

Play Episode Listen Later Aug 24, 2026 5:01

God's Arm 1

Attention aux sites qui affirment qu'il est possible de savoir dans quelle classe est votre enfant avant la rentrée scolaire

Der Tag - Deutschlandfunk

Play Episode Listen Later Aug 24, 2026 2:29

durée : 00:02:29 - Plusieurs sites promettent de révéler, avant la rentrée, quelle classe votre enfant va intégrer. Il s'agit de sites frauduleux. - équipe : Armêl Balogog, La cellule Vrai ou faux Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

attention dans quelle arm avant sites votre savoir aux plusieurs enfant rentr classe vrai radio france scolaire

British AI Chip Founder Becomes Europe's Youngest Self-Made Billionaire

Forbes Daily Briefing

Play Episode Listen Later Aug 23, 2026 6:53

In 2017, James Dacombe dropped out of high school to found brain monitoring startup CoMind. Four years later, he took a Thiel Fellowship to skip college and build his first startup. Now the 25-year-old is Europe's youngest self-made billionaire thanks to his two-year-old chipmaking company Olix, as well as an undisclosed stake in CoMind—which he still runs separately. Founded in 2024, Dacombe's London-based Olix tripled its valuation in six months to $3.3 billion in early August, after raising $312 million from investors including NYC-based investment firm Fundomo, Nasdaq-listed chip designer Arm, American quant fund Hudson River Trading and Netflix cofounder Reed Hastings. The UK government's Sovereign AI fund also backed Olix in the round. The new round pushes Dacombe, who owns an estimated 30% of the company, into the three comma club. He also has a 12% stake in CoMind, which raised $102.5 million in August 2025 but did not disclose its valuation. Olix and CoMind did not respond to Forbes' request for comment. Dacombe is one of eleven self-made billionaires in the world who have yet to turn 30 and one of just four from outside the U.S. By Alicia Park, Reporter and Iain Martin, Forbes Staff Learn more about your ad choices. Visit megaphone.fm/adchoices

american netflix founders new york city europe uk british forbes chip founded billionaires arm nasdaq youngest self made reed hastings thiel fellowship olix

Fou d'histoire : Ariane Ascaride, histoires de luttes et de résistance

Le Cours de l'histoire

Play Episode Listen Later Aug 22, 2026 52:17

durée : 00:52:17 - Le Cours de l'histoire - par : Xavier Mauduit - Au cinéma comme au théâtre, Ariane Ascaride incarne des personnages qui portent des histoires sociales et politiques. De l'Italie à Marseille, la comédienne aborde les trajectoires migratoires, les luttes sociales ou encore le génocide des Arméniens, et donne voix à Gisèle Halimi. - équipe : Maïwenn Guiziou, Thomas Beau, Laurence Millet, Jeanne Delecroix, Jeanne Coppey, Raphaël Laloum, Chloé Rouillon, Sidonie Lebot, Luce Mourand Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

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Russische Soldaten - Sie kommen nach Hause – und die Gewalt bringen sie mit

Play Episode Listen Later Aug 21, 2026 33:18

Sie haben getötet und selbst in Angst gelebt. Söldner, die das überleben, bleiben auch danach gewalttätig. Der russische Staat schaut weg. Was läuft in der Ukraine anders? Und: Ist Trump der verlängerte Arm der Kryptoindustrie? Thielko Grieß

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PGR pede ao STF que caso Lulinha vá para 1ª Instância

3 em 1

Play Episode Listen Later Aug 21, 2026 121:52

No 3 em 1 desta quinta-feira (20), o destaque foi a Procuradoria Geral da República que solicitou na manhã desta quinta feira (20), que o Supremo Tribunal Federal encaminhe o caso envolvendo o filho do atual presidente Lula (PT), Fábio Luís Lula da Silva, o Lulinha, para a primeira instância. A alegação da Procuradoria é de que Lulinha não possui foro privilegiado. Reportagem: André Anelli. O atual presidente Lula (PT) se encontrou com Marco Aurélio Carvalho, advogado do seu filho Fábio Luís Lula da Silva, o Lulinha, e coordenador em São Paulo da campanha à reeleição do presidente. Na conversa, que foi marcada para discutir a campanha de Lula, Carvalho criticou o vazamento de informações sobre a investigação contra Lulinha. Reportagem: André Anelli. O senador e candidato à Presidência Flávio Bolsonaro (PL) afirmou que já prestou as contas sobre o caso envolvendo o filme sobre o ex-presidente Jair Bolsonaro (PL), Dark Horse. Flávio chamou a situação de “página virada”, e voltou a criticar o atual presidente Lula (PT) sobre a suposta relação do seu filho Fábio Luís Lula da Silva, o Lulinha, com o roubo do INSS. O presidente dos Estados Unidos Donald Trump anunciou uma guerra econômica contra o Irã. O presidente americano também garantiu punição para os países que mantiveram relações comerciais com o país ou que ajudaram a economia iraniana. Reportagem: Eliseu Caetano. O Tribunal Superior Eleitoral determinou que Pablo Marçal (PTRB) seja impedido de usar fundos eleitorais e de ir a debates. O órgão ainda vai analisar o registro da candidatura para decidir se o candidato está apto à concorrer ao Palácio do Planalto frente à condição de inelegibilidade. Reportagem: André Anelli. O atual presidente Lula (PT) irá iniciar sua campanha à reeleição no estado do Nordeste na capital do Rio Grande do Norte, Natal. A campanha prioriza o estado frente ao risco de derrota, uma vez que o candidato do PT ao governo do Rio Grande do Norte não vem apresentando bom desempenho na corrida pelo Palácio de Despachos da Lagoa Nova. Reportagem: Beatriz Souza. O Presidente do Senado Davi Alcolumbre (União) deu início à tramitação da PEC que propõe o fim da escala de trabalho 6x1. A expectativa é de que o texto seja votado na semana de esforço concentrado que inicia em 31 de agosto e vai até 04 de setembro. Reportagem: Beatriz Souza. O candidato à Presidência Ronaldo Caiado (PSD) defendeu a criação de uma lei que obrigue todos os candidatos à participar dos debates eleitorais. Caiado ainda afirmou que quem falta aos debates “tem muito o que esconder”. Reportagem: Misael Mainetti. O ministro da Fazenda Dário Durigan deve se encontrar com os economistas Armínio Fraga e Pedro Malan, que integraram o governo FHC. Os economistas afirmaram que foram a favor da vitória de Lula (PT) em 2022,mas que agora têm críticas quanto à política econômica aplicada pela gestão. Reportagem: Matheus Dias. A prefeita do município da cidade de Frei Gaspar, no estado de Minas Gerais, Jackeliny Pereira do Nascimento do PT, declarou apoio à Cleitinho Azevedo (Republicanos) na corrida pelo Palácio Tiradentes. A situação ganhou notoriedade, principalmente porque o candidato do PT ao governo mineiro é Patrus Ananias. A prefeita recebeu uma advertência do diretório estadual do PT. Reportagem: Rodrigo Costa. O Ministério Público Federal do Distrito Federal entrou com um pedido de impugnação da candidatura de José Roberto Arruda (PST) ao governo do DF. Arruda está inelegível até o ano de 2030, após sete ações condenatórias por atos de corrupção e improbidade administrativa. Reportagem: Beatriz Souza. Tudo isso e muito mais você acompanha no 3 em 1. Learn more about your ad choices. Visit megaphone.fm/adchoices

Les femmes athlètes sont-elles filmées différemment à la télévision française à cause de l'islam ?

