Podcasts about aum

From speaking at three major wealth management conferences in a single quarter to mapping out a pattern that's already reshaped accounting and is now creeping into law and the trades, Corey Kupfer breaks down the barbell effect and what business owners should be doing now to avoid getting caught in the middle. WHAT YOU'LL LEARN: In this episode, you'll discover what the barbell effect is and why it shows up across industries once consolidation and outside capital enter the picture, how accounting's shift from the Big Eight to the Big Four foreshadows what may be coming in wealth management, and why most deals positioned as mergers are actually acquisitions in disguise. Corey explains why firms stuck in the middle face higher overhead than small competitors and fewer resources than large ones, and how the same dynamic is showing up in the trades, from roofing to electrical. KEY INSIGHTS: The barbell effect describes what happens as an industry consolidates: large, well funded firms on one end, small boutique firms on the other, and the middle becoming the hardest place to operate, with higher overhead than small competitors and fewer resources than large ones. The accounting industry offers a preview of where wealth management may be headed. Corey points to the shift from the Big Eight to the Big Four, and to firms like Eisner and Amper merging to compete at a higher level, along with Apria's growth through acquisition. In legal, only attorneys can own law firms in most states, but Corey describes private equity entering through a managed services model similar to healthcare, where a non-legal company runs the back office while attorneys retain ownership of the practice. Corey shares a comment from his Entrepreneurs Organization lawyers group, that it is much easier to run a law firm under two million dollars or over ten million dollars in revenue than to be stuck in the middle, connecting this to the crossing the chasm dynamic of investing ahead of payoff. Drawing on NAPFA in Minneapolis, Corey notes many members are choosing not to sell to PE backed aggregators, even leaving value on the table, out of concern for fiduciary alignment, while noting he is relaying their perspective rather than judging it. He also points out most "mergers" are actually acquisitions, cites the 2026 Advisor Growth Strategies Report and DeVoe's data showing fewer buyers chasing more sellers and average seller AUM crossing a billion dollars, and closes by noting the same barbell dynamic in the trades, where consolidators and mom and pop firms both persist while the middle gets squeezed. Perfect for RIA owners weighing independence, succession, or sale, leaders of growing companies assessing their industry's consolidation cycle, and anyone navigating competition in the middle market. FOR MORE ON THIS EPISODE: https://www.coreykupfer.com/blog/barbelleffect FOR MORE ON COREY KUPFER https://www.linkedin.com/in/coreykupfer/ https://www.coreykupfer.com/ Corey Kupfer is an expert strategist, negotiator, and dealmaker. He has more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author, and professional speaker. He is deeply passionate about deal-driven growth. He is also the creator and host of the DealQuest Podcast. Get deal-ready with the DealQuest Podcast with Corey Kupfer, where like-minded entrepreneurs and business leaders converge, share insights and challenges, and success stories. Equip yourself with the tools, resources, and support necessary to navigate the complex yet rewarding world of dealmaking. Dive into the world of deal-driven growth today! Episode Highlights with Timestamps [00:00:04] - Introduction: the barbell effect and why Corey is talking about it now [00:04:23] - The NAPFA community conversation on succession and exit options aligned with values [00:08:37] - What the barbell effect is and why the middle becomes the hardest place to compete [00:12:21] - Why it's easier to run a law firm under two million or over ten million in revenue than to be stuck in the middle [00:16:14] - NAPFA advisors and the choice to stay independent from PE backed aggregators[00:19:55] - The barbell effect in the trades: roofing, gutters, and electrical consolidation[00:21:55] - Planning for industry evolution instead of being surprised by it Host Bio Corey Kupfer is an expert strategist, negotiator, and dealmaker with more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author, and professional speaker deeply passionate about deal-driven growth. He is the creator and host of the DealQuest Podcast. Show Description Do you want your business to grow faster? The DealQuest Podcast with Corey Kupfer reveals how successful entrepreneurs and business leaders use strategic deals to accelerate growth. From large mergers and acquisitions to capital raising, joint ventures, strategic alliances, real estate deals, and more, this show discusses the full spectrum of deal-driven growth strategies. Get the confidence to pursue deals that will help your company scale faster. Related Episodes Episode 350 - Tom Dillon: Building a firm positioned for acquisition and succession Episode 339 - Solocast 74: Building your G2 and creating optionality for internal successionEpisode 331 - Solocast 72: Reading macro and industry trends without letting personal views distort business decisionsEpisode 327 - Solocast 71: Using authority marketing to build relationships and deal flow Keywords/Tags barbell effect, industry consolidation, RIA independence, private equity wealth management, mergers and acquisitions, internal succession planning, mergers of equals, middle market squeeze, fiduciary advisors, NAPFA, accounting industry consolidation, legal industry private equity, managed services organization, crossing the chasm, RIA exit planning, trades industry consolidation, deal driven growth, 2026 advisor growth strategies, business positioning strategy, exit strategy planning

 This episode was about going deep into managed futures and hedge fund replications but it went far beyond that as we got into the inner motives and decision process of investors, with Andrew Beer from DBi.We covered:* Replication vs. Selection: Why "copying" the big macro moves of the industry often beats picking individual winners.* The marketing "theatre" of complexity: The sleek decks, rooms full of PhDs and big models are the pitch, but they don't guarantee performance.* The Alpha-Fee Gap: How stripping fees directly translates to investor returns.* ETFs as the Great Equalizer: Why the sub-advised ETF model works institutional allocators and wealth managers alike.* Portfolio Construction: The role of CTAs (officially Commodity Trading Advisory but Andrew prefers Contrarian Tactical Alpha) in the traditional 60/40 portfolio.And a lot more…Watch it on YouTube or listen on every podcast app.A few selected quotesManaged futures are still underratedThe track record is impeccable: the most important number in this image is probably the 0 correlation with the S&P 500. And DBi is a resounding success, with around $8bn in AuM. Yet the market share and mind share of these strategies still feel relatively small.“The ratio between diversification benefit and love in this thing is astonishing. This is a much better diversifier than the vast majority of the hedge fund industry, and people keep throwing their money at things that statistically have not been worth it.”The core value proposition of managed futures  "We would have zero correlation to both stocks and bonds over 20 plus years. And it's a strategy that structurally seems to do the best when the markets are at their worst, because that's when things really move outside of the range of expectations."Simple. But that doesn't mean advisors embrace it.“People invest in what they like. The people I'm talking to — they went into a job to pick hedge funds. They like their jobs. They don't really want to hear somebody coming along and saying, 'I think you've been overpaying for the past 10 years."The appeal of complexity (for a certain audience) "A lot of their investors have historically liked the complexity of it. You're pitching to people who want to come into the office and hear people tell them about all the statistical nuances of what they're doing... It's interesting and it's fascinating and you're talking to people with PhDs.” Replication beats Complexity But is replication the right word?“The way we came at the space was basically to say, we're not gonna try to do what these guys do with all the complexities and all the costs and everything else associated with it. We're really just gonna study what they do. That's what replication does. There are 20, 30 funds out there that each of with hundreds of underlying positions, and they're constantly changing it. We're gonna look over some, and we're going to try to figure out what are the big macro themes that they've picked up on and we're just going to mimic that. And, what's astonishing about it is that it's so efficient that since we started, we've outperformed virtually every large hedge fund that does this net of fee”Is it simplification rather than replication? Or minimalistic replication?We discussed extensively, how the narrative and the words that go without it are still being shaped in the managed futures space.About Andrew Beer:Andrew D. Beer has over thirty years of experience in the hedge fund industry. He serves as the co-Managing Member at DBi, a pioneer in hedge fund replication, and is co-Portfolio Manager of the firm's investment strategies.https://www.linkedin.com/in/andrewdbeer/https://dbi.co/Related episodes:About the Investology podcast:Investology is the investment management intelligence show. Where innovators, investors, authors and experts discuss the future of investment management beyond the hype.Listen on every podcast platform, or watch on YouTube.An episode produced by Orama:https://orama.tv/Thought leadership & sales enablement videos & podcasts.About George Aliferis:Founder or Orama, ex-banker, ex-sales, working at the intersection of investment management, media & marketing.LinkedIn: https://www.linkedin.com/in/george-aliferis/Other Channels* Investorama - Separating Investment Facts from Financial Fiction (YouTube)* Orama's newsletter & Unsloppable podcast for marketers and revenue teams in complex industries, like investment management: This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit investorama.substack.com

Achieving success in real estate isn't about predicting the future. While many investors have spent the last few years waiting for certainty, some of the best operators in the industry, including today's guests, have been quietly positioning themselves to acquire high-quality assets at significant discounts and prepare for the next market cycle.That's why I'm excited to welcome founding partners of RREAF Holdings, Kip Sowden and Doug McKnight. With nearly 80 years of combined investment experience spanning multiple economic cycles, they've built a vertically integrated real estate investment and operating company that has grown from $100 million in assets to nearly $5 billion. Their disciplined approach and commitment to long-term value creation have helped them navigate market downturns while continuing to uncover opportunities others overlook.In this conversation, we discussed why today's market dislocation is creating some of the best buying opportunities in years and why the quality of sponsors matters more than ever. They also reveal the reasons why they're bullish on build-to-rent communities, mobile home parks, distressed acquisitions, and the lessons they've learned from navigating decades of market cycles.In this episode, you'll learn: ✅ How Kip and Doug used vertical integration to scale RREAF from approximately $100 million to nearly $5 billion in AUM.✅ How RREAF's vertically integrated operating model helps them identify opportunities, manage risk, and outperform competitors across multiple real estate sectors.✅ How changing housing preferences among younger generations and first-time homebuyers are creating new opportunities in build-to-rent communities, mobile home parks, and other residential real estate sectors. Show Notes: LifestyleInvestor.com/294Tax Strategy MasterclassIf you're interested in learning more about Tax Strategy and how YOU can apply 28 of the best, most effective strategies right away, check out our BRAND NEW Tax Strategy Masterclass: www.lifestyleinvestor.com/taxStrategy Session For a limited time, my team is hosting free, personalized consultation calls to learn more about your goals and determine which of our courses or masterminds will get you to the next level. To book your free session, visit LifestyleInvestor.com/consultationThe Lifestyle Investor InsiderJoin The Lifestyle Investor Insider, our brand new AI - curated newsletter - FREE for all podcast listeners for a limited time: www.lifestyleinvestor.com/insiderRate & ReviewIf you enjoyed today's episode of The Lifestyle Investor, hit the subscribe button on Apple Podcasts, Spotify, or wherever you listen, so future episodes are automatically downloaded directly to your device. You can also help by providing an honest rating & review.Connect with Justin DonaldFacebookYouTubeInstagramLinkedInTwitterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