GREY Journal Daily News Podcast

Play Episode Listen Later Aug 21, 2026 2:36

durée : 00:02:36 - Des internautes regrettent le nouveau cadrage des athlètes féminines lors des compétitions, certaines parties de leur corps sont moins montrées. Aucun lien avec l'Islam, ce sont des recommandations de l'Association européenne d'athlétisme. - équipe : Armêl Balogog, La cellule Vrai ou faux Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

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Can Nvidia's Talks With Rebellions Reshape AI Chip Strategy?

Play Episode Listen Later Aug 21, 2026 1:10

Yahoo Finance reported that Nvidia is in talks with South Korean AI chip startup Rebellions about a potential deal, with no terms disclosed. Nvidia, led by CEO Jensen Huang, seeks to extend its platform reach as startups look for distribution, software compatibility, and market access. A partnership could take the form of a minority investment, joint development, or distribution, with developer tooling and CUDA integration central to adoption. Supply considerations and local support in South Korea could influence delivery timelines and procurement. Competitive pressure from AMD, Intel, cloud providers' custom silicon, and local players like FuriosaAI provides context. Regulatory reviews, shaped by precedents such as Mellanox's approval and Arm's failed sale, may affect scope and timing. Founders should prepare for heterogeneous AI fleets, multi-chip support, and co-selling requirements in enterprise sales.Learn more on this news by visiting us at: https://greyjournal.net/news/ Hosted on Acast. See acast.com/privacy for more information.

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Bonus Giggly Hotline: cats, chaos, and hosting disasters

Giggly Squad

Play Episode Listen Later Aug 20, 2026 15:00

The Gigglers called in this week to share their craziest kitty faux paws while hosting. This bonus episode is brought to you by Arm & Hammer Cat Litter. When you're hosting with cats, a little chaos is inevitable. Arm & Hammer helps cat owners stay confident their home is always Guest Ready, even when things don't go exactly as planned. Shop on Amazon or Walmart and upgrade your litter experience. #ArmandHammerPartner Hosted on Acast. See acast.com/privacy for more information.

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Growth Without Compromise: Building Around the Advisor Experience

Mindy Diamond on Independence: A Podcast for Financial Advisors Considering Change

Play Episode Listen Later Aug 20, 2026 53:56

Shannon Spotswood – CEO, RFG Advisory Choosing a platform isn't just about technology or economics. It's about finding a partner that helps you build the business you actually want to own. Shannon Spotswood explains why growth without compromise starts with choosing the right partner. In Summary What should advisors really look for in a platform partner? Jason Diamond sits down with Shannon Spotswood, CEO of RFG Advisory, to discuss why the best platforms do more than provide technology and operational support—they help advisors build stronger businesses. Shannon shares lessons from helping grow RFG into one of the industry's leading supportive independence firms, covering everything from private equity partnerships and advisor experience to enterprise value, branding, and overcoming the fear that keeps many advisors from pursuing the business they truly want. The Storyline Most advisors evaluating independence compare technology, payouts, and service offerings. Shannon Spotswood believes they're asking the wrong first question. After spending two decades in institutional investing and later helping to rebuild RFG Advisory from the ground up, Shannon has developed a philosophy centered on partnership. She argues that the best platforms function less like vendors and more like long-term business partners, helping advisors spend more time with clients, build enterprise value, and create businesses aligned with their vision rather than forcing compromises. Jason and Shannon discuss what meaningful support actually looks like, why the right private equity partner can accelerate growth rather than restrict it, and why advisors should demand evidence – not marketing promises – when evaluating a platform. The conversation also explores one of the industry's biggest obstacles to change: fear. Shannon explains why outdated assumptions about transitioning firms continue to prevent advisors from building businesses they enjoy, even though data suggests the experience is often far less disruptive than many believe. Ultimately, the discussion reframes independence itself—not as the destination, but as the beginning of choosing the right long-term partners. Topics Covered Evaluating advisor platforms as long-term business partners Building an independent business without compromise Enterprise value and organic growth Private equity as a strategic growth partner Advisor experience and client experience Branding and authenticity in wealth management Overcoming fear and transition myths Technology, outsourcing, and operational leverage Leadership, succession, and organizational growth The future of supportive independence > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why should advisors think of a platform as a business partner? (10:00) Shannon explains why technology and service alone aren't enough—and why the right partner should help advisors build the business they ultimately want to own. What does “growth without compromise” actually mean? (10:00–17:30) RFG's philosophy centers on helping advisors focus on their highest-value work while surrounding them with integrated support designed to drive enterprise value. Can private equity make a firm better? (25:00) Rather than debating whether private equity is good or bad, Shannon explains why success depends on choosing a partner whose values and long-term vision align with yours. How should advisors evaluate competing platforms? (43:00) Her advice is simple: don't rely on marketing. Speak with advisors already using the platform and ask firms to demonstrate – not simply promise – how they solve problems. Why does fear keep so many advisors from making a change? (48:30) Shannon discusses the “PTSD” many advisors carry from outdated transition stories and why today's reality often looks very different. What does the future of advisor platforms look like? (34:00–42:00) The conversation explores advisor demand for greater personalization, stronger brands, AI-enabled efficiency, and partners that help advisors grow without sacrificing independence. Key Takeaways The best advisor platforms function as long-term strategic partners—not simply service providers. Enterprise value grows when advisors spend more time serving clients and less time managing operations. Private equity can be highly beneficial when partners share a common vision and respect management autonomy. Advisors should evaluate firms based on demonstrated execution rather than marketing claims. Fear remains one of the biggest barriers to advisor movement despite significant improvements in transition support. Authentic branding and deeper client relationships will become increasingly important as AI reshapes wealth management. https://youtu.be/jaSt3-mO0so Quotable Moments “The right partners make you better. The wrong ones can quietly hold you back.” “Don't tell me. Show me.” “Everything you want is on the other side of fear.” “Your team deserves to be happy. You deserve to be happy.” FAQs What should advisors look for when evaluating an advisor platform? Shannon believes advisors should look beyond technology and economics and evaluate whether a platform acts like a true long-term business partner that helps them grow and build enterprise value. How does RFG define “growth without compromise”? By providing integrated support – from technology and compliance to marketing and coaching – that allows advisors to spend more time with clients while maintaining control of their businesses. Is private equity always good or bad for advisor firms? No. Shannon argues that success depends less on private equity itself and more on choosing partners who share the firm's long-term vision and values. Why do advisors hesitate to make a move? Fear and outdated perceptions about transitions still influence decision-making, even though today's transition experience is often much smoother than advisors expect. How should advisors compare competing platforms? Talk directly with affiliated advisors, ask for measurable evidence of results, and focus on how a platform responds to advisor feedback rather than marketing claims. How is AI changing advisor businesses? AI should enhance – not replace – the advisor relationship by creating operational efficiencies that allow advisors to spend more time delivering personalized advice. Shannon believes advisors should look beyond technology and economics and evaluate whether a platform acts like a true long-term business partner that helps them grow and build enterprise value. By providing integrated support – from technology and compliance to marketing and coaching – that allows advisors to spend more time with clients while maintaining control of their businesses. No. Shannon argues that success depends less on private equity itself and more on choosing partners who share the firm's long-term vision and values. Fear and outdated perceptions about transitions still influence decision-making, even though today's transition experience is often much smoother than advisors expect. Talk directly with affiliated advisors, ask for measurable evidence of results, and focus on how a platform responds to advisor feedback rather than marketing claims. AI should enhance – not replace – the advisor relationship by creating operational efficiencies that allow advisors to spend more time delivering personalized advice. Related Resources How to Evaluate a Firm Beyond the Obvious: A Framework for Advisors Why You Should Stay at Your Current Firm Shannon SpotswoodCEO Shannon Spotswood is a 25+ year industry veteran with a tremendous amount of experience across both retail and institutional finance and an outstanding reputation built on her passionate leadership and ongoing success in investment banking, hedge fund portfolio management, business development and retail wealth management. Joining RFG in 2015, Shannon recognized the opportunity to channel her entrepreneurial experience and passion for service into leading a mission to create an Advisor-focused RIA of the Future delivering a supported independence platform that empowers Financial Advisors to build the businesses they want to have, without compromise. Shannon's career has been characterized by her determination to build something bigger than herself. Having fallen in love with finance at only age 14, she was focused on making an impact in a male-dominated industry. After graduating from college, Shannon spent 20 years in San Francisco working in institutional finance. She began her career in investment banking and eventually achieved her dream job as a Portfolio Manager of a long- short equity fund at Symphony Asset Management. The company was acquired by Nuveen in 2001. After a decade at that firm and now a mother of 3 young children, Shannon turned her entrepreneurial passion in a new direction with a drastic pivot to start a luxury children's clothing brand, Busy Bees. Taking her years of experience in qualitative analysis of retail companies, Shannon and her business partner built the brand from the ground up, ushering its' growth from a garage to “Gwyneth Paltrow's Goop” over the course of a few years. Shannon and her family made the decision to move from the Bay Area to Birmingham, Alabama to be closer to family. And shortly after, the call to return to her first love, finance, grew to great to ignore. In 2015, Shannon joined RFG Advisory as President, leading RFG as the firm has grown from $1.8B to over $5B. In July of 2024, Shannon was named CEO of RFG Advisory and currently serves in that role. 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… Growth Without Compromise: Building Around the Advisor Experience A conversation with Jason Diamond and Shannon Spotswood, CEO of RFG Advisory. Jason Diamond: Welcome to the latest episode of our podcast series for Financial Advisors. Today’s episode is Growth Without Compromise: Building Around the Advisor Experience. It’s a conversation with Shannon Spotswood, the CEO of RFG Advisory. I’m Jason Diamond, and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: The right partners make you better. The wrong ones can quietly hold you back. Most conversations about independence focus on platforms as providers of technology, service, or infrastructure. Shannon Spotswood sees them differently. She believes advisors should evaluate a platform the same way they’d evaluate any long-term business partner, by asking whether it will help them build the kind of firm they ultimately want to own. That’s exactly what we explore in this episode. Shannon is the CEO of RFG Advisory, a firm that has grown from a startup into one of the industry’s leading supportive independence platforms. Along the way, she’s developed a unique perspective on what advisors should be looking for beyond economics and technology, and why the right partner can accelerate growth, strengthen culture, and help create a business that’s built to last. It’s a conversation that goes well beyond advisor platforms. We explore why Shannon believes so strongly in growth without compromise, what private equity can look like when the partnership is aligned, why firms shouldn’t try to be everything to everyone, and how advisors can separate marketing promises from meaningful support. We also spend time on a topic that comes up in nearly every transition conversation my team has with advisors, fear. Shannon shares her perspective on why outdated assumptions about making a move continue to hold advisors back and why asking better questions and demanding evidence instead of promises can fundamentally change the way advisors evaluate every opportunity in front of them. Whether you’re considering independence, evaluating your current platform, or simply thinking about what comes next for your business, I think you’ll find Shannon’s perspective both practical and though-provoking, especially the sage advice in her words, “Don’t tell me, show me.” There’s a lot to take away from this conversation, so let’s get to it. Shannon, thanks so much for joining me. Thrilled to