With the Co-Authors of The Greater Game and Dan Sullivan of Strategic Coach and John Bowen of CEG Insights Louis Diamond speaks with Dan Sullivan of Strategic Coach® and John Bowen of CEG Insights about founder dependency, enterprise value, and the architecture behind scalable businesses. In Summary Many advisory firms grow successfully while remaining highly dependent on their founders. Dan Sullivan and John Bowen argue that the difference between a successful practice and a valuable enterprise comes down to architecture. Louis sits down with the co-authors of The Greater Game to discuss founder dependency, enterprise value, intellectual property, and why some businesses scale beyond their owners while others do not. The conversation offers advisors a framework for thinking differently about growth, succession, and long-term optionality. The Storyline Many advisors spend their careers helping clients build valuable businesses. Far fewer stop to ask whether their own firms are being built the same way. That tension sits at the center of Louis Diamond's conversation with Dan Sullivan, co-founder of Strategic Coach®, and John Bowen, founder of CEG Elevate Group and CEG Insights. Their new book, The Greater Game, challenges a common assumption about growth: that bigger businesses are simply the result of working harder, adding more clients, or improving existing systems. Instead, they argue that enterprise value is created through architecture—the deliberate design of a business that can scale, transfer, and thrive without its founder at the center. The discussion introduces a framework for understanding why some entrepreneurs remain trapped in optimization while others build enterprises that compound in value over time. Along the way, Dan and John explore founder dependency, intellectual property, succession planning, strategic partnerships, and the role advisors can play in helping entrepreneurial clients navigate each stage of growth. For advisors, the framework creates an important mirror. The same forces that limit enterprise value for entrepreneurial clients often exist inside advisory firms themselves. The result is a conversation that extends well beyond business growth and into questions of optionality, transferability, and what ultimately makes a firm valuable. Topics Covered Enterprise Value Creation Founder Dependency Risk Business Architecture vs. Optimization Intellectual Property & Scalability Strategic Partnerships & Leverage Succession Planning & Optionality Legacy, Impact & the “Greater Game” Mindset > Download a transcript of this episode… Listen and Learn Highlights for Advisors What is The Greater Game—and why does it matter to advisors? (17:57) Dan and John introduce the framework behind their new book and explain why advisors should think about it both for entrepreneurial clients and for their own businesses. Why do only a small percentage of entrepreneurs create exponential enterprise value? (22:24) The discussion explores the difference between “architects” and “optimizers” and why most business owners remain focused on improving what exists rather than designing what comes next. Why is founder dependency such a significant valuation risk? (35:00) John explains how businesses that depend on a single individual often struggle to scale, transfer, or command premium valuations. How does expertise become intellectual property—and why does that matter? (35:00) The transition from expertise to transferable systems may be the most important bridge in the entire framework, creating leverage that extends beyond the founder. What prevents many advisors from fully serving entrepreneurial clients? (18:00) The conversation examines why most advisors are well-equipped for traditional planning needs but less prepared for the governance, succession, and enterprise-value challenges entrepreneurs eventually face. What does the next game look like after you've already “won”? (50:00) Dan and John discuss why many successful entrepreneurs and advisors eventually shift their focus from accumulation to significance, impact, and legacy. What's the single most important move an entrepreneur can make? (52:30) Dan shares the concept of Unique Ability® and explains why simplifying around your highest-value strengths often creates the greatest multiplier effect. Key Takeaways Enterprise value is created through architecture, not effort. Many successful businesses continue to grow while remaining highly dependent on their founders. The firms that command premium valuations are often built differently from the start. Founder dependency acts as a hidden valuation discount. The more a business depends on one person, the more difficult it becomes to scale, transfer, or sell at a premium. Intellectual property is often the bridge between a practice and an enterprise. When expertise becomes codified, transferable, and repeatable, value begins to exist independently of the founder. Advisors and entrepreneurs often face the same challenge. The same founder-dependency issues advisors help clients solve frequently exist within their own firms. Strategic partnerships create leverage that expertise alone cannot. Many of the most successful entrepreneurs grow through collaboration, ecosystems, and coordinated expertise rather than attempting to solve every challenge themselves. Most advisors are trained to solve early-stage problems. Entrepreneurial clients eventually require guidance around succession, governance, scalability, and enterprise value—areas that extend beyond traditional planning. The next stage of growth is often not about growth at all. For many successful entrepreneurs, the question eventually shifts from accumulation to significance, impact, and the legacy they want their business to create. https://www.youtube.com/watch?v=JY5xOB8GTQY Quotable Moments “The exit multiple is downstream of the architecture.” “The difference between a three-times and a fifteen-times multiple is often whether the business depends on the founder.” “You have to simplify in order to multiply.” “We're not talking about a 10x game anymore. We're talking about a 100x game.”     FAQs Why do some advisory firms command higher valuation multiples than others? Dan Sullivan and John Bowen argue that valuation is often determined long before a transaction occurs. Firms that reduce founder dependency, codify intellectual property, and build transferable systems typically command higher multiples than those built around a single rainmaker. What is founder dependency and how does it impact enterprise value? Founder dependency occurs when clients, revenue, and decision-making remain concentrated around one individual. While those businesses can be highly successful, advisors find they are often more difficult to scale, transfer, or sell. What is the difference between an architect and an optimizer? An optimizer focuses on improving an existing business model. An architect builds systems, intellectual property, and structures designed to create leverage, scalability, and long-term enterprise value. What does Dan Sullivan mean when he says “100x is easier than 2x”? The concept challenges entrepreneurs to stop thinking incrementally. Rather than working harder within the current model, transformational growth often comes from redesigning the model itself through better leverage, collaboration, and systems. How can advisors better serve entrepreneurial clients? Many entrepreneurial clients eventually need guidance beyond investment management, including succession planning, governance, intellectual property strategy, and enterprise value creation. Understanding where a client sits in their business journey can help advisors provide more relevant advice and coordination. What is the expertise trap and why does it matter for advisory firms? The expertise trap occurs when critical knowledge, relationships, and processes remain inside the founder's head. Until that expertise becomes transferable and repeatable, enterprise value often remains limited regardless of growth. Dan Sullivan and John Bowen argue that valuation is often determined long before a transaction occurs. Firms that reduce founder dependency, codify intellectual property, and build transferable systems typically command higher multiples than those built around a single rainmaker. Founder dependency occurs when clients, revenue, and decision-making remain concentrated around one individual. While those businesses can be highly successful, advisors find they are often more difficult to scale, transfer, or sell. An optimizer focuses on improving an existing business model. An architect builds systems, intellectual property, and structures designed to create leverage, scalability, and long-term enterprise value. The concept challenges entrepreneurs to stop thinking incrementally. Rather than working harder within the current model, transformational growth often comes from redesigning the model itself through better leverage, collaboration, and systems. Many entrepreneurial clients eventually need guidance beyond investment management, including succession planning, governance, intellectual property strategy, and enterprise value creation. Understanding where a client sits in their business journey can help advisors provide more relevant advice and coordination. The expertise trap occurs when critical knowledge, relationships, and processes remain inside the founder's head. Until that expertise becomes transferable and repeatable, enterprise value often remains limited regardless of growth. Related Resources The Greater Game by Dan Sullivan and John Bowen Strategic Coach® CEG Elevate Group The Greater Game Dashboard Diamond Consultants Advisor Transition Report Dan Sullivan The world's foremost expert on entrepreneurship in action, Dan Sullivan has spent the past five decades empowering business owners to reach their full potential in both their professional and personal lives. His strong belief in and commitment to the power of the entrepreneur is evident in all areas of his company, Strategic Coach®, and its successful membership community. Dan is married to Babs Smith, his partner in business and in life. They jointly own and operate The Strategic Coach Inc., with offices in Toronto, Chicago, and the UK Dan and Babs reside in Toronto. John Bowen John J. Bowen Jr. is the founder and CEO of CEG Elevate Group, the holding company that includes CEG Worldwide and CEG Insights. Through these companies, he helps elite financial advisors serve fewer, wealthier clients exceptionally well while building more valuable and scalable businesses. Before founding CEG, John spent 26 years as a financial advisor and built a $2 billion wealth management business. That firsthand experience grounds CEG’s work today across advisor coaching, enterprise programs, empirical research through CEG Insights, and practical frameworks for advisors who want to move beyond practice growth to enduring enterprise value. John is the author of 21 books on wealth management, entrepreneurship, and success. His newest book, The Greater Game: Your 100x Blueprint for Exponential Growth, Freedom, and Legacy, co-authored with Dan Sullivan of Strategic Coach, will be published by Hay House Business in May 2026. Today, John and the CEG team work with leading advisors and enterprise firms — including some of the largest advisor organizations in the United States — to help advisors deepen relationships with affluent clients, build scalable practices, and design lives of greater significance. 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… Architecting 100x Growth: A “How-To” From Legends Dan Sullivan and John Bowen A conversation with Louis Diamond and Co-Authors of The Greater Game, Dan Sullivan of Strategic Coach and John Bowen of CEG Insights.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Architecting 100x Growth: A “How-To” From Legends Dan Sullivan and John Bowen, a conversation with the industry’s top coaches and co-authors of The Greater Game. I’m Louis Diamond, and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. 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. Louis Diamond: Most entrepreneurs and many advisors spend years optimizing for growth without realizing they’re building a business that still depends entirely on them. Revenue and complexity grow; enterprise value, transferability, and freedom often lag far behind. Dan Sullivan and John Bowen argue that the issue isn’t effort or intelligence; it’s architecture. No doubt these are familiar names in the wealth management industry, but just to set the stage, Dan is the co-founder of Strategic Coach, and John is the founder of CEG Elevate Group and CEG Insights. Together, they spent decades coaching and studying high-performing entrepreneurs and advisory firms. Their latest book, one they joined forces on, The Greater Game, lays out a very different framework for thinking about growth, one built around scalability, transferrable value, and long-term leverage rather than incremental optimization. What makes this conversation especially relevant for advisors is that the framework cuts both ways. It applies to the entrepreneurial clients that advisors serve, as well as to the advisory firms themselves. And in many cases, the same founder dependency and expertise trap that limits a client’s enterprise value is quietly limiting the advisor’s business too. We talk about the difference between operators and architects, why 100 times growth can actually be easier than two times growth, where businesses tend to stall as they scale and how advisors can start thinking differently about their own firms, particularly when it comes to enterprise value, succession, and long-term optionality. It’s rare access to a conversation with two of our industry’s legends whose advice and counsel has not only helped to transform the business lives of many of our listeners, but also my own. So let’s get to it. Dan and John, thank you both for joining us today. Dan Sullivan: Thank you, Lou. It’s a real pleasure. John Bowen: I’ve had the privilege of joining you before, but never with my co-author, Dan Sullivan, and I’m excited to share what we’re doing because I think it can make a big impact in our advisor industry. Louis Diamond: No doubt about it. Yeah, this has been an interview I’ve been very excited to host. So let’s jump right in. Dan Sullivan, I think you are a man that needs little introduction. So many advisors in the industry are fans or clients of your firm, Strategic Coach, but for those who aren’t as familiar or need a refresh, can you just give some quick context into why you started Strategic Coach and what the company does today? Dan Sullivan: Yeah. Well, it goes back to 1974. I was a copywriter at BBDO, the Canadian branch of BBDO, big global advertising agency. It still is. But I’ve been sort of a lifetime coach. I remember once when my mother finally caught up with what I was doing in life and I was describing what I was doing, she says, “Well, you were doing that when you were a child. You were talking to adults and you were asking adults about their experiences.” And I said, “Yeah, I could do this when I was eight or nine years old, but it took me a long time to get a business model wrapped around it.” But I jumped out in 1974 and started coaching anybody, but it actually turned out that entrepreneurs were the best people to coach because they would write a check on the spot and they would make a decision on the spot and I needed cashflow and I did it. So I’ve been personally, as a Strategic Coach, which was named by someone else. You’re just out there trying to get cashflow to pay for the rent. So I started in ’74, and I was lucky and it really relates to your target audience, Lou. Right off the bat, I got what are called top-of-the-table life insurance agents. And that was really, really great because life insurance agents are purely a conceptual business. So someone can get a new idea at breakfast and they can have a new business by dinnertime just because they can change their mindset. And that moved on. And I did that for 15 years, just one-on-one, 1970s, 1980s. And then, I’d had enough experience that we turned it into a workshop program in 1989. We’ve been at it ever since. So I was at a talk. Joe Polish is a great friend of ours, Joe Polish with Genius Network. And he had a speaker there, and he says, “You’re one of the original gangsters, aren’t you? You’re one of the first people.” And I said, “I don’t know if I’m the original, but I think I’m the only surviving one.” So it’s 52 years that I’ve been doing what I’m doing. And I had the good fortune to meet John in around 2009. John, was that the year? 2009? John Bowen: Yeah, in the little economic downturn that everybody knows about here. Dan Sullivan: Yeah. And John had a great coaching program and we had a great coaching program. And over the years, we’ve talked a lot about what makes a entrepreneur exponential in their thinking. And finally, about two years ago, we decided, let’s write a book about this. And that’s the new book, which is called The Greater Game. That’s where this all started. It’s just been a great pleasure because we sync very well. Louis Diamond: Amazing. And Dan, I think a lot of people likely know you either from Strategic Coach. I know I’m personally a big fan of two of your books and I know of others, The Gap and The Gain and Who Not How. We’re going to talk about your new book, but I think it’d just be helpful. Can you talk about the key premise of some of your prior books, The Gap and The Gain and Who Not How? Dan Sullivan: As a result of my membership, I’m a member in other groups. And so Joe Polish of Genius Network fame, he’s been in my program for 28 years, and I’ve been in his program for 15 years. And there was a writer who was in one of the first Genius Network workshops, and he approached me. And I created a lot of books, but I create small books and they’re self-published. I do a book a quarter. I’m 82 in about three weeks. So when I was 70, I said, “I’m going to give myself a 25-year project. I’ll write 100 books in 100 quarters.” And this is quarter number 47, and I’m writing my 47th book. But they’re little books. They’re 60, 70 pages. They’re one-idea books. And Ben Hardy, who was, at that time, the number one writer on Medium, which is a blogging type medium, he approached me, and he said, “I know you don’t write big books and you don’t have publisher books. But,” he said, “if you ever did,” he said, “I’d like to collaborate.” And that was a great good fortune on my part. So we produced three books in five years. The first book was Who Not How. Who Not How basically says when you have a goal, the biggest problem with the goal, you’re excited about the goal, but you’re not excited about doing it. So you find “Whos” who help you and you build teamwork around it. And that was a big seller. And then, we had another concept which was called The Gap and The Gain that entrepreneurs, depending on how they measure their progress, can be perpetually unhappy or they can be perpetually motivated. And it all depends on how they measure their progress, how they measure their goal setting and their goal achievement. And then the third book, which has really turned out to be the big one, up until this book, this book will be bigger. It’s called 10x Is Easier Than 2x. So hence, Coach, everybody has a 10x game plan. Whatever number they want to choose, revenues, personal net worth, whatever, you have a framework of 10x, which is sometime in the future, but you use that future framework for deciding what you’re going to do today that will end up as a 10x result. I thought that was going to be our formula for the rest of my life until I met John. And then John is a great AI practitioner. And I began to realize that that 10x is now becoming 100x for really top-notch entrepreneurs, but the 10x is easier than 2x. And we just crossed the million mark with the three books, which is really good. And it’s great for lead… we’re having people show up and they’ve really bought into what Strategic Coach is. We have a good size company. We’re not a small company. We have 120 team members. We’re in five centers: Los Angeles, Vancouver, Chicago, Toronto and London, England. But it’s been really great because we’ve really grown with technological change and it’s basically, we teach people how to think about their thinking. And Lou, you were in for three years, both in-person and virtual. So you know what the starting structure of it is, but I’m in love with entrepreneurs. Entrepreneurs are crucial characters on the planet, but mostly they operate alone and what we’ve done is create a community for them. Louis Diamond: Fantastic. Thank you, Dan. And John, I think perfect segue to you, because I know you’ve spent your career serving and helping entrepreneurs as well, mostly within financial services or within wealth management. And you’ve been very kind to share some of your amazing research on advisors serving entrepreneurial clients in the past. But for anyone who’s missed those episodes, similar question for you, can you share what your companies do? CEG Elevate, CEG Insights, your new research, and then we’ll dive into your exciting new book. John Bowen: Thank you, Louis. And Dan and I are very excited about just entrepreneurs in general. Dan is, because he’s working with them directly. The best clients for financial advisors are entrepreneurs, largely, if you’re going to go high net worth, ultra-high net worth. So we have a company, CEG Elevate, which is our parent company. Two of the companies that are really interesting for this podcast is CEG Insights and this is our research arm. And we’ll study about 20,000 high net worth, ultra-high net worth clients this year in depth and 6,000 up to 7,000 we’ll do just of entrepreneurs. And this is in the partnership. Lou, I invited you up to… We were skiing two years ago in Park City and you couldn’t join us. But Dan and I made a deal to do a 25-year partnership studying entrepreneurship, one for Strategic Coach and his coaching clients, but really the opportunity for financial advisors. And it’s probably just as well because I came down, and I think, Dan, you were 80 at the time and I was 69. I’m 70 now. And I was skiing with a whole bunch of 40-year-olds, and they’re all going, “You guys are way too optimistic.” And Dan and I are just getting started on this. And the other company that’s applicable is CEG Worldwide, where we have the privilege of coaching and training some of the top financial advisors, those aspiring, and also working with the enterprises to really help move up market and do this great experience. Louis Diamond: Fantastic. Dan, question for you. What was the core problem you and John were trying to solve in your new book, The Greater Game? What is it that existing frameworks weren’t touching? And then John, I’ll have a follow-up question for you after that. Dan Sullivan: Yeah. Well, by the very nature of what we do, we’re not going for wannabes. We’re not going for entrepreneurs who hope to be really successful someday. We’re engaging with and we’re registering into both of our communities, people who, they’re already great. They’re already doing so many things right, but they’re kind of doing it unconsciously. They just have a unique ability for growth. They have a unique ability for networking and expansion, but the very, very core is they’ve done it on their own. And they’ve done it out of intuition and they’ve done it out of ambition and motivation. But their biggest problem is that they’re really lonely. I’m in my sixth decade now of coaching entrepreneurs, and people say, “Well, what’s the number one problem that entrepreneurs face?” And I said, “Loneliness.” They can’t explain themselves to the family they grew up with. They can’t explain themselves with their lifetime friends. They have thoughts about how they’re operating. And they take enormous pride in their ability to transform difficulties into breakthroughs, but they don’t have anybody to talk to. So what we’ve created is a community where when you walk in the room, everybody in that room immediately understands you. Everybody immediately applauds what you’ve done. Everybody is inspired by you. So my framework is I call, “What you’ve done on your own, you’re great. You’re a winner already, but who do you talk to?” You have to hide a lot of your success because they just won’t understand what it is that actually motivates you. And the beauty of the partnership with John is the vast majority of our clients are in 70 or 80 different industries, so they’re not peculiar. We start off with financial services, especially life insurance. But what I notice is that all the difficulty they get into life is they’re trying to communicate with people who don’t understand them. And what we’re saying is, “Stage one, you did it on your own, you’re great by any standard whatsoever. You check all the boxes for being a successful person, but you don’t really have any way to actually check out how other people are doing this.” And so we’ve created a community, and John has created a community where people, immediately, there’s understanding. And not only that, but there’s opportunity because they’re unique in their own ways. Every one of our entrepreneurs has created a very, very unique pattern of success that if they were with 10 other people, they could learn from this. If they were with 30 other people, they would learn even more. So that’s what we’ve done. So stage two is now joining a community where everybody gets you. Louis Diamond: Interesting. And that’s the premise of the book. We don’t want to have people not buy it, but what is the greater game? What’s the game that folks are playing and pursuing and how do you make it greater? Dan Sullivan: I tell you, what I’ve always been lacking, I’m sort of intuitive like most entrepreneurs are. We’ve done about 300 times growth since we started the program. But it’s intuitive. I don’t have any research to back this up. I’m low on fact finder. I find, generally speaking, the best facts are just the facts that I make up, but at a certain point, you’d like to have some actual research to back me up. So I’ve gone as far as I can go with our company without real research. Then John comes into the picture, and now we got some real research. And I will say this, this is generally true. It’s not just a problem with me that I don’t have research. I find that entrepreneurism is one of the least researched subjects on the planet. And John comes along and he’s done all the backfill for how entrepreneurs actually perform and I’ve got research to prove it. Louis Diamond: Perfect. Yeah, John, question for you. So what is The Greater Game? And then, how do you think it relates to what financial advisors have been missing? John Bowen: One of the things that we as financial advisors all want to work with people who have already won. And there’s no better group than entrepreneurs, successful entrepreneurs. If we look at people with 25 million or more of investible assets across all households in the US, 90% are entrepreneurs. And at the 5 to 25 million of investible assets, it’s three out of four. So at CEG Worldwide, we’ve always wanted to really understand advisors. And we said we’ll partner with Dan and his passion with entrepreneurs, we’ll go ahead and study them so that we can bring insights on how we can better serve them. And the very first thing we want to do is understand, yeah, there’s very different stages that we see of entrepreneurs and we talk about the whole concept of The Greater Game. And the idea here is we wanted to identify… And I’ll share some PowerPoint slides. I know a lot of us are listening and I just want to walk through this, but Louis will have it in show notes, his team will. We really saw four areas. The first one was level one, stage one was foundation for freedom. They had ambition, the vision, but they really needed security. And Dan calls this, and I love this term, “cash confidence.” But it’s really using a financial advisor to have security. And one of the things, the last time I was on with you, Louis, we talked about there’s 59.2% of entrepreneurs who want to switch advisors because they don’t believe they have that security. And that’s kind of the foundation. And this is why you’re never going to read a more friendly financial advisor book for entrepreneurs than this because in our coaching program, we’re developing workshops and so on to bring this message out. And then the second level is where now we saw… and there were four levels. Dan and I identified 5.4% of these entrepreneurs that were just killing it and they were going through all four levels. The second level was energy for expansion. They were very motivated, they were excited about getting up and really the intellectual property, and Dan’s been one of the big leaders in this, is so much of what we know… And as I go through this too, I want every one of the advisors to think about it’s not only your entrepreneurial clients, this is for you too, is having this intellectual property, getting it out of your head so that your business is not founder-dependent or personality-dependent. You’ve got this enterprise. And then, the third level where it really took off was collaboration and multiplication. And Dan talked about the power of community and this is so big. And for advisors, the community is often working with other professionals, the accountants, the attorneys, the investment bankers. Matter of fact, when we survey, we found that 40% of the people with 25 million or more that they invest with an advisor came through an investment banker. So creating that community, teamwork, having the right team and then autonomy. Can you step away from your practice? The entrepreneurs step away 30 days, 60 days, 90 days, making that independence, moving from the founder-dependent to the enterprise. And the last level was exponential. And this is all along the way, the AI opportunities to accelerate this and augment this is really real, but the agency where the blue ocean, creating new markets, then getting the commitment and courage. And at each of these levels, we saw different entrepreneurs just really taking off. And one of the things that’s so important, Louis, for what we’re talking about today is advisors all are ready to treat stage one, the foundation for freedom, but they don’t really understand the other stages, and that’s really what entrepreneurs want. So if you want to work in this market, it’s very important for you to understand what you can do to help. The difference is often for an entrepreneur, a three to five multiplier versus 15, the level one or stage one to stage four. And this is where it gets really exciting. Louis Diamond: This would be a question for John. You found, and he’s mentioned it, that only 5.4% of entrepreneurs operate as architects versus optimizers. Can you explain the difference between those two personas? John Bowen: Well, I’m going to set up the research and let Dan really bring it home. But Dan and I came up with this framework, The Greater Game and the 10 Multipliers, and we’ve got that and we’re putting it in order and we wanted to really confirm. And everything we do is empirical research. So we reached out to 1,000 very successful entrepreneurs, 1,016. And it became very clear that the 5.4% of them were actually executing on all these levels and they were just distancing everyone else. And what we came up with, and Dan mentioned it earlier, that his book, 10x Is Easier Than 2x, but we said, what we’re seeing… and we’ve got a whole bunch, I think it’s 26 stories in the book of entrepreneurs, we’re seeing so many people blow this out that 100x is easier than 2x, and it forces a whole different mindset where if you’re optimizing, you’re kind of looking incrementally. But when you step back as an architect, big picture, wow, huge opportunity, both for entrepreneurs and advisors that are entrepreneurs to make a real big difference. This is something you’ve really coached to and had the privilege of working with thousands of entrepreneurs helping them on that journey. Dan Sullivan: Yeah. One of the things that was confusing for me, Lou, when I first started coaching, because everybody who came in to coach, you remember when you came into your first Chicago workshop, that everybody in the room was motivated. I’m not a motivational speaker. I don’t have to motivate the entrepreneurs who are in Coach. They’re already motivated. The problem is the focus of their ambition and focus. And what we discovered was that there were two types that showed up. I didn’t really understand it, but they’re what I call status-oriented entrepreneurs. And what they are when they were a kid, they didn’t have anything. Their family wasn’t at the top of the pole. When they were born, they grew up in a certain community, but there were certain people who lived in the right part of town and they had really big houses and everything about their lifestyle was way above everybody else in the lifestyle. And they saw the lack of what they had, because of the way they were born, that they were going to match it. But the matching was based in not only what the big home looks like. They’ve got other homes, they’ve got vacation homes. They belong to clubs. There’s clubs for the winners, and the losers aren’t part of those clubs, golf courses and boating clubs and everything else. And what I noticed was their motivation was simply to get to that point where they had the same sort of status. And they’re interesting for a while, but once they’ve gotten to that level of status, they’re not interesting anymore. They go on cruise control at that point and they just want to stay within that framework. But the really interesting entrepreneurs, and we really highlight them in the book, it’s just about growth. So when they get to one level, they say, “That’s great. Okay, now I’ve got a new baseline and now I want to grow even further.” And we have one story, very, very interesting. When he came into my Chicago workshop, I met him and he said, “I’ve got a big engineering company.” This is Paul VanDuyne. He’s out of the Quad City area of Iowa. And he says, “My ambition for your program is for three years, I’m just going to plan my retirement.” And I said, “Well, we’ve got some thoughts about that.” So I said, “Just do your first workshop and we’ll talk about it 90 days from now.” And he came back and he had an entirely different game plan, and he’s grown basically 250 times in his last 13 years. He’s completely transformed the industry that he’s in and he had this growth. So what we’re looking for in The Greater Game, we’re looking for those entrepreneurs who are already successful, but they don’t see any stopping point. They’ll grow to one level and then they say, “Okay, that’s the new baseline. Now I grow to another level.” Meanwhile, three years ago, what happened is the world got a new capability called AI. AI, you’re not talking 10x. If you use it properly… a lot of people are in the very early stages here, but we can see the ones who are applying it for growth. John has set up an entire research structure just to measure the people, and what are the people who are just motivated by growth? They don’t see any stopping point. They don’t see any retirement age. They’re just growing. They’re in better health now than they were when they started their ambition. One of the great breakthroughs we’re having now is the impact of AI on physical fitness and health right now. And so you have 70-year-olds now who are way more ambitious at 70 than they were at 50. So we think a whole new world is being created in front of us, but there isn’t the research to measure what the real winners of this new game are actually doing. And The Greater Game is a lot of Strategic Coach thinking tools, but it’s also the phenomenal research that John is doing, and we’re measuring exactly what are these people who just constantly grow, what are they actually doing? John Bowen: Louis, if I can jump in, I want to go back to Paul just for a second because he was going to do something classical, and Dan is also my coach and I was going to do something similar. Paul told Dan that he was going to retire at 65, and his wife. And he were going to open up a little mom-and-pop coffee shop. And the reason so many of the entrepreneurs are caught in the 2x optimization is they’re grinding it out. They’re working harder to be more successful and the desire to do that isn’t very high. That’s why you retire. On the other hand, what we found, the ones working on 100x are building platforms and ecosystems. They’re architected. And as we were writing the book, CEG grew by 58%. I’m going to give a lot of credit to the book, because as Dan and I were working on the processes, I wanted to walk all the talks. This is where the world is changing. I want everybody to think as a financial advisor, you’re being served twice, one with The Greater Game, they don’t care about a few basis points on returns. That’s table stakes. So much of the level one is taking care of the investment side, mitigating taxes, taking care of the areas, protecting the assets, some charitable planning, maybe shoot in some succession planning. I can tell you only 6% of the entrepreneurs actually feel they’re getting that from you, but that’s only level one. If you can help them from each of the stages, stage one through four, and help them create that vision, they’re going to love you to death. Because many of them want to continue in this path and create tremendous value, bigger impact, not creating legacies in the sense of enduring legacies, but active legacies. Last year, my wife and I set up a private foundation. I called it The Greater Game Foundation. I just love this so much, the difference that you can make, and I want to do it while I’m living, not while I’m gone type of thing. I think that’s one Dan and I very much share. Louis Diamond: Awesome. You wrote the book 10x Is Easier Than 2x, but now you’re claiming 100x is easier than 2x. How can that be the case? Dan Sullivan: The interesting thing, one of my points of proof on the original idea, the 10x Mind Expander, I use a lot of what the entrepreneurs have already done to prove the future. In other words, I said… You’ll remember the exercise, Lou. And I said, “I want you to pick your best number.” Everybody’s got a best number. It’s revenue, it’s net worth, whatever. And I said, “I just want you to multiply by 10.” And immediately there’s this reaction. He says, “You know how hard it was to get to just where I am 10 times?” And I said, “Well, you’ve already done 10 times. You’ve probably done 10 times twice. So let’s go back to the beginning. When were you 1/10 of where you are right now?” And they can nail it. They can tell you the year, they can tell you the month when they were 1/10 of where they were. And I said, “Let’s write the actual structure that got you from 1/10 to where you are right now.” And there’s five stages, and usually it’s an event, it’s a new relationship and all of a sudden they get a big check. And we measure, as entrepreneurs, size of check is a good scorecard. When you’re first starting, you got a $10,000 check, that was the biggest check. But about five years later, you get a $100,000 check, and all of a sudden it seems strange at breakfast, but by dinner you’ve normalized the idea, “Well, I know what it’s like to get a much bigger check, a 10 times check.” And so I have them create five growth stages that took them from where they were 1/10 to where they are right now, and I said, “Now let’s go back and talk about doing 10 times more.” And what they recognize, 80% who’ve got them 10 times the first time is going to be the same. It’s relationship, it’s having a great team, it’s having a simple approach that always works and it’s about the kind end customer. It’s not about them. It’s about who is it that you’re being a hero to in the marketplace. Because the truth is people don’t want to have a lot of relationships as they grow. They’d like to have one relationship to