have you here. Shannon Spotswood: It’s excellent to be here. I’m really looking forward to it. Jason Diamond: Me too. Let’s dive right in. I want to start with your background. You spent 20 years in San Fran as an investment banker, then as a portfolio manager at Symphony Asset Management before even touching the world of wealth management. So what made you walk away from, we’ll call it the institutional world and enter the world of wealth management? Shannon Spotswood: It’s a little bit of a circuitous story, but I’m going to take us on the short route. I fell in love with Wall Street as a teenager, so I knew I wanted to work on Wall Street. My dream job was actually the time that I spent at Symphony Asset Management. I was a hedge fund manager for them for six years running a long/short equity fund. I then had three children in three and a half years. The firm was acquired by Nuveen Investments, and we grew very large, and I was on this really interesting trajectory within the institutional investment management world. And somewhat of the unexpected happened to me in 2010, we’d come through the financial crisis. I looked around the room, I had these three young children, and having loved finance since a very early age, I couldn’t crawl on an airplane anymore. I fell out of love with what was honestly my first love. And I made a pretty radical pivot. I left Symphony, the tallest building at the time in San Francisco, and I partnered with a woman, and we built a luxury children’s clothing company for the next three years. So about as radical of a move as you can make, a $30 billion firm, big team, a tremendous growth ahead of us to upside down boxes of infant cashmere in a garage that flooded when it rained. So I had my startup in a garage moment. And while I was running the children’s clothing company, my husband and I took a big leap of faith and decided to move from San Francisco to Birmingham, Alabama to get closer to family, to raise our kids in the South, and just manifest the life that we wanted. In the third year of running the kids’ clothing business, we checked every box of our initial business plan, and I turned to my business partner and I was like, “Now what? Should we raise capital? Should we open stores? Should we diversify manufacturing?” And we realized this beautiful little luxury brand that we had created was exactly what it needed to be. And so we restructured the company and I punched out of that. And I spent, really for the first time in my life, about five months in deep contemplation. What was the first hedge fund that I was a part of in San Francisco, my tour of duty through investment banking as an analyst associate and helping them start an M&A group. This incredible decade that I’d spent at Symphony, and then this wild out of left field moment of building a luxury children’s clothing brand. And it had such an epiphany, Jason. And it was this, that I was on the ground floor of all of those businesses. And my aha moment was, oh my gosh, I’m a builder. What I love more than anything is sitting at the intersection of talent and opportunity and what I think is truly one of life’s greatest gifts, and certainly I think the most fun way to live your professional life, which is building something. So I put my resume together and I titled… It wasn’t even really a job search. It was more, I was new to Birmingham. I wondered if there was anything I could be of service in being a part of building something. So I put that resume together and I titled it Seeking the Intangible. And I was looking for that opportunity of talent and building something bigger than myself. And it was through some networking with my across the street neighbor who went on to become a board member of RFG who thought all I did was sell his wife incredibly expensive clothing who networked me to Bobby White, who’s the founder of RFG. And in the first 10 minutes of my conversation with Bobby, and I’ll tell you, both of us went into that meeting thinking it was going to be a filler meeting. He was doing a favor for a friend, and I had seen a little bit of the wealth management industry after Nuveen had acquired Symphony and was like, “That’s not really my bag. My jam is more on the institutional side of things.” And 10 minutes into our very first meeting, we both canceled the rest of our day, and we spent the next two and a half hours in his office having a conversation that really started with what if. What if we took RFG, which had been founded in 2003, and at the time was an OSJ with LPL, what if we took that business and we tore it all the way down to the ground? And we rebuilt it from the ground floor up to be a platform that is designed, that is intentionally engineered, to serve independent advisors? What would it look like to be a client experience company first, a technology company second, and a corporate RIA third? And I’ll tell you, walking out of that meeting, I was like, “This is it. This is it. This is the intangible. This is an opportunity to really build something very special.” And that’s how I found myself sitting in this talking to you today. Jason Diamond: Wow. So there’s a lot to unpack there. Thank you for sharing. And you shared it with a degree of vulnerability that I personally, I have a two-year-old and a three-week-old as of this recording. So it resonates with me. I think it resonates with a lot of advisors, people in our, and honestly, probably most industries, the constant pull in multiple different directions. And I love what you called it, seeking the intangible. And it sounds like you didn’t go in with any preconceived notion about… Many of our guests, by the way, that is the case. They walk in saying, “I knew since I was two years old I wanted to be in wealth management. I wanted to help be a steward of client…” And I love that your circuitous route took you a different direction. I want to talk more about the firm, and we’ll dive in on some of these elements of your background also. But before we do, you mentioned a little bit of, at a high level, what RFG is. Give me a little more context, types of advisors you serve, types of clients you serve. And if you don’t mind, provide some stats around size as well. Shannon Spotswood: Absolutely. So we are on a mission to help independent advisors build their business without compromise by driving organic growth to create enterprise value. And I share that because in our mission statement is the passion that links us all together, which is helping independent advisors build what they want to envision for their clients, what they believe is the best representation of their vision and their values. So we are a platform, a full turnkey platform for independent advisors. We talk about our services as a flywheel. There’s a very intentional interdependency from technology to marketing to compliance to talent to investment management to coaching, operations, transition services, and capital solutions. All of it is knit together very thoughtfully in order to be able to deliver to the advisors on our promise to help them operationalize and professionalize their business, to serve their clients and to generate that organic growth, which is what translates into enterprise value. What is so cool about the RFG advisor community, and I think is really the thread that binds between our teams and our advisors team is this servant heart growth mindset that you find it in every nook and cranny of RFG and certainly within all of our advisor partners. So the advisor profile for us, we do tend to skew a little bit younger. Average age is 45 years old. Organic growth across all of our advisors is north of 10%. So we’re very focused and leaned in on growth. We do have advisors that are lifestyle. We talk about them as lifestyle scaling and enterprise, and they run all along that growth at growth spectrum, depending on what do they want to build in their lives, what is going to help them really realize their dreams? And we’ll talk about this a little bit and just the growth of the firm and what we’ve been building, but we are at $9 billion. So it’s been a big run in 2026, as I say, 10 years of pre-game warmup to be able to really talk about that level of growth. So just knocking on the door of $10 billion and truly, Jason, I can tell you, I feel like we’re just getting started. I feel like we are just at the beginning of the J-curve as advisors are really realizing that their most valuable asset is their time and the amount of enterprise value that they can create being independent. There’s a lot of different flavors of that. We’ve got some incredibly well-capitalized and very strong competitors, but the collective awareness around this bull market for advice that we’re sitting at the very beginning of is shining such a bright light on what does it mean to be independent? What does it mean to be really supported by a partner who’s all in to help them win? And that’s where we find ourselves. And by design, that’s where we find ourselves. Jason Diamond: Yeah, and it’s an exciting time. I completely agree. The space, the vertical you’re in, probably as much or more than any other pocket of the industry. You took the words out of my mouth, the J-curve. I completely agree with the story you’re telling. There’s one component of your background that I do want to ask about, which is many RIAs, platforms, and the like, the leadership team is intentionally ex-advisors in their own right. So I’m curious, do you think of it as a benefit or maybe to what degree is it not a benefit that you have never been an advisor and served clients? I do love the idea that you’re a business builder and you’re helping advisors to build a business. That’s not lost on me, but I’m curious specifically about never having been an advisor. Shannon Spotswood: I think it is so critical that we were advisor-founded. What we like to say is we’re advisor-founded and professionally-led. Bobby founded the firm in 2003. We partnered in 2015. Our third partner, Rick Wedell, who’s our chief investment officer, managing partner, joined in 2016. So the three of us really co-founded the version of RFG that is- Jason Diamond: The right version. Shannon Spotswood: … expressed in the market today. But you’re a hundred percent right to double click on this. And I think it is such an important area for reflection for advisors in terms of where are their greatest skills? Where does their passion lie? And what are they interested in building? That very first day that I met Bobby, his telling of the story is he looked at my resume the morning that we were meant to meet, and he is like, “Well, why would I hire her? She could do my job.” And he often talked about that where you get to this point as an advisor where the business is scaling and growing. And we certainly are seeing this in a lot of the larger teams that we’re talking to and the relationships that we’re beginning to build within the pipeline of these advisors who were attracted to the industry because they wanted to serve clients and find themselves as accidental CEOs, COOs, their chief cook and bottle washer to advisor to all of these C-suite titles. And it’s not amplifying their natural skillset and it’s not aligned with what is actually their passion for the business. So I give a tremendous amount of credit to Bobby for recognizing more than 10 years ago really what it would take and how he could align team around him and build partnerships around him to be able to maximize the impact that we can have for advisors. So that north star of keeping advisors front and center is truly our, it is woven into our DNA and it is our north star. So we are a client experience company by design. We talk about it all the time, whether it’s how we’re building our team, how we’re thinking about investing in technology, how we’re soliciting feedback for advisors. I always say one of our greatest strengths as an organization is we’re active listeners and then we actually execute on it. Our best ideas come from our advisors, but you’ve got to have that posture as a firm that everything you do is orienting around how do we help advisors operationalize, professionalize, drive organic growth, and create enterprise value? And you can’t do it sometimes. You’re either all in, chips all in, only winning when your advisors win, and only having that lens of will this benefit the advisor and their team or not. It’s not something that you can just dip your toe in and out of. And I think RFG, having that foundation from which to always build is absolutely critical. Jason Diamond: Can I try and paraphrase or synthesize, and you tell me if I get this right? The pitch is something to the effect of, “We are really good at what we do. Let us take all the BS off of your plate so that you can go out and be an advisor. Service your client and prospect.” Do you find that story is resonating more over time? I mean, you’ve been with the firm now long enough to see this kind of cycle of movement towards independence. How has that story evolved over time? Do you find it easier to tell? Shannon Spotswood: Oh my gosh, without question. And I would even put a shorter term window on it. I would say in the last 12 to 15 months- Jason Diamond: Oh wow. Shannon Spotswood: … there has been a collective awakening by advisors, and I think there’s a lot of contributing factors to that. One is obviously as we are all aware, the majority of the industry is now private equity backed. There has been a real focus on the aggregator model, transitioning advisors into a W-2 model. And as that has played out and that financial engineering has translated into some incredible valuations and returns, there has also been simultaneously advisors picking their head up and like, wait a minute, I wanted to get independent so I could serve my clients in a way that I felt best represented my vision and my values. And I’m finding myself increasingly in a captive environment. All the while the technology is getting better, the valuations are getting larger, the ability to control both your branding and what that means for your family legacy is increasing. So over the course of the last 15 to 18 months, that story has just, while it’s been there for a long time, the independent movement was obviously sparked more than, gosh, now 16, 20 years ago in earnest. Now it’s just the passion and the knowledge that advisors are showing up to conversations in recognizing I want more. I want to spend my time where I want to spend it. I want to serve more families. I want to be well-positioned for generational wealth transition. I want to own the enterprise value. I want to build my team and I want the best tech. And that to me is exactly why we’re at the beginning of this J-curve. Jason Diamond: Yeah, I think you nailed it. And I agree with you that this notion of independence is not a destination in and of… It’s too broad of a term I think to use. And there are plenty of advisors who either started at one version of independence and need something different now, or to your point, thought they were going independent only to realize perhaps there’s elements of the business that aren’t as independent as they realized. And that’s where I think a firm like RFG to me, it’s not an accident that your firm fills this niche. This was advisor demand driven. Advisors said explicitly and implicitly, “We want to be independent. We want to own our equity. We want to have control over the things we like, but we want a support partner that helps us with all the back office, the middle office, investment management, the flywheel,” as you call it. Shannon Spotswood: That’s right. Jason Diamond: One other element of your journey to this point that I want to ask about, the succession journey or the journey to CEO, and I’m only asking because it’s somewhat recent, I think it was 2024, so we’re about two years in CEO. For the eight years prior to that, you were president. Shannon Spotswood: Yes. Jason Diamond: And this dynamic is near and dear for a lot of advisors. This idea you’re the heir apparent, but the date hasn’t happened until it happened. Was that a smooth transition date or did you find yourself, and I hope you can be honest about it, and if not, I understand, but I think this is something that a lot of advisors in their own businesses struggle with. So as somebody who’s gone through a major succession journey in the last two years, I’m curious what your thoughts are. Shannon Spotswood: The timing coincided with us bringing on a growth capital partner. So we closed on that partnership with Long Ridge in the fall of 2023, and we really set our sights on how do we bring this capital into the business and invest in our team, invest in our technology, invest in this desire to help independent advisors build their business. And Long Ridge really shares that long-term strategic belief that independence and the corporate RIA model is the ultimate winning model. So we have a lot of room to run there. So entering into that growth partnership with Long Ridge really provided a natural opportunity for that succession conversation to take place and to be able to take the company to the next leg. So we’ve tripled the size of the company over the course of the last two and a half years. Jason Diamond: Good for you. Shannon Spotswood: And as I said, I feel like we’re just getting started. I always joke we’ve had the longest pre-game warmup in history. In a lot of ways that’s by design. For me, the way that I can sleep at night is knowing that we are waking up as a team in this unified front to walk the walk for our advisors. It is incredibly important to us to honor the promise that we’ve made, whether it’s on tech or talent or transition services or marketing growth. So being able to lean in and deliver that, it takes a long time to build that institutional know-how and to be uncompromising in consistently making hard decisions, whether it’s around talent or the investments that you’re making or how you’re running and growing and building the firm. And so Bobby reached and Long Ridge and all of us reached this point where it was just a very natural way. And I think it was such a gift that I had such a long warmup, if you will, in the bullpen, running the day-to-day of the business as president, being so close to sweating the details of how we built the foundation, how we run the firm. And then obviously Ed Swenson joined us as president in last fall in October of 2025, having joined our board when we partnered with Long Ridge. So he joined our board in September of ’23, and he and I set up a call every other week. So we just became this incredibly trusted confidant of mine as we made a lot of strategic investments and key strategic decisions in that first 15 to 18 months of our partnership with Long Ridge. So to be able to build and attract the caliber of talent that we have to RFG, I mean, I’m totally biased and talking my own book, but I think we have the best leadership team. Doug Nelson joined us from Long Ridge as our CFO in November of last year, just bringing that rigor, particularly around capital strategies into our C-suite. So it was the right time to make that transition. And what I would say for founder advisor-led firms, it’s all about what are your growth ambitions? It’s what are your growth ambitions? Without question, when I joined and Bobby and Rick and I set upon this journey to tear the entire company down and build this robust tech stack and be at the forefront as an innovator in that space, that was experience that I had from my 20 years in San Francisco. And Rick had this incredible institutional pedigree having spent 12 years at Bain Capital plus two years at Stanford Business School, complimenting this authenticity that Bobby brought as an advisor, bringing that together. So recognizing as a founder advisor, if you have growth ambitions to 10X your business, it’s going to require that you bring high caliber talent to the table and allow for that room both from an equity participation perspective, but also just from what does the business need as it continues to scale up? Jason Diamond: That’s exactly right. And part of this gets back to private equity sometimes gets a bad rep in our space, but the reality is capital from private equity enables a lot of what you’re talking about. And I give you a lot of credit. I mean, you make the half joke about the longest pregame warmup ever, but I think of it as you learned on your own dime and you built all the kinks and ironed out all the kinks prior to having this critical mass of advisors on your platform. And we’ve seen certainly plenty of firms go that route too. So I give you credit for that. I think because we’re on the topic, let’s talk about it, private equity. Positive experience, negative experience, neutral, neither good nor bad. Just give me your… I don’t want to make the episode about the perils- Shannon Spotswood: Right. Jason Diamond: … and benefits of private equity capital, but just curious what your experience has been. Shannon Spotswood: I think this is one of those life lessons. Choose your partners wisely and great things can happen, whether it’s in your marriage or your friendships- Jason Diamond: Spouse. Yep. Shannon Spotswood: … or your business partners. And Long Ridge found us very serendipitously. I mean, we were probably two years from even contemplating bringing in a growth capital partner. They were introduced to us by a former board member and they were in our offices in January of 2023. And the most important things for us were twofold. Number one, they shared our vision and belief that the corporate RIA independent is the winning model for the industry and for advisors and clients. And number two, who they are as people is very much who we are as people. They’re builders. Jason Diamond: Culturally. Shannon Spotswood: They have this servant heart growth mindset that they share with us. So I feel incredibly blessed to say they’re amazing partners. And what’s interesting, and I’ll share this very openly, they’re the majority owners of RFG. We were very early in that time of bringing them on. They have always honored the promise that they made to us, which is we run the business. They are a strategic partner. They’re a great thought partner. They are the capital provider, but there has been multiple examples where we have made business decisions where there’s been some heat in the kitchen, in the boardroom, and we’ve felt very strongly about it. So I just couldn’t say enough great things about them. And one thing that I will just share, and I say this because they’ve shared this with me, I have had this incredible personal journey of growth bringing such a deep bench in Long Ridge into the firm. And that has been certainly challenging at times. Do hard things, get comfortable being uncomfortable. It’s the ultimate definition. But I really think that is something that never gets talked about is what it means in upskilling the caliber of your talent, yourself, how you have to grow and evolve as an individual has been really, I won’t say it’s been easy, but I look back on what I’ve learned over these two years and just feel prepared as a leadership team, how we operate as a team, what is expected of us to be able to deliver and execute for our advisors in this next leg of growth. Jason Diamond: I think your marriage analogy is the perfect one, and I’m going to use it. And honestly, in a lot of ways. First of all, marriage is hard, good or bad. It’s hard. Second of all, it’s the ultimate… The institution of marriage is not good or bad. Private equity capital is not good or bad, but your answer is the right one. Pick your partner very wisely. My favorite part of your answer, because it’s the most original, was around a good capital backer, a good partner, whatever you want to call it, pushes you to be better. And I think that you’re surrounding yourself with, by definition, some of the smartest people in the industry, and that can’t be a bad thing. And the proof is in the pudding. The growth trajectory you’ve seen, it’s