grow. They’d like to have an advisor who’s growing with them. But then John introduced me to the whole world of AI and I said, “We’re not talking 10 times anymore. We’re talking 100 times.” I said, “If you apply this new form of thinking, because it is an entirely new form of thinking, to what you’re doing right now, you can see that 10 times is going to happen just by doing three or four things where you’re eliminating waste, you’re eliminating things that just don’t work anymore, changing relationships, changing teamwork, changing collaborations in the marketplace.” But meanwhile, this new world of thinking is making you healthier. It’s making you more fit. So where before you thought you wouldn’t have the energy at 70, you now have more energy at 70 than you had at 50. So you’re the only one who says when it’s going to stop. I’m 82 in three weeks. We’re having this… I’m 82 and I’m way more ambitious at 82 than I was at 52. And the world is, because the world outside in terms of technological capability and access is way, way bigger in my 82nd year than it was in my 52nd year, and I love the growth. I have to tell you that the greatest point where AI is going to have the impact is going to be making money. The big titans, the Metas, the Googles, the Nvidias, what do they have in common? It’s about the money and where AI is being applied most is how you do new things with money. So that’s where the 100 times now comes from. I’ve normalized it. I said, “We’re not talking a 10x game anymore. We’re talking 100x game.” But the number on the scoreboard isn’t the issue. The scoreboard is, are you actually having fun? Louis Diamond: Yeah, we call it living your best business life. That’s our major barometer in charge. John, I don’t know if you could pull up your slides again, but I want to talk about the bridge between stage two in your pyramid to stage three. So that’s from expertise into scalable property. Can you explain how this relates to a financial advisor or an independent business owner and why this concept is so important for the valuation of a business? John Bowen: The book, it’s written for entrepreneurs, but I wanted to create some bridges while we’re together with Louis on really what’s going on for financial advisors and how you can help them. So if they’re at our stage one, Dan and my stage one of The Greater Game, and they want to go to two, they’re kind of dreaming oftentimes, and we want to help them begin creating the architectural structure. And as an advisor, this is really going to encourage everybody to read chapter two, The Greater Security. It talks about really the VFO, Virtual Family Office structure that they want, and you got to help them get financially solid, building personal wealth outside of the business, tax, estate, insurance, business structure. That’s what we all do today. Then though, if they want to move from level two to three, what we find over and over again, advisors are not equipped to do this, because what we’re taking is that founder where everything’s in its head, we’re now helping them move from just having that expertise to having scalable property. This is that codifying the process of building IP that’s transferable. And this is where the real valuation changes. Now, I’m not asking financial advisors to be the IP experts, but what the entrepreneurs want is they want somebody to help them curate and then coordinate between each of these levels. We go from three to four that the founder is indispensable, oftentimes at three. Now we want the team there to be invincible. And it’s not just the individual team as Dan was talking about. It’s the community. The collaboration is where this really takes off. The noise of AI is making it harder to market, but by partnering, particularly as financial advisors, we can very quickly have groups. One of the reasons why I’m collaborating with Dan, I want to help our financial advisors to work with entrepreneurs. Dan wants that research. So this is the natural collaboration. But they’re interested here in governance, self-managing teams. One of the things that Strategic Coach is brilliant at, the pre-transaction they want. And what we find so often is the indispensable discount. So many businesses sell, if they sell at all, they’re selling for three to five times multiplier, not advisory, but traditional businesses. Well, if you can make it to four, all of a sudden you’re now talking to 10 to 15 times multipliers. And think of it as if I’m a buyer and I’ve been involved in 50-some transactions, what happens is if the business is the guy, the gal, they’re the business, then you’re buying a very expensive job type thing. So let’s just keep a simple one. They’re having a couple million dollars of EBITDA. And let’s say the high range of that, five times EBITDA is $10 million. Well, the difference at 15 times two million is 30. Now, a few basis points I don’t really care about. I really care about capturing that difference. And because there’s a machine working without, I can buy that machine and generate that cash flow and it’s also taking advantage of the vision. And then when we get to level four, this is where most advisors make the biggest mistake is, “I’ve won. I’m at level four. I’ve got tremendous wealth.” Okay, but I’m now looking at significance. And I do want to go, “It’s not enduring legacy I’m looking for. I’m looking for active legacy. I’m looking for family governance.” Do I want to continue to build it like Dan and I’m doing at 70? I’m building the business so I can continue doing it as long as I want to do it. At the same time, and I love the impact we have and I know you do too, Louis, for the impact you have. Why not build the platform that’s going to allow you to do that as long as you want to do that? And if you don’t want to do it, let’s create the most value to transfer. When you start having conversations like that with families, entrepreneur families, it just changes, and very few advisors can do that. And that’s what we’re finding. We have a coaching company, training company, we train those things. They’re winning, quite honestly, almost 100% of the time because entrepreneurs didn’t know that was available to them. Louis Diamond: Interesting. It seems like the difference between stage two in your pyramid, to leap to stage three or four, that seems like a pretty massive pivot point for valuation for building a scalable business, having a self-managing company, et cetera. Do you find or have you seen that advisors or entrepreneurs that are in stage two themselves, they kind of pattern-match when they’re working with their own clients and kind of manage their own clients into stage two, or is it not really connected? John Bowen: I think that once you get the bigger picture and see the greater game, you can help your clients. That is a very small percentage. Remember, it was only 5.4 of when we surveyed successful entrepreneurs were actually playing the greater game, all four levels, the 10 greater multipliers. So I think what we tend to do is we get stuck on what we can do. And all the training is for level one for financial advisors. We don’t know how to guide them through the other levels. And really, the big difference from two to three, Dan and I’ve talked about this a lot, and I think Dan’s one of the biggest champions of this, is collaboration, putting together strategic partnerships. It could be with your competitors. This is for entrepreneurs, competitors, it could be various vendor partnerships. But the ability to open up markets that way when you have now put together in level two your IP, value creation’s huge. For advisors, it’s putting together partnerships with centers of influence. When we survey top financial advisors, 70% of their best clients came through COI, Centers of Influence with accountants, attorneys, investment bankers, and so on. Well, let’s do it on purpose, be successful on purpose. Louis Diamond: Dan, question for you. In all your experience working with successful financial advisors, insurance producers, probably any entrepreneur, what do you feel are the most common things that folks do unintentionally to really hurt their enterprise value even long before, or if ever, they decide to sell their business? Dan Sullivan: Yeah, I think the biggest thing is they stay entirely within their industry. One of the first questions that we ask our entrepreneurs when they come into the program and where you see it most is in the professions: lawyers, accountants, engineers, architects. I’ll say, “Well, what is it that you are?” And they’ll say, “Well, I’m a lawyer. I’m a tax lawyer.” And I said, “Are you a tax lawyer or are you an entrepreneur who has a specialty in tax law?” Okay. It makes a big difference, because if you see yourself as a tax lawyer, then you’re saying that you’re a better paid factory worker. You’re a manual laborer. But if you’re an entrepreneur, it’s a fairly recent idea in human history. There’s always been entrepreneurs, but it wasn’t until about the beginning of the 1800s that you start seeing this really different class of people in the marketplace, who, it didn’t matter how they were born, they were taking advantage of some new multiplier technology. Steam power being a great example. Around 1800, steam power came on. And anybody who had a bright vision for themselves and had the wherewithal to figure out what needs could be satisfied with a new technology, all of a sudden they became rich. They became rich. And it was very disruptive, because up until then it was based on aristocracy and you were born into wealth or you were born into poverty. There was no crossover. So what we’re saying is anybody who comes into Strategic Coach, I said, “I’m not going to tell you anything about your particular industry.” I said, “You know all the best practice people in your industry and they have workshops and they have conferences and you go to them, but they don’t know how to be entrepreneurs. You know how to create a really well-paying job, but you haven’t created a company.” A company is a totally different realm and I would say the vast majority of entrepreneurs, 95% of entrepreneurs haven’t really created a company. They’ve just created a really well-paying job which requires their presence and their attendance. I said, “You don’t get any payout for your company. If you’re the company, you need to have a structure.” I’ll give you an example. We started the company in 1989, and we’re about 270 times what our first year revenues were, and that was a great year. I was very happy for the first year, but we’re about 270 times. Along the way, what I did is I created other coaches so it wasn’t just Dan, the coach. So we have 16 other coaches. And I’ll give you a little example. In 1994, that year our company did 144 workshop days, 36 per quarter. One coach: me. Last year we did 600 workshop days and I did 12. 588 were done by other coaches. And our coaches are great. They’re clients who have coaching instincts and they do it. So about four years ago, I met one of our clients who’s an M&A specialist, and I laid out all the facts just in conversation, “This is our revenues. We have no debt. It’s repeatable income, around 70% is repeatable for one year.” I put the whole structure together. And I said, “So right off the top, I don’t have any relatives on staff.” The first thing they look for, “Any relatives working for you?” And he gave me a number. It was a big number. It was probably four times revenue for that year. He said, “We got a lot of structures.” Then something happened in the marketplace, and this is a great breakthrough that the US Patent Office sometime in the last 10 years recognized that up until about 10 years ago, to get a patent, you had to have a technological component for what you were doing. Sometime in the last 10 years, the patent bureaus decided that the internet is the technological component. So they’ve introduced education and entertainment as patentable processes. So in the last three years, we’ve gotten 82 patents. 82 patents. And these are our thinking tools, Lifetime Extender, Free Focus and Buffer Days. You know the routine that you learn in the first three days, and we’ve got 82 of them. We’re averaging about 25. I get a new patent about every two weeks. So I saw this M&A specialist, and I said, “This has happened in the last three years.” And he said, “Immediately it doubles the valuation of your company.” So what John’s saying here, as you go through the four stages, more and more you get paid for your creativity, retail, you get paid for your retail. But if you structure it, you record it, you package it, it is even greater than what you got paid for your creativity. Louis Diamond: Super interesting personal anecdote, and I appreciate you sharing that because that definitely did drive the point home for me. I see the applicability to probably any industry, but especially to any financial advisor. Dan Sullivan: Oh, yeah. Louis Diamond: The best RIA firms, the best advisors, they pretty much all start off with a cult of personality founder who’s the rainmaker. And then the practices that really grow and scale and are valuable are more platforms. That’s what private equity wants to invest in. And those are the firms that get the higher multiples. Dan Sullivan: Yeah. So the big thing is there’s a really, really great IP lawyer. He’s in our program and he’s made the breakthrough, and he’s the first IP lawyer that doesn’t charge by the hour. He charges by the patent. If the IP lawyer charges by the hour, it’s a very slow patent. If he charges by the patent, it’s a very fast patent. But the big thing, he showed a slide that in just big corporations, 1980, you took big corp, Fortune 500, the S&P 500, more than 80% of their valuation was tangible. It was property, it was real estate, it was fleets, it was equipment. Last year, more than 80% were intangibles. It was your ideas, intellectual. If you look at Elon Musk, it’s all intellectual capital. If you look at Meta, you look at anything, it’s intellectual. It’s not tangibles. So we’ve entered into that new world and AI has introduced us to that new world. It’s new processes, new structures, new approaches and it’s really interesting. It’s hard for entrepreneurs to get their idea that your creativity is actually property. Louis Diamond: It sounds like the ultimate challenge for anyone listening is translate your process, your ideas, the stuff that you’re doing by instinct as you both had said, and turn it into something patentable or something repeatable that another advisor, another executive, another owner can pick up and deploy and scale. John Bowen: We share the process in chapter four. It’s the fourth greater multiplier. And we actually share Caldwell, the attorney that Dan’s talking about, his story and the value creation. He’s now the major player in that space. And this is where we as advisors, we’re given a twofer, Dan and Louis, is that you can help your clients, but you can do this yourself too. You’ve been involved in a number of large transactions. The difference, I had a $2 billion advisory practice I sold in ’98, and we sold for 16 times earnings. And a big part of it, we were in that blue ocean. We had agents that we created and strategic process that would run without me, and it did type thing. And it continued to grow and went for about 10 fold what I sold for a number of years later. This is something that’s very real. Louis Diamond: Absolutely. I got two more questions for you guys because I know you’re both busy. For an advisor who feels like they’ve won the growth game, they grow 10, 15, 20% per year, they’re charged up, they’re on the Barron’s list, the Forbes list, they’re hitting their AUM milestones, they built an amazing team, they have a family member in the business. They have everything that anyone could want. What does the next game look like for them? What’s the next frontier once you’ve achieved all those things that from the outside looking in, seems like you have it all? What’s the next game to play? John Bowen: Well, we’re going to both say The Greater Game, but the- Dan Sullivan: Well, tell them about the dashboard, John, because the book is just part of the deal here. It gives you the landscape. There’s a great tool that comes with the book. So tell them about the dashboard. John Bowen: Really what we wanted to do is to create kind of a community just around the book. Dan and I and team built a dashboard. We were very creative on naming, thegreatergamedashboard.com. You can go in and we’re now studying every month over 500 successful entrepreneurs. We have that data in here. You’ll be able to see how you compare at each of these stages, the four stages, the 10 multipliers. And you’re going to get specific recommendations. This is for entrepreneurs. But again, you should do it. If you’re a financial advisor, you have an equity ownership, you should definitely be doing it as well. And one of the things that we see over and over again, and Louis, you probably see this a lot in the conversations. They have advisors who have already won. They don’t know what the next game is. And it’s easy to check out at that point. It’s easy to frustrate the next generation of leaders and so on. If you take the time to really see what the opportunities are and architect to realize that vision, you can create, whether it’s selling the practice, creating tremendous value there or designing a role for yourself, maybe it’s executive chairman type for that business that you can guide it with the vision and what you’ve brought and strategy. But bring that team up. That’s going to create so much value, so much impact and you can design it for the life that you want. And that’s where I get very excited. Louis Diamond: I can hear the passion in your voice. Dan, let’s finish with you. Given all of your experience working with entrepreneurs, advisors, business owners, et cetera, what’s the one move that you’ve seen the most successful entrepreneurs in your orbit make that’s changed the trajectory of their firms and their life more than anything else? Dan Sullivan: I’ll answer it in a little roundabout way. Periodically, I have a thinking tool. I said, “If everything was taken away from you as an entrepreneur and they moved you 1,000 miles away, what’s the one thing that you would take with you? It has to be portable. So what is the most portable thing that you have that you would start over again with the greatest value that you had created previously? What would it be? And then you would rebuild what you’ve already created, but you would do it much faster. What would be the one thing?” It’s an interesting thought. But in our concept, it’s called unique ability, that there’s something about you, as an individual, that first of all gave you enough confidence to become an entrepreneur because it’s risky. It’s a risky proposition. It’s guessing and betting and it’s risky business and it’s unique ability. So the starting point for all growth in Strategic Coach is that there’s something about you that’s absolutely unique. You don’t have any competitors on this and it has two qualities. One is that you’re so good at it, you don’t take it seriously. You’ve done this since you were a child and it just comes to you naturally and you don’t see the significance of it. When you’re in Coach, you start seeing the significance of it. And the second thing is you just absolutely love doing it. It’s what you love doing most of all. It comes to you naturally. You don’t even have to think about it. And then you begin to realize that anything else you’re doing as the founder and the owner of your company, probably somebody else can do. So you’re doing 20 things, but really you should be doing three things. The other 17 things still need to be done but not by you. And that’s the breakthrough. You have to simplify in order to multiply. Louis Diamond: I absolutely love that. I know when I was in Coach, that was my biggest takeaway or realization was figuring out what my unique ability was because I think the two components,