certainly no accident. I think part of it is tied to your incredible stewardship. You don’t have to answer that. You don’t have to be humble, but I’ll attribute it to you. That brings me to my next question. Shannon Spotswood: I do have to say really quickly. Jason Diamond: Please do. Shannon Spotswood: I will be celebrating my 27th wedding anniversary in October. So yeah, pick your partners. Jason Diamond: Congrats. And I feel equally blessed, I assume as you do. I have a great partner, I’ll say. I don’t know if she’s listening right now, but she’s a great spouse. What I was going to say though, good segue, I think there’s been more in recent years, but not a ton certainly of female C-suite wealth management executives. How do you feel about your role? Do you feel an increased burden? Is it an honor to you? Is it something that you don’t think much about at all? I’m curious what your thoughts are. Shannon Spotswood: I feel immense gratitude. I mean, just in general, leading RFG and locking arms with our team and our advisors is, I mean, a gift of a lifetime. I was incredibly fortunate to not just have mentors during my 20 years in San Francisco, but to have true sponsors. Whether it was the first hedge fund I worked at, I took that job because it was a female portfolio manager and at the time one of the only in the country. And she really opened up her heart to me and poured into me. And then 10 years at Symphony, the founding partners of Symphony, they dropped me into the deep end of the pool and gave me a lot of rope to make a lot of mistakes and continued to invest. So I have this foundation from which to build and to lead and to be ready for this role. I couldn’t do any of this without my partners. Rick and I have been partners for more than 10 years. It really does take a village in the same way that it takes a village to raise your family. It takes a village to find the courage and the strength to lead in a way that really honors the gravity of the mission. But I’ll tell you this. One, I knew I wanted to work on Wall Street from a very young age, so I chose this. I knew what I was getting into, that it was a male-dominated industry. I have made particularly, this is one of the unique facets of the wealth management business, we have phenomenal both male and female talent, and I have made the strongest female relationships on this side of the business as compared to the institutional side of the business. So I think there is a richness to our side of the industry that doesn’t get enough air cover. There are just phenomenal leaders, and I think increasingly so, we’re seeing more women stay in the game and raise into positions within the C-suite and leading these firms. I will tell you one thing in 2019, and I really give a lot of credit to Bobby for this in coaching me, is I was raised by wolves on Wall Street without question. I sat on a trade desk, I was completely comfortable with compartmentalizing emotion, and I made it a mission to develop intentionally my emotional intelligence. And that truly unlocked everything for me, and I think plays such a huge part of who I want to be and who I challenge myself to be as a leader. And so it’s funny when I get the question asked of me about being a female CEO, because I think that’s what people feel must be like came very intuitively to me, but I had to learn it. I had 20 plus years of being able to run with boys and I needed to develop that skill. And it is a skill that I challenge myself on a daily to continue to lean into. And I think it is increasingly important both for men and women who aspire to leadership to hone the strategic and execution alongside that emotional intelligence. Jason Diamond: Great answer. And I think you know I admire a lot about you, but it’s certainly one of the things I admire most about you is over the last couple years in particular you’ve been a real beacon of positivity, of empowerment in that regard. You’re active on socials, you’re active at industry events, you’re always willing to talk to people. And honestly, that to me is the answer. A lot of people complain about this as a problem, and I want to just take a second to applaud you because I think you and your firm actually do something to at least try and actively solve some of this. And also you mentioned it earlier, but same thing with some of the next gen dynamics. You skew much younger than the average firm on the industry. And I think that too is to your credit around, okay, we’ve identified that we have a major succession problem in our industry. What are we doing to solve that? Shannon Spotswood: Absolutely. Jason Diamond: Let’s talk about growth a little bit. I agree with your thesis. This space you occupy, no better time to be in it. We’re at the perfect spot on the J-curve. Unfortunately, we are not the only two people to think that. There are also, I think, some other firms. This space has become crowded. What do you think about that? Just the fact that there’s more competition than ever. I mean, my view of it is there are enough quality advisors to go around, but curious what you think. Shannon Spotswood: Anytime I find myself wading into the waters of fear and scarcity around this topic, I’m reminded that 67% of the assets still remain within the wirehouse and IBD space. We got lots of room to run. I believe in a mindset of abundance. The data will tell us that the demand for advice is increasing by 30% over the next decade while the number of advisors is decreasing by 1%. So we’ve got, find me another industry where you see a graph that looks like that. On top of that, next gen, which I think this is so fascinating, next gen actually wants more advice when compared to the baby boomers. So baby boomers created our industry, and here we are sitting on $87 trillion worth of generational wealth that’s going to begin to transition. That doesn’t even include all of the wealth that will be monetized through real estate and family-owned businesses. It is a tsunami. And what is, I think, really interesting is that next gen recognizes the value of their time. I’m sure if I had a conversation, Jason, with you and my husband about how intentional you want to be in terms of showing up for your children and the equal nature of parenting, that alone is changing the way the next gen thinks about both their professions as well as their family life, which means you by default have to hire professionals to do the things that you don’t want to spend the time doing. Jason Diamond: Really good point. Shannon Spotswood: So we have this incredible convergence that’s happening right now, and it’s coming at a time that technology is finally going to allow us to serve more families more intentionally along that wealth spectrum. So it is like, bring it on. There is more than enough to go around. We are in an era of abundance. And what I worry the most about, and this, it’s like climb up on the soapbox and let’s roll, about independence because I see and have so many conversations with advisors where they have been willing to accept such a compromised service experience that they would never allow to be delivered to their clients. So advisors are delivering this 24-hour concierge, high-touch, deeply thoughtful experience, estate planning, tax planning, financial planning, multi-generational conversations. They’re in it. They’re in the trench. And then they turn around and their service partner is so subpar. They’re compromising their growth. They’re burying them in compliance and ops and clicks and swivel chair and tech that doesn’t work. So we’re at the very beginning of this bull run for advice. And I think advisors who recognize, I want to serve more families, I want more control over my time, I want to be able to build enterprise value on my personal balance sheet, have room to do it. So I welcome the competition. I think the best way to talk about it is iron sharpens iron. I learn so much from our peers and like, ah, they did this or they did that. How do we think more disruptively, more innovatively? How do we do it differently? So I think there’s a lot of room for all of us. You’re going to be busy, my friend. You’re already sitting there advising the lion’s share of the big deals, and I think you guys are just getting started as well. Jason Diamond: Yeah, it certainly feels like a bull market for advice and also I think a bull market for some of the… You allude to an interesting paradox, which is some of the biggest and most sophisticated advisors in the industry have really high-touch impressive service models, but they don’t seem to demand the same in return. I have some thoughts as to why. I think one could just be Kool-Aid drinking, like you don’t know any better and you’ve been there for so long. There’s just so much friction associated with moving a business and fear associated that it’s unless things get really dire or unless I find something that’s better enough or meaningfully better enough, I can gut it out. But the third one that comes to mind is these firms we’re talking about have unequivocally, they do a lot of good, a lot of bad, but unequivocally one of the things they do really well is brand. Shannon Spotswood: Yeah. Jason Diamond: How do you reconcile that question with a firm that obviously doesn’t have a brand that the average American consumer would know? Shannon Spotswood: We take a posture on this that is rooted in an Accenture study that was conducted several years ago, but I think still remains so true today, is that advisors think that the value proposition that their clients are looking for, either it’s that big monobrand that’s advertising at the Super Bowl or the alpha they’re ever able to generate or the portfolio investments. But the clients tell us that what they’re looking for in an advisor is, do you get me? Do you share my values? And do I want to spend time with you outside the office? And that is basically distilled down the way we talk about it is people connect with people. So now more than ever, particularly if you take a big step back and you think about the influencer economy and how brands, big brands, Nike or big consumer brands have really leaned into niche branding. How do I get my brand into the hands of someone who’s very passionate about it? So advisors who develop their own brand, who have a presence on social, who have a presence in AEO and SEO, who are leaning in and expressing not only their client experience, but their vision and their values through their brand, I actually think as this generational wealth unfolds, that authenticity carries so much more weight than is my name on a football stadium. So it is those three factors. It’s just I’m comfortable. I don’t want ripple. It is friction and fear for sure. And then it’s like that branding is up for grabs because we certainly see one of the most fun parts of advisors joining RFG, this is a big part of what we do is helping them design and develop or reimagine their brand name, their logo, all the rest of it. Once that creative energy is unlocked and you get to tell your story, your my why, that connective tissue is so powerful with the clients and with the growth that comes from that because I mean, I truly believe people connect with people. They’re looking for that. And I think more so now than ever with AI. Jason Diamond: You just took the words out of my mouth. Do you think AI perpetuates that? Shannon Spotswood: I think people are craving that. And this is why advisors who are powered by AI without question are going to win. Advisors are not going to be disrupted by AI unless they haven’t made the move to get themselves in a position to be able to leverage the technology, the brand, the talent, the maximizing of their time. But especially with something as important and as personal as money, as you walk through life, I mean, you are at the very beginning. I’m sending, I’ll have all three kids in college. But as you make these critical decisions in your life, whether it’s getting married or starting a business or changing jobs or buying your first house, buying your vacation house, all of these things, you can go right or you can go wrong. And having a trusted partner who really understands you, I actually think that we’re going to see the fees paid for advisors increasing as there is a greater premium placed on, I want deeply personal relationships that are tailor-made for me. Jason Diamond: But I assume the flip side of that is you have to do more. You as a firm and you as an advisor have to do more, and you can’t just raise fees with the same service model. So I think what is the corollary of that? What are some of the ancillary growth areas that you do beyond the financial planning and asset management that says, “We’re worth that money you’re going to pay us”? Shannon Spotswood: It is, and I love the work that wealth.com is doing here. I mean, the estate planning and tax planning, making that more accessible along that continuum of wealth spectrum, the blurring of the lines between ultra high net worth and high net worth, and then mass affluent is so exciting. Better, more robust planning is good for our industry overall. Obviously there’s a huge amount of demand on the tax side of things, particularly the 1040. It’s easy to find a CPA to do the cool complex stuff. It’s increasingly more challenging for advisors. That’s an area that I know a lot of firms have leaned into. We’re certainly doing a lot of work. But so much of this, Jason, is showing up at the right time for clients with the resources. It’s a really interesting conversation about, yes, you have to do more for your clients, but you don’t have to do more for all your clients at exactly the same time. Jason Diamond: That’s well said. The flip side of that is as an advisor, because ultimately the advisors are the ones making this decision. There are a lot of firms, and not even just firms that you would be competitors with, because the reality is you and I understand the industry landscape and where various firms fit in. For many advisors, it’s a long list of various firm names that they’ve heard. So what are some things that you think advisors should be asking a firm like you or a business development person at your firm to suss this out? How does an advisor go about understanding if a platform is empty or is really going to be able to deliver in all these areas? Shannon Spotswood: Remember back in the day when the Wall Street Journal used to run have a monkey throw a dart and see if you can beat the pros on stock picking? I love to do that with regards to our advisors. We always tell our prospects, “Throw a dart at any advisor that’s affiliated with RFG and call them. Certainly we can provide a list of advisors who we think you’re going to most align with in terms of what your growth ambitions are or the way you want to run your business or who you are, life stage, all the rest of it.” But I do think that getting that unfiltered experience, the good, the bad, the ugly. We always are like, “Are we perfect? Absolutely not. Do we though immediately want the feedback so that we can iterate to excellence to get better? Absolutely. Get that firsthand testimony.” So that’s number one. Number two is don’t tell me, show me. There are so many, and it always pulls at my heart because as much as I love to win business and transition advisors, and I think that we’re working certainly at RFG on some really interesting technology that is anchored around removing that friction and fear by speeding up the time that you can make that transition in. And the tech is finally there to allow for this. So I think we’re going to be able to take variable number two and at least make that box a little bit smaller. But if I’m sitting as an advisor, I would want to see the evidence. Show me how you’ve solved the problems that advisors have brought to you. How have you refined your tech stack? How have you invested in your team? How have you made the decisions where the ROI can be measurable and tangible? And I think too often I’m surprised that advisors get, it’s almost as if they get overwhelmed by the amount of information that they’re taking in trying to compare all these different firms. If I’m ever asked, I’m like, please work with a third-party recruiter. You need someone not only to act as an interpreter, but you need someone to help really keep your top three priorities at the front of your decision-making matrix, because it really is apples to oranges to orangutans and you get decision fatigue. And then advisors end up making this decision that is anchored in like, well, this is the highest payout, and I’m willing to take all of these sacrifices and paper cuts for this highest payout. And that is just such a travesty. So it’s like, know what you want. What are your top three problems that you’re trying to solve? Talk to advisors that you get to pick just so you can do some secret shopping, and then demand evidence of how the firm, the platform has responded to feedback and gotten better as a result because that will tell you, are they really going to walk the walk or are they just going to talk the talk? Jason Diamond: I’m super grateful that you gave specifics there because it’s an easy question to dodge and talk around. So I completely agree. Your first answer, actually all three of those points you just made, but certainly doing name-blind calls, and I say name-blind because advisors worry about confidentiality. I think that’s one of the best and most underrated tools to learn about a firm is advisors now have so many colleagues. There’s been this diaspora of advisors where advisors know advisors everywhere. And that’s a benefit if you wanted to go and just network and have conversations with other advisors on your own. But if you’re worried about confidentiality, there’s certainly the mechanisms, and we do this all the time for advisors to set up name-blind calls. You dial into a conference line, it’s John Smith, and you pick an advisor’s brain and say, “Hey, you moved your book from LPL to RFG, and tell me what that experience was like and what were the positives? Give me all the negatives.” To your point, you want advisors to ask those questions in advance. It’s better to ask those questions than to end up in the wrong marriage with the advisor. Shannon Spotswood: Absolutely. And the other thing is what an easy answer to BS around is tell me who’s a good fit for your firm. And it’s like, “Everyone’s welcome here.” Jason Diamond: Everybody. Yeah. Shannon Spotswood: It’s just not true. RFG is not a good fit for an advisor who is not open to using technology, who is not interested in outsourcing investment management, who doesn’t want to have a conversation about how are you spending your time and do you want to create enterprise value? Do you want to grow? So it really is important to have that vulnerability and that honesty and the answer to that question. Jason Diamond: I love it. We have time for one more. I can’t believe it’s been almost an hour. Shannon Spotswood: I know, it flies by. Jason Diamond: We speak with plenty of advisors who aren’t considering a move, but I’m interested. I think you have a really nice lens into the industry. What is one thing you wish advisors knew? You have a megaphone to just talk to advisors who maybe are considering change, but maybe aren’t. What’s the questions they should be thinking about? What keeps you up at night? Just what would be your public service announcement? Shannon Spotswood: I’m going to focus on the friction and fear because that’s the number one barrier to making a move is PTSD, either first person PTSD or the collective negative experience that the industry has had. It took me 90 days to transition. I got sued by my former firm. I lost all these clients. I didn’t have income. The wise tales of fear are very widely trafficked and widespread. And what I would say to an advisor is everything you want is on the other side of fear. And I look at all of this data that suggests exactly the opposite, which is you have the relationship with the client. You have the trust with the client. You are the one who they call on Sunday night when they need a shoulder to cry on or sage advice for making a decision. Just believe it with the core of your being because what we see is 99% of assets transition, whether it’s a restrictive transition or you’re taking full data, that the majority of assets are transitioning within 30 days, that this is still a free country, and you can make a move while honoring your contract around non-solicitation, non-competes, and non-associations. So it is like this fear of holding advisors back is preventing them from realizing and monetizing this enterprise value, but equally as importantly, loving their business. Have fun. This should be fun. We spend the majority of our life at work. And so being able to surround yourself with people who win when you win, with a team who’s aligned and isn’t just drudgery with all their operations compliance headaches that they’re dealing with. Your team deserves to be happy. You deserve to be happy. And that fear factor is holding so many advisors back. So that’s my advice is that it just doesn’t have to play out that way. And I think not just at RFG, collectively where we are as an independent industry with technology, with the way that AI is changing and our ability to harness data and business intelligence, getting to that point of next best action, how am I spending my time, how am I realizing, what is the blueprint for realizing my growth goals is more tangible now than ever. That’s immediately where I go. Jason Diamond: I’ve never been an advisor. I’ve never had a book of business, so I don’t want to minimize the fear, but I will say this. If we speak to advisors, let’s say a year post-transition, by far the number one thing we hear from them is, “I wish I did this sooner.” Shannon Spotswood: Wish I did it sooner. Jason Diamond: And that to me is the most telling data point there is to your point about fear and getting over it. Shannon Spotswood: So I do this exercise all the time with our team as we’re onboarding advisors is I want you to go home and look at your spouse and tell them, “I’m going to leave my job. I have no certainty that everything is going to work out. We might not receive any kind of compensation. Are you cool with that?” Walk that emotional journey. And while there’s plenty obviously that we can do with Capital Solutions to ease the financial fear associated with it, I still think at the baseline, it’s a great exercise to keep everyone very humble. You are asking an advisor to take their life’s work. And someone was sharing this analogy with me the other day and I was like, “Oh my gosh, that’s so good,” which is imagine moving houses. It’s such a hassle packing up moving one house. Now imagine moving 400 households or 1,200 households. It’s a lot, but I always hear the same thing, “I wish I’d done it sooner.” Jason Diamond: Thank you for sharing. You had some really sage wisdom that you shared with our audience. I can’t wait to see the next chapter, the continuation of the J-curve. This has been a fantastic episode, Shannon. Thank you. Shannon Spotswood: I love being with you, Jason. Thank you so much. We appreciate it. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful because you take your professional responsibilities seriously and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firms or could a better option exist? Should I Stay or Should I Go? is a book written with you in mind. It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook. Growth Without Compromise: Building Around the Advisor Experience A conversation with Jason Diamond and Shannon Spotswood, CEO of RFG Advisory. Jason Diamond: Welcome to the latest episode of our podcast series for Financial Advisors. Today’s episode is Growth Without Compromise: Building Around the Advisor Experience. It’s a conversation with Shannon Spotswood, the CEO of RFG Advisory. I’m Jason Diamond, and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition re