Ray White speaks to Alexforbes CEO Dawie de Villiers about the financial services group's strong full-year results, which saw assets under management and administration grow to R733 billion and profits rise by 22% In other interviews, Steven Powell, Head of ENS' Forensics practice talks about South Africa’s fight against financial crime and whether recent revelations before the Madlanga Commission could undermine the country’s anti-money laundering credentials. The Money Show is a podcast hosted by well-known journalist and radio presenter, Stephen Grootes. He explores the latest economic trends, business developments, investment opportunities, and personal finance strategies. Each episode features engaging conversations with top newsmakers, industry experts, financial advisors, entrepreneurs, and politicians, offering you thought-provoking insights to navigate the ever-changing financial landscape.    Thank you for listening to a podcast from The Money Show Listen live Primedia+ weekdays from 18:00 and 20:00 (SA Time) to The Money Show with Stephen Grootes broadcast on 702 https://buff.ly/gk3y0Kj and CapeTalk https://buff.ly/NnFM3Nk For more from the show, go to https://buff.ly/7QpH0jY or find all the catch-up podcasts here https://buff.ly/PlhvUVe Subscribe to The Money Show Daily Newsletter and the Weekly Business Wrap here https://buff.ly/v5mfetc The Money Show is brought to you by Absa     Follow us on social media   702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/CapeTalk 702 on YouTube: https://www.youtube.com/@radio702   CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/Radio702 CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567See omnystudio.com/listener for privacy information.

Ray White speaks to Alexforbes CEO Dawie de Villiers about the financial services group's strong full-year results, which saw assets under management and administration grow to R733 billion and profits rise by 22% The Money Show is a podcast hosted by well-known journalist and radio presenter, Stephen Grootes. He explores the latest economic trends, business developments, investment opportunities, and personal finance strategies. Each episode features engaging conversations with top newsmakers, industry experts, financial advisors, entrepreneurs, and politicians, offering you thought-provoking insights to navigate the ever-changing financial landscape.    Thank you for listening to a podcast from The Money Show Listen live Primedia+ weekdays from 18:00 and 20:00 (SA Time) to The Money Show with Stephen Grootes broadcast on 702 https://buff.ly/gk3y0Kj and CapeTalk https://buff.ly/NnFM3Nk For more from the show, go to https://buff.ly/7QpH0jY or find all the catch-up podcasts here https://buff.ly/PlhvUVe Subscribe to The Money Show Daily Newsletter and the Weekly Business Wrap here https://buff.ly/v5mfetc The Money Show is brought to you by Absa     Follow us on social media   702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/CapeTalk 702 on YouTube: https://www.youtube.com/@radio702   CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/Radio702 CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

Don and Tom examine the coming wave of blockbuster IPOs, including rumored offerings from SpaceX, Anthropic, and OpenAI, and explain why investor excitement often leads to disappointing results. Drawing on research from Dimensional Fund Advisors and examples such as Uber, Facebook, and Groupon, they discuss the historical underperformance of IPOs and the dangers of buying into hype. They then answer a listener's question about assets-under-management fees, explaining the broader planning, tax, behavioral, and retirement services provided by fiduciary advisors beyond portfolio construction. The episode concludes with a look at the growing number of highly speculative ETFs, including UFO-themed and meme-stock funds, and a warning that investors should focus on diversification and discipline rather than chasing the latest financial product.0:05 Summer IPO mania: SpaceX, Anthropic, OpenAI, and the hype machine1:24 SpaceX's massive valuation and why investors are excited3:05 Anthropic and OpenAI join the trillion-dollar IPO conversation4:29 Comparing today's IPO wave to the dot-com boom5:09 Why hot IPOs are usually a bad investment6:27 Dimensional research on IPO underperformance and liquidity concerns7:51 Uber, Facebook, Groupon, and other IPO cautionary tales8:50 Why even great companies can be poor investments at the wrong price9:45 Why disciplined firms delay adding IPOs to portfolios10:59 How to submit questions to Talking Real Money13:17 Listener question: Is a 1% AUM fee really worth it?15:20 What advisors actually do beyond portfolio management16:44 Vanguard's research on advisor value17:12 Why large portfolios shouldn't pay a flat 1% on all assets18:24 The emotional and behavioral benefits of professional advice20:29 How advisors help investors stay diversified21:45 The explosion of bizarre new ETFs22:49 UFO ETFs, meme-stock funds, and speculative product launches25:05 Why investors should be skeptical of niche ETFs and high feesQuestions? Comments? Click!

When an allocator says "We only work with established managers," it can feel like a door closing in your face. And the natural instinct is to pry it back open by explaining yourself, defending your track record, and making a case for your fund. Stacy Havener's advice: don't go there.Because handling objections to close deals is a thing. It's just not the right thing in this moment.That's why, in this episode, Stacy's breaking down what to do instead when you keep hitting the same wall in meetings.Listen in to learn:Why "too small" or "too new" is usually a timing mismatch, not a hard no The three words that change the whole vibe: "Tell me more." The questions that uncover real requirements around AUM, allocation size, and track record How to capture their language so your follow-up actually lands when the timing is rightThis is Story Snacks, a bite-sized, jam-packed series for fund managers who are ready to master strategic storytelling in under 20 minutes a week. ---Running a fund is hard enough.Ops shouldn't be.Meet the team that makes it easier. | billiondollarbackstory.com/ultimus- - -Thinking about expanding your investor base beyond the US? Not sure where to start? Take our quick quiz to find out if your firm is ready to go global and get all the info at billiondollarbackstory.com/gemcap

A highly revealing day for domestic retail liquidity! According to the latest AMFI data, net inflows into actively managed equity schemes dropped sharply to ₹22,908 crore in May.Join us as we unpack the triggers behind this multi-month low, contrast it against the industry's massive ₹81.58 Lakh Crore total AUM, and discuss if systemic investment trends are genuinely cooling down. Get the facts here.