Des milliers d'arbres centenaires ont-ils été déracinés pour construire des parcs photovoltaïques en Espagne ?

Play Episode Listen Later Aug 20, 2026 2:26

durée : 00:02:26 - Une vidéo présentant des panneaux solaires à perte de vue circule abondamment sur les réseaux sociaux. Il s'agit bien d'un parc en Espagne en Andalousie où des oliviers ont été abattus. - équipe : Armêl Balogog, La cellule Vrai ou faux Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

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Y a-t-il quatre fois plus de feux de forêt qu'il y a 20 ans ?

A Shot in the Arm Podcast with Ben Plumley

Play Episode Listen Later Aug 19, 2026 2:10

durée : 00:02:10 - Selon Manuel Bompard, député Insoumis des Bouches-du-Rhône, "aujourd'hui, il y a quatre fois plus de feux de forêt qu'il y a 20 ans". D'après les relevés de l'ONF, il y en a 1,3 fois plus. Selon le Système européen d'information sur les feux de forêt, 29 fois plus. Tout dépend de la taille et de l'origine des feux pris en compte par les outils de mesure. - équipe : Armêl Balogog, La cellule Vrai ou faux Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

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Redefining Global Health in the 21st Century, Chapter 5: The Climate Crisis is a Health Crisis: Reframing the Global Health Agenda in an Era of Planetary Instability

Play Episode Listen Later Aug 18, 2026 37:14

Recorded at the AIDS 2026 conference in Rio de Janeiro, Ben and Dr. mike Reid discuss how climate disruption will exacerbate existing infectious diseases, enable emerging threats, and worsen non-infectious conditions, arguing global health must anticipate and mitigate climate-health impacts. They note health was sidelined at COP Egypt 2025 and that few national climate plans include health adaptation budgets. Case studies contrast Pakistan's 2022 floods—2.6 million new malaria cases, fivefold dengue increase, and 20% of primary care facilities underwater—with Mozambique's Cyclone Idai response, where PEPFAR-supported HIV infrastructure enabled faster recovery through reliable supply chains, information systems, energy backups, and workforce support. They emphasize integrated, resilient primary care and scaled community health workforces (e.g., Ethiopia), including community-delivered mental health care, amid shrinking donor support. mike explains applying Kate Raworth's “donut economics” to climate-health financing, referencing the Bridgetown Initiative and proposing climate-health bonds, while also highlighting greener delivery, regional manufacturing, and lower-emission prevention tools like lenacapavir and cabotegravir. 00:00 Live from Rio 00:52 Climate-Driven Disease 03:26 Health Plans Missing 05:31 Resilient Systems 06:10 Pakistan Flood Case 08:00 Mozambique Cyclone Ida 11:35 Primary Care Backbone 12:27 Community Health Workforce 14:22 Conference Funding Shift 17:09 Donut Economics Explained 20:55 Cameroon Donut Priorities 22:25 Why Leaders Ignore Health 23:32 Financing Climate Health 29:57 Sustainable Global Health 32:09 One Key Investment 33:34 Rio Networking Surprise 35:02 Wrap-Up and Credits Learn more about the book: https://bit.ly/redefining-global-health More from UCSF Institute for Global Health Sciences: https://globalhealthsciences.ucsf.edu Check Out mike Reid's Substack: https://substack.com/@reimaginingglobalhealth Check Out Ben's Substack: https://substack.com/@benplumley1 Join the Conversation! What would it take for global health to avoid decline? Share your thoughts in the comments! Subscribe & Stay Updated: Listen on Spotify, Apple Podcasts, or your favorite podcast platform. Watch on YouTube & subscribe for more in-depth global health — and look out for a dedicated sub channel for Redefining Global Health in the 21st Century under A Shot in the Arm's YouTube home. Redefining Global Health in the 21st Century: The Podcast (Playlist on Youtube) https://bit.ly/rgh-book A Shot in the Arm Podcast Youtube (Main Channel) https://youtube.com/@shotarmpodcast

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How to Spot Relative Strength and Trade the Momentum Cycle | Clement Ang

The TraderLion Podcast

Play Episode Listen Later Aug 18, 2026 107:56

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Ep. 73: Arm EVP on AGI CPU - Conception, Opportunity & Ecosystem Impact

Tantra's Mantra with Prakash Sangam

Play Episode Listen Later Aug 18, 2026 41:59

In the high-stakes AI infra market, GPUs were all the rage till Arm announced its AGI CPU and showed the world the importance of CPUs in the agentic AI world. Arm scored a masterstroke by targeting a high-value, unaddressed niche in the market without stepping on the toes of its large, long-time, loyal IP licensee ecosystem with its first chip.In this episode, I talk to Mohamed Awad, EVP of Arm AI infrastructure BU, and the man behind AGI CPU, about the drivers, large and quickly growing opportunity, how the chip is designed for Agentic AI, the competitive landscape against X86 players, differentiation against hyperscalers with their own Arm CPUs, and most importantly, how it is allying the fear of its expansive licensee ecosystem worried about their licensor becoming a possible competitor. We also delve into the evolution of the AGI CPU, the interplay between Arm's IP (cores), subsystems, and the AGI CPU roadmap, and whether this “product” strategy is limited to the AI CPU market or can extend to other markets as well.Check out my EE Times article analyzing Arm AGI CPU announcement:AGI CPU: Arm's $100B AI Silicon Tightrope Walk Without Undermining Its Licensees

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Comment est dépensée l'allocation de rentrée scolaire ?