A highly revealing day for domestic retail liquidity! According to the latest AMFI data, net inflows into actively managed equity schemes dropped sharply to ₹22,908 crore in May.Join us as we unpack the triggers behind this multi-month low, contrast it against the industry's massive ₹81.58 Lakh Crore total AUM, and discuss if systemic investment trends are genuinely cooling down. Get the facts here.

A highly revealing day for domestic retail liquidity! According to the latest AMFI data, net inflows into actively managed equity schemes dropped sharply to ₹22,908 crore in May.Join us as we unpack the triggers behind this multi-month low, contrast it against the industry's massive ₹81.58 Lakh Crore total AUM, and discuss if systemic investment trends are genuinely cooling down. Get the facts here.

Greg is CIO at Man Group, Head of the Americas, and lead PM for the firm's flagship multi‑strategy fund, overseeing $228B in AUM (as of 3/31/26). He shares how Man Group pursues alpha at scale by fostering collaboration across systematic and discretionary teams, using AI as a connective tissue between human judgment and quantitative rigor, and designing a culture that preserves independent thinking.-This podcast/webcast is provided for informational purposes only and should not be considered legal, tax, investment, or business advice. It is not a solicitation, recommendation, or endorsement. All opinions expressed by participants are their own and do not necessarily reflect the views of the Evoke Advisors Division of MAI Capital Management, LLC ("Evoke”), its affiliates, or any companies mentioned. Information shared has not been independently verified by MAI or its affiliates. MAI Capital Management, LLC (“MAI”) is registered with the U.S. Securities and Exchange Commission ("SEC"), which does not imply any particular level of skill or training.Certain information contained herein has been obtained from third party sources and such information has not been independently verified. No representation, warranty, or undertaking, expressed or implied, is given to the accuracy or completeness of such information by any person.While such sources are believed to be reliable, Evoke does not assume any responsibility for the accuracy or completeness of such information. Evoke does not undertake any obligation to update the information contained herein as of any future date.The content is intended for a general audience and does not constitute a recommendation to buy or sell securities or adopt any investment strategy. Any examples or scenarios discussed are illustrative only, involve risks and uncertainties, and do not guarantee future results. Non-traditional assets carry significant risks and may not be suitable for all investors. Decisions should be based on individual objectives, risk tolerance, and circumstances.Statements herein are general and may not reflect an individual's or entity's specific circumstances or applicable laws, which vary by jurisdiction. Further, speakers' views are personal and may differ from Evoke and MAI recommendations and are not specific investment advice; and do not consider client objectives, risk tolerance, and diversification. Guests may have current or past relationships with Evoke and MAI, its affiliates, or the host, including as clients, service providers, or business partners. Participation does not constitute an endorsement or testimonial. No compensation has been paid or received for guest participation unless disclosed. MAI and its affiliates may have business relationships with entities mentioned in this podcast, which could create potential conflicts of interest. These relationships may include advisory services, investment management, or other arrangements. MAI seeks to manage such conflicts consistent with its fiduciary obligations and policies.(As of December 22, 2025)

Paulo Passoni, Managing Partner at Valor Capital, and Olga Maslikhova sit down with their first-ever TJC Debrief guest — Ivana Delevska, Founder and CIO of Spear Invest and Portfolio Manager of the Spear Alpha ETF (SPRX, Nasdaq), one of the best-performing actively managed AI ETFs. Ivana spent a decade at Tiger Management, Millennium, and Citadel before founding Spear, where she now runs over $100M in AUM as a one-person fund augmented by AI. This is the June 2026 edition of TJC Debrief — a monthly show covering tech, venture, and capital markets through a global lens.We cover where $1 of AI spend actually goes — 50% to compute, 15–20% to networking, 15% to power and physical build-out — and why networking is the most under-the-radar layer of the value chain, why behind-the-meter power and former Bitcoin mining sites (Applied Digital) are the most overlooked plays in AI infrastructure, why Latin America could become a serious data center alternative to the US given cheaper electricity and faster permits, why hyperscaler-backed offtake deals are solving the cost-of-capital problem for data center build-outs, the SpaceX IPO at $1.77 trillion and 60x forward revenue with only 15% growth — and why Paulo thinks the employee lockup wall is the biggest risk, why Anthropic at ~$1T with $15B revenue scaling to $200B in 2027 is the more reasonable bet on a 12-month horizon while SpaceX is the better 10-year hold, why the application layer is where the next wave of billion-dollar revenue companies will emerge — using Higgsfield as a case study going from $0 to nearly $500M in revenue in one year by orchestrating 30 video models, why speed and revenue per employee ($1–10M is the new bar) are the only real moats left in software, why Elon is the "king of hardware" and what the EPC contractor insourcing playbook actually looks like, why community is the anti-AI moat — from independent watchmaker collector groups to Corgi's coffee shop in Silicon Valley, why the air pocket of AI demand is the real risk to watch (token prices are the early signal), and why wealth concentration from the AI boom is the biggest macro risk of all — and what forced-savings products and intelligent wealth transfer mechanisms could prevent it.Subscribe to The J Curve Insider newsletter for deeper insights and follow Olga on LinkedIn and Instagram.

We'd love to hear from you. What are your thoughts and questions?Bob Fraser, CFO and Chief Macro Strategist of Aspen Funds, a private fund sponsor with a 12 year track record, distributing over $85M to investors, and over $700M in AUM across private credit, commercial real estate, distressed debt, and energy, shares insights on how the ultra wealthy build and protect wealth through strategic structuring, private investments, and risk management, emphasizing the limitations of public markets and the advantages of private alternatives.Main Points: Volatility drag and its impact on long-term compoundingLimitations of diversification in public marketsAdvantages of private alternatives for risk reductionHow billionaires think differently about volatility and riskOperator due diligence and risk mitigation in private marketsThe democratization of private market investing post-2012Practical steps for high-income professionals to access private investmentsConnect with Bob Fraser:bob@aspenfunds.ushttps://www.linkedin.com/in/bobfraser10/https://www.instagram.com/ritteronrealestate/https://www.youtube.com/@investlikeabillionairepodcast

Mentioned in this episode:

Carrie Osman, Founder & CEO, CruxyLondon-based Cruxy has delivered growth strategy to 40+ capital markets FinTechs and advised 20+ private equity firms (ranging from $1bn up to $100 billion AUM) on value creation through product, packaging and pricing. More than 80% of Cruxy's clients are based in the USA. The firm's Founder and CEO, Carrie Osman talks FinTech value creation with Robin Amlôt of IBS Intelligence. 

Mentioned in this episode:

With Nick Hubert and Taylor Gentry—Founding Partners, Panoramic Capital Partners Jason Diamond speaks with Nick Hubert and Taylor Gentry of Panoramic Capital Partners about helping business owners align personal significance, wealth, and business value through a long-term advisory framework. In Summary Many advisors who work with business owners focus on managing wealth after it is created. Nick Hubert and Taylor Gentry argue that the greater opportunity is helping clients create, preserve, and align value long before a liquidity event occurs. In their conversation with Jason Diamond, the founders of Panoramic Capital Partners discuss how concepts borrowed from private equity – including accountability, reporting, capital allocation, and long-term planning – can help advisors become more valuable partners to entrepreneurs. The result is a different framework for advising business owners: one that places personal significance, personal wealth, and business value on equal footing and measures success over decades rather than by transactions. The Storyline Most business owners spend years aligning their companies around a mission, strategy, and long-term objective. Far fewer spend the same amount of time aligning their business, wealth, and personal lives around a common destination. Nick Hubert and Taylor Gentry believe that true alignment begins when business owners stop viewing those decisions separately. As founding partners of Panoramic Capital Partners, they have built a firm designed to engage earlier in the entrepreneurial journey. Their framework centers on helping business owners define a “north star” that balances three interconnected dimensions: personal significance, personal wealth, and business value. The conversation explores how that framework evolved from Taylor's experience in private equity and Nick's background in consulting and wealth management. Rather than viewing private equity solely as a source of capital or a transaction event, they examine what advisors can learn from the systems, reporting structures, and accountability mechanisms that private equity firms use to create value over time. Jason and his guests discuss why many business owners struggle to connect financial, operational, and personal objectives; how advisors can serve as a true personal CFO; and why alignment often matters more than maximizing the next transaction. The discussion also turns inward, examining how the same principles influence Panoramic's own growth decisions, their views on acquisitions and private equity investment within RIAs, and what the industry must do to attract the next generation of advisory talent.   > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why do many business-owner relationships begin too late? (13:10)Nick explains why focusing primarily on liquidity events can create misaligned incentives and why advisors may add greater value by engaging earlier in the wealth-creation process. What does Panoramic mean by a “north star” framework? (16:40)Taylor outlines the firm's approach to aligning personal significance, personal wealth, and business value into a unified planning and decision-making framework. How can advisors apply private equity thinking without becoming private equity investors? (18:11)Taylor describes how institutional reporting, accountability, and value-creation systems can help business owners improve outcomes regardless of whether a transaction ever occurs. Why did one client walk away from a successful deal? (19:45)Nick shares the story of a business owner who discovered that selling the company would solve the wrong problem and why redefining success led to a better outcome. Is private equity misunderstood by many business owners? (26:26)The conversation explores how private equity often functions as a “black box” and why advisors can help clients evaluate opportunities more objectively. How does Panoramic structure its pricing to reduce conflicts of interest? (30:52)Nick discusses the firm's effort to align compensation with client outcomes rather than asset gathering alone. Should RIAs pursue acquisitions and private equity capital? (32:20)Taylor and Nick explain how they evaluate growth opportunities through the same long-term framework they use with clients. What role will AI play in the future of advisory firms? (40:14)The discussion focuses on balancing efficiency gains and enhanced client experiences with the responsibility to protect client trust and security. Topics Covered Business-owner advisory models Personal significance, wealth, and value Entrepreneurial wealth creation Private equity frameworks Business value growth strategies Capital allocation decisions RIA business building Advisor compensation alignment Artificial intelligence in wealth management Next generation advisor talent Key Takeaways Many advisors focus on the liquidity event, while business owners often need guidance throughout the entire value-creation journey. The most effective business planning frameworks connect personal goals, financial objectives, and enterprise value rather than treating them separately. Private equity's greatest contribution may not be capital itself, but the systems and accountability structures used to create long-term value. Business owners frequently pursue an exit when the underlying issue is a misaligned relationship with their business, rather than a desire to stop owning it. Advisor compensation models influence behavior, making alignment between pricing and client outcomes increasingly important. Growth through acquisitions can be valuable, but only when it supports a firm's broader vision and long-term objectives. AI has the potential to improve advisor efficiency and client outcomes, but trust and security remain the non-negotiable constraints. https://youtu.be/_Fhic8CxtCs Quotable Moments “Growing businesses create value. The transaction is not the value creation event. The business itself is.” “The reality is that many entrepreneurs don't want an exit. They want a different relationship with their business.” “Private equity is often treated like a black box. Most people don't actually know what it is or how it works.” “The best thing I can do for my clients is still be in the seat 30 years from now.” FAQs How can advisors create more value for business-owner clients? Nick Hubert and Taylor Gentry argue that advisors can create greater value by engaging earlier in the entrepreneurial journey. Rather than focusing primarily on investments or eventual liquidity events, they discuss helping clients align business strategy, capital allocation, personal goals, and long-term wealth creation. How does Panoramic Capital Partners work with business owners differently from a traditional wealth management firm? Rather than focusing primarily on investments or eventual liquidity events, Panoramic seeks to partner with entrepreneurs throughout the business ownership journey. Their approach incorporates business strategy, value creation, capital allocation, and long-term planning alongside traditional wealth management services. What is the “North Star” framework discussed in the episode? The North Star framework serves as the foundation for Panoramic's advisory process. It helps business owners define long-term objectives across their personal lives, financial goals, and businesses, creating a shared reference point for major decisions over time. How can advisors apply private equity principles without working in private equity? The discussion highlights how advisors can borrow many of the operational disciplines commonly used by private equity firms – including reporting systems, accountability structures, performance measurement, and strategic planning – to help clients create value regardless of whether a transaction ever takes place. Why do some business owners choose not to sell their companies? According to Nick and Taylor, many entrepreneurs discover that they do not actually want an exit. Instead, they want a different relationship with their business. In some cases, improving management systems, leadership structures, and operational accountability can achieve that goal without a sale. What are the advisors' views on AI in wealth management? They see AI as a potentially powerful tool for improving efficiency and enhancing client deliverables, while emphasizing that client trust, data security, and responsible implementation remain more important than being first to adopt new technologies. Nick Hubert and Taylor Gentry argue that advisors can create greater value by engaging earlier in the entrepreneurial journey. Rather than focusing primarily on investments or eventual liquidity events, they discuss helping clients align business strategy, capital allocation, personal goals, and long-term wealth creation. Rather than focusing primarily on investments or eventual liquidity events, Panoramic seeks to partner with entrepreneurs throughout the business ownership journey. Their approach incorporates business strategy, value creation, capital allocation, and long-term planning alongside traditional wealth management services. The North Star framework serves as the foundation for Panoramic's advisory process. It helps business owners define long-term objectives across their personal lives, financial goals, and businesses, creating a shared reference point for major decisions over time. The discussion highlights how advisors can borrow many of the operational disciplines commonly used by private equity firms – including reporting systems, accountability structures, performance measurement, and strategic planning – to help clients create value regardless of whether a transaction ever takes place. According to Nick and Taylor, many entrepreneurs discover that they do not actually want an exit. Instead, they want a different relationship with their business. In some cases, improving management systems, leadership structures, and operational accountability can achieve that goal without a sale. They see AI as a potentially powerful tool for improving efficiency and enhancing client deliverables, while emphasizing that client trust, data security, and responsible implementation remain more important than being first to adopt new technologies. Related Resources Finding the Shortest Path to Excellence Can Be a Game Changer for AdvisorsDoing everything you can to deliver better service, drive growth, and achieve your goals faster can result in extraordinary benefits. Why So Many Successful Advisors Feel StuckThey've built thriving businesses. Strong production. Loyal clients. Growing teams. So why do so many successful advisors quietly wonder, “Why doesn't this feel as good as I expected?” This episode tackles the psychology of success and what comes after it. Top Tips for Setting Your Business Up for Success Years Before a MoveEven if a move is years away—or just a possibility—it's never too soon to start preparing. These insights will help you position your business and team for success, whenever the time is right. Guest Bios Nick Hubert is a Founding Partner at Panoramic Capital Partners, where he works with business owners, founders, and families on the integration of personal wealth and business decisions. His focus is on the moments where the two sides converge, growth, capital, liquidity, and long-term planning, and helping clients see the full picture in one coherent strategy. Nick began his career in investment banking in New York and management consulting in Seattle before moving into wealth management in 2016. He has also helped lead several commercial real estate development projects, giving him a hands-on understanding of how to build and maximize value in private investments. A native of Portland, Oregon, Nick lives there with his wife, Kaitlin. Outside of work, he’s usually backcountry skiing in the Cascades, cycling, or trail running across the Pacific Northwest. Taylor Gentry is a Founding Partner at Panoramic Capital Partners, where he works with business owners, executives, and families whose wealth is tied to illiquid assets, operating companies, real estate, and private investments. His role is to translate business performance into clear financial decisions and pressure-test those decisions before they become expensive or irreversible. Before Panoramic, Taylor spent his career in investment banking and private equity, and served as CFO at several operating companies. That blend of advisory and operating experience shapes how he approaches the work: focused on fundamentals, tradeoffs, and execution. At Panoramic, Taylor acts as a Personal CFO for clients, connecting business performance, personal balance sheet, and long-term planning into one coherent strategy. An Oregon native and University of Oregon graduate, Taylor lives in Missoula, Montana with his wife, son, and daughter.s NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… True Alignment: Advising Business Owners on Wealth, Significance, and Value A conversation with Jason Diamond, Nick Hubert and Taylor Gentry – Founding Partners at Panoramic Capital Partners. Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is True Alignment: Advising Business Owners on Wealth, Significance, and Value. It’s a conversation with Nick Hubert and Taylor Gentry, Founding Partners, Panoramic Capital Partners. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Advisory firms that work with business owner clients typically operate through a fairly traditional wealth management lens. The business may be the source of the wealth, but the advice itself often centers around investments, planning, and asset allocation, yet Panoramic Capital Partners approaches that equation differently. Nick Hubert and Taylor Gentry are the founding partners of the roughly $450 million RIA, serving about 150 families with a seven-person team. And while they come from very different professional backgrounds, Nick with more of a relationship and storytelling orientation, Taylor from the analytical and private equity side, they’ve built the firm around a shared philosophy tied to what they call personal significance, personal wealth, and personal value. A big part of that philosophy, or the north star as they put it, is applying some of the same accountability and long-term thinking frameworks commonly seen in private equity to the advisory relationship itself, not in a transactional sense, but in helping clients think more intentionally about decision-making, alignment, and outcomes over long periods of time. As a result, our conversation delves deeply into the private equity world, reframing how clients and advisors should consider this important tool as both a growth mechanism and a strategic part of their client’s plans. We talk about how that perspective also shapes not only how they think about serving business owners specifically, but also the role private equity should play in wealth management. Then we take a view of their long runway and how they and other younger advisors might see things differently about building firms today and why clarity of vision may matter more than sheer scale in the years ahead, and much, much more. It’s a narrative that is refreshing and informative, so let’s get to it. Taylor, Nick, thank you so much for joining. Walk us through your background. What brought you to the world of wealth management? Nick, let’s start with you. Nick Hubert: Sure. I think I got my first taste of the industry actually in a sophomore year of college internship, or I interned at Morgan Stanley here in Oregon. I studied finance and accounting at University of Oregon, and so I had this affinity for finance and markets and had that privilege of having that internship. So I had it early on in my career. Ultimately ended up setting my sights on doing investment banking and going that route and did that for a short period of time. Ended up not going very long due to a medical reason, so you don’t have to be that sorry for me. And ultimately started my career in business consulting before pretty quickly realizing that I want to get back to finance, back to investing these things that just felt like core competencies and that thing that you keep coming back to when you’re alone in the middle of the night thinking about stuff, it was always that. Just had this desire to work with smaller units than large corporations, which is great for wealth where you get to work with families and small businesses. And so it was just a natural alignment that took me back full-time to the space in 2016. Jason Diamond: I like the framing it through the size of the unit you’re working with and having more of an impact on the family. Taylor, what about you? Taylor Gentry: I’m a little more circuitous, if you will. Spent a couple of years in investment banking, so you can be sorry for me. Nick and I met in undergrad at the University of Oregon, had the opportunity to work in this investment group together where we were investing a portion of the university’s endowment. And like Nick, interned in wealth management and kind of walked away from it going, “Boy, that’s boring. I don’t really like that.” And so moved to New York, cut my teeth in banking for a couple years and we were working… So an investment bank for context, helping companies raise debt, raise equity, and with mergers and acquisitions, we’re working with huge companies. So the Mattels of the world, the largest toy company in the world. Like Nick, realized, “Hey, I’m going to work with smaller companies that we can get our arms around a little bit better and be more helpful with and have a bigger impact on.” So spent about 10 years with a private equity firm in the western half of the US and we invested in companies in what’s referred to as the lower middle market. So companies doing 50 to 300 million of revenue. And we would invest in those companies, grow those businesses and then look to sell them. Awesome experience, learned a ton, got a bunch of experience around how to invest in companies, how to grow businesses. Then had the opportunity to step into the CFO seat of a couple of different operating companies during that time. It was just a great learning ground, but also to see a whole bunch of different situations. Nick and I have always invested in things together. We’ve worked on things together and we’ve always wanted to work together full time. And a few years ago, the stars really just aligned to say, “Hey, what would it look like to create a differentiated offering in the wealth space where we can blend my background on companies, transactions, how to draw on scale and all those pieces and really marry that with the wealth management piece?” And Nick will get into that further, but it’s just a really unique way to partner with families and companies that are smaller which can have a really high impact experience with those families and really move them through their life journey, if you will. Jason Diamond: Yeah, there’s a lot to unpack there and we’ll get to some of the elements of how you run the business today. First of all, you can’t fool me by using a toy company as your example to make investment banking more interesting. I’m just kidding. Actually, my real takeaway there is you have a skillset that is incredibly relevant in the current wealth management ecosystem, especially in the model you’re currently in. So let’s talk about that a little. Tell us about your current chapter, which is Panoramic Capital Partners. Who do you serve? What types of clients? Give me some perspective on size as well. Nick Hubert: I'm going to take this first. Taylor can do the PE background side and give you a bunch of numbers. I’ll give you the story and see if we can piece it together that way. Jason Diamond: I get the impression you guys use that line a lot. Nick Hubert: Oh, no, that’s the first time. How’d it land? Jason, I spent eight years at our prior firm with our third founding partner, Andrew, and he was at that firm for 30 years. And so we’ve got this core DNA that we’ve always carried of serving high net worth families in a very holistic and deep planning-based capacity, which I think a lot of modern firms say that. And so that’s not necessarily that different, but it is a DNA that carries through. When we got struck with this vision of launching Panoramic and what inspired us to build the firm, it was as, Taylor outlined, around this idea of how do we partner with entrepreneurs and business owners more holistically across their entire entrepreneurial journey, not just around the exit as is so often where the gravity of the conversation sits. And so our firm vision and inspiration was all around that. And since launching in May of 2024, it has been about how do we bring that vision to life with a different business model. And to your point, there’s a bunch to unpack there, but that is ultimately the founding vision of what we are trying to build here overall and what inspires us every day to say, how do we, as Taylor mentioned, bring the combination of skillsets to bear in a way that allows us to be a better partner along the entirety of the journey as opposed to just towards the end when assets traditionally show up, so to speak? So that’s a story from a vision perspective. Taylor, I don’t know what you want to add to that. Taylor Gentry: As Nick outlined, it’s the ability to work with folks throughout the lifecycle. So in private equity, you invest in a company, you work with that management team for three to seven years and then you sell the business and move on to the next project or deal. And really, it’s the deal mechanic that is the value creation. Whereas, with what we are building here, we have the opportunity to really step along the journey with folks when they are in the early phases building what we talk about as the middle phase of allocating, and we’ll talk about this further, and then really the third phase of stewarding capital along the way. And it’s a life cycle or entrepreneurial journey that we’re able to be hand in hand with folks over decades opposed to measured in three to five year spans. Jason Diamond: So it sounds, and you’ve both kind of touched on this now, your different backgrounds, you view as very much a positive because it gives you, Taylor, the more in the weeds analytical perspective. Nick, you’re probably more the storyteller. Do you find that to be a benefit when you’re running your firm every day? And are there instances when it’s a negative? Is there ever a time when you say, Taylor, just maybe more for you, not coming from this world, you don’t speak the same language? Nick Hubert: Do you want me to drop off the call so Taylor can be honest and he can give you the scoop and then he can jump off and I’ll give you the scoop? Taylor Gentry: Jason, we talk about that a lot, honestly. I think it is atypical for someone with my background to step into the wealth space maybe more so. And we leverage that because we have the ability to work with folks on how do you drive value in the company, how do you set the business up for a potential sale exit or transition internally? But this business, historically, we’ve talked about it as almost like two tracks. You have Taylor on the quote unquote business consulting or the business work track and you have Nick on a wealth management track. It’s really not the case. And really, the power is the ability for these two pieces to come together and there isn’t a conversation we have with clients where those two perspectives and backgrounds or contexts aren’t married into one to create really truly holistic advice. And so Nick will probably tell you otherwise, but I haven’t seen an area yet where our two backgrounds has been a negative. It’s actually been immensely positive. And then on top of it, in terms of kind of building out the firm, Nick is more of a traction visionary and I’m more of the traction implementer. What’s amazing about it from our perspective is the partnership we have allows us to, A, recognize that, B, name it, and then C, leverage it in terms of being able to dole out duties and maximize our success together. Jason Diamond: Nick, anything you’d add? Nick Hubert: I think that’s all right. I mean, Jason, your question was from an operational perspective. I think a lot of Taylor’s view is from a client perspective, which is spot on that the overlap of that is really helpful for clients and I think what allows it to be a different experience for them. Internally, operationally, I think that where you could see friction there amongst partners with differences, and I think you do see that, and at the same time, Google was the one who did team research 15 years ago where they put out what you really want, is similarity and vision and differences in skillset when building a team. And so I think we’ve been intentional about that and it’s been really helpful for… Taylor and I functionally met in a quasi-professional setting back in 2011 and developed a friendship quickly, so we’ve got that deep level of friendship that underpins all of it. And same with Andrew and our time working together. So part of it is there’s just such a strength of relationship amongst us that we give space for each other’s differences and look for those as assets as opposed to negatives, but in some sense, beauty in the eye of the beholder as is the case with anything. Jason Diamond: Yep. I appreciate you adding that context. I’ll be honest that when I first encountered your firm, my reaction was your core value prop of serving business owners is not all that differentiated. And then I learned more about the way in which you serve business owners. Can you talk about that? Because a lot of advisors in general, but then I think more specifically, a lot of RIAs would say, “We service primarily business owners.” Tell me how do you do it in a way that’s different and meaningful? Nick Hubert: I’ll take a first stab at that and then Taylor can maybe add on with specific stories. The wealth space is an awesome business and it’s a place where it’s very difficult to differentiate. And so we think a lot about that through the lens of how do we grow this business well for the long period of time to create opportunities for clients and employees. And so we spent a lot of time thinking about that, not only for the sake of differentiation, but also how do we actually just continue to add value to clients? Because if we add value in a different way, growth will take care of itself. I’d say one way of cutting that is we revisit the mission is through this idea of, okay, if I want to be a partner along the journey, it’s about more than a single transaction, more than a single exit, whatever that might be, or a series of transactions as wealth is often created over a series of transactions. It’s this idea of how do we focus on wealth creation and driving business value as the engine of wealth creation for entrepreneurs and what we call personal significance, which is the life of the entrepreneur. And so there’s a next click down framing of our framework that we work through that lens. I think the most important piece for us has been how do we build a business model that actually brings that to life and that’s the trick because we can say that, and if we basically still just operate out of an AUM-based or an asset advisory fee-based business, the reality is my incentive is still towards getting assets out of the entrepreneurial environment, so to speak, into a place that I can manage them, which may or may not be the best thing for the entrepreneur based on where they are at. And so our current work continues to be around how do we build that business model. So layering in different ways of engaging, whether it’s a retainer fee or some other way of engaging so we can start earlier when assets aren’t there and actually encourage the entrepreneur, “No, keep reinvesting in your business. It’s your highest rate of return right now and it’s where the investment needs to go.” I don’t want to have a conflict in giving that advice. And so I think step two here has been building that business model from an actual engagement perspective to enable us to enact the vision. And then I think the third piece is how do we then build tools that are different than just evaluating pre-exit planning, and as is so often, the toolkit, but actually saying, okay, what are the value drivers of a business? And this is probably where Taylor has a lot more to add because it’s 101 of the PE model, but how do we take the mission and vision of an entrepreneur, what we call north stars, translate those into value drivers, ensure those tie to strategic initiatives in the business, ensure it ties to reporting, and ultimately, how capital is allocated between the business and other investments? So then that’s our toolkit that we continue to build out to deploy the mission through our business model with tools that back it up. So that’s how we frame it right now. Taylor, we can share stories about how that’s come to fruition to create different outcomes. Jason Diamond: Taylor, I’d love to hear that. Let me just add maybe my understanding, because this is what helped me, I think, to really understand how you defer, and Nick and Taylor, correct me if I’m wrong, it sounds like the typical advisor thinks about an entrepreneur, a business owner relationship as the next liquidity event in most cases. And you take the viewpoint that it’s a journey, in some instances, 30 years in the making. It’s not even about liquidity event might come that’s beside the point. Is that a fair summary? Taylor Gentry: Yeah. We talk about it as a growing business is a healthy business, a business that is creating incremental value and adding to the multiple in terms of how the business is valued in the marketplace is a healthy business. And so whether you are going to sell that business or retain that business into perpetuity, let’s make a really valuable business and grow a very healthy business. And that’s what we do with clients. Nick laid out the north star framework. And so how do we actually go about engaging with folks on a practical level? It does start with the north star framework. It’s got five steps to it as Nick outlined in terms of defining the north star, where we’re going, what we’re trying to do and that’s across those three pillars, personal significance, personal wealth and business value. And that personal significance has to be held at that same level. Otherwise, we find folks that are mid 50s, their business is crazy valuable, they’ve got a lot of dollars, but their family life isn’t where they want it to be because they didn’t take care of that along the way. So we lay out a place map that says, “Hey, these are the north stars that we are aligning on and coming back to every month when we work with these owners.” We then push that into, okay, what are we trying to do on the business side of the equation? Let’s lay out what is going to drive the value of the business from a multiple and enterprise value perspective. We push that into a set of strategic initiatives that is tactical, who owns what, when’s it getting done, and are we red, yellow or green on it? We then build out the performance reporting package with folks. And so that is a monthly reporting package that says what happened last month and what operational data are we looking at to be able to improve the business month over month and get a good feedback loop going into the company. And then the last piece is around capital allocation that Nick mentioned where if the business generates a million dollars, where’s that capital going? I think there’s a lot in there and it’s really deep, but if you zoom all the way back out, it’s take a private equity style playbook where private equity firms come and invest in a company. And what do they do after close? They put in place good financial reporting, good operational reporting, and then hold the team accountable to that reporting and those results on a monthly, quarterly, and annual basis. And so this is not rocket science or something that’s never been seen before. It’s just most business owners that have never experienced this private equity world don’t have access to it and don’t know how to go about doing it. It’s a relatively long process to get that installed with companies and with teams to really dig in and understand it, but it’s building out those packages to be able to say, “Okay, what happened last month? What changes do we need to make and what are we doing from a initiative perspective to drive the business forward?” So to Nick’s point, it was previously, this was all about liquidity planning or from a wealth management perspective, it’s about the exit. This is about how do we make a more valuable business along the way, and that’s going to be good for the entrepreneur as they move through the journey. Nick Hubert: When we were around the dinner table, the proverbial dinner table creating the vision of this firm, it was around this idea of the silver tsunami and everything that everybody reads in the headlines of this massive wave of transition, this generational transition of business ownership that we could help facilitate. So we launched with that thesis in some sense. In addition to this broader journey perspective, we have gotten to this place by following the market and listening to what entrepreneurs actually want through the big unlock was honestly in a deal process with one of our clients where we realized, “This is a great deal. This person’s going to put a ton of money in their pockets, secure their future,” and it’s completely the wrong outcome for the entrepreneur because it’s thinking all about the deal, not thinking about what this person didn’t want was an exit. They wanted a different relationship with their business, and that required, what do you actually want out of life, that personal significance piece? And it required, “Hey, if we can actually create a layer of team members and reporting that allows you to manage this like a board chair would do as opposed to a highly engaged CEO. That’s actually what you want. You don’t want out of this business. You want to still have this be a huge rock in your life.” And so we’ve ran through that door, said no to the deal with them and have been building the infrastructure around this, and that was the unlock and aha moment for us. There’s something bigger here and that’s what then inspired, in some sense, the broader build out of the toolkit, but I think puts more meat on the bone of actually saying no to a deal, which is not the classic wealth manager outcome to get to a way better outcome for the client and is ultimately still an awesome client for us as a firm and somebody that we can go build with for the next 20 years. I think just telling it through the lens of a story that’s different than what’s normal, so to speak, is a way to frame that up. Jason Diamond: It’s such a hyper focus on a fairly long-term and honestly nebulous potential outcome. You don’t have certainty. That, I think, is why most advisors would prefer the near-term liquidity. I mean, it’s not a secret, right? You can bill on assets, firms are incentivizing it and it’s a pretty direct recipe to net new asset growth, but it’s certainly a refreshing point of view. It resonates with me. I’m wondering if it’s resonated with clients and prospects. I guess what I’m asking is, do they feel that this is something different than the typical wealth management experience for this type of client? Nick Hubert: Yeah, Taylor, tell that story of the guy who said, “I’ve had this, but I felt alone.” I think that story of partnership, you tell pretty well. Taylor Gentry: Yeah. Jason, it was actually that same client, he had a investment banker, a wealth manager, attorney, and a CPA. CPA said, “The deal’s terrible, you shouldn’t do the deal.” Investment bankers obviously incentivized to do the deal. And so he’s saying, “You should do the deal.” That’s how he gets paid. He had a wealth manager who was silent and he had an attorney who just pushing paperwork. Jason Diamond: It’s like the start of a bad joke. Taylor Gentry: Yeah. No, seriously, it’s pretty remarkable. It’s like this guy did what he was supposed to do. He put the team of resources around himself. He got professionals in the seat. It’s that no one could connect the dots of all four of those people because they have the seat of those four people. And so it’s really resonated because there’s an ability to see a bigger picture and connect these dots and say, “Okay, this investment banker is saying X because of A, B and C.” And the CPA is saying it’s a bad deal and that it’s not a market deal. It’s 100% a market deal. This deal is right down the fairway in terms of what the market should value your company at and they just don’t understand how the transaction mechanics should work. And so it’s worked really well from that perspective of being able to be the quarterback or centralized point or personal CFO for folks in understanding where interests lie and also being able to think about what they are pursuing in a bit of a different lens. I think the second piece on that is where does it resonate for folks? I think that there is a gap in the marketplace that we are still working to close, and that gap is that business owners do not know what this monthly reporting package looks like. They do not know what really good reporting on their business looks like in terms of they have always run their… You’ve got a business owner. They’ve run their business for 10 or 20 years. They have a pulse on the business from their gut feel. That does not mean that the business has been optimized, is ready to go to the next level or is ready for a transaction and go through a transaction because they have not done the work on the backend to understand the moving pieces of the business at a granular level. This recording package, we oftentimes get this confusion around, well, I’ve got a temporary CFO or a controller or X, Y, Z. That is very different than what we’re talking about. Well, that is all accounting, close the books, have clean numbers. What we’re talking about is how do I marry operational data in the business, number of units ships, number of jobs completed, time on job, operational data to the financials in the business so I can then go make adjustments operationally on how to improve the business and continue taking steps forward. Jason Diamond: It’s very clear. Nick, anything you’d want to add to that? Nick Hubert: I’d say it’s easy to still cut that from a deal lens and say, look, when an investment partner comes to evaluate a business to sit in their seat for a moment, they’re going to look at the replicability of what that leader has done without that leader still in the seat. And if so many businesses are still reliant on that person and this gets talked about as processes, reporting systems, that ultimately results in a discount to the value of the business because although it can be viewed… For the leader, it’s like, it’s that control thing that entrepreneurs deal with. It’s what made them good. It’s what got you there. And so that transition is really hard. And that’s important from a deal lens because that does a direct impact to value. And to widen out the scope beyond the deal and to think about the entrepreneur’s life, this goes back to the dynamic that a lot of times entrepreneurs look for the exits because they’ve built something that it’s now owning them and what they’ve built is not resulting in the life that they want. And so how can we use this system to actually change that relationship, as I mentioned earlier, with the business so that they can run it more like an executive might and get out of the knife fight, so to speak, that often is how this can feel for a lot of folks, even for pretty large businesses. It can just feel like you’re a firefighter, you’re in a knife fight, whatever you want to use for that terminology. I think it’s as much about creating a different life outcome and different relationship and owning and leading a business as it is in driving deal value. Jason Diamond: Taylor, maybe I’ll ask this of you. Forgive the question, but private equity, I think in our space, has a little bit of a negative stigma at the moment. I don’t think that’s true across the board. I think people appreciate generally the need for capital and there are certainly benefits of private equity. But I’ll say as a whole, advisors are, let’s say, suspicious of private equity. You ever get that pushback? Does anybody ever view your experience or the way you position the story as a negative? Taylor Gentry: I think most people that we talk to don’t know what private equity is. They may have seen it in the headlines. They may have some sort of connotation around it. They won’t come out and say that they don’t like it. They don’t know why they don’t like it. The average American business owner, they don’t know what it is or what it means. So yes, you do have to fight that because of the headline piece around private equity, bad actor ABC, and that’s what gets the headlines. I think what private equity is really good at is taking a business that is not optimized or not running on systems and processes that it can run on. Again, it's not rocket science is not crazy hard. It’s just the private equity world has created ways to install systems and process that improve the value of the business by way of providing visibility to financials and operations in a way that the owner previously didn’t have. And so for us, we view it not by any means as the end all be all or the answer. There are clients we’ve worked with that have taken private equity capital and grown successfully, executed on some acquisitions and then exited again. There are clients that have evaluated those transactions and said, “Hey, not for me.” We are actually fairly agnostic to it. What we really spend a lot of our time on is what are we solving for? What’s the end game? How do we use this private equity transaction to get to where we’re trying to go and is it what we want at the end of the day? Because the reality is, if you’re going to stay on and run that business with private equity investment in, there’s a higher expectation on what you need to do Monday morning than when you owned it yourself and it was a little bit of your personal piggy bank too. Jason Diamond: I love it because you bring it back to the north star concept. Taylor Gentry: Yes, that’s exactly right. It’s what are we solving for and what game are we playing to be able to get to where we ultimately want to go? And for, as Nick mentioned that client that turned down the deal, it was a private equity investment. We got very clear with that, “Hey, here are going to be the expectations. You will have a monthly financial reporting call. You’re going to have quarterly board meetings.” These are things that need to happen in this business to be able to upgrade the management and cadence in this company. You don’t have to do it all tomorrow, but that is how you make a more valuable company, is installing some of these systems, process and cadence. And so we’re working with him now on doing that, just in a private context instead of in the private equity backed environment. Nick Hubert: I think there are three things embedded in this. I’d say number one, to Taylor’s point, this is a massive black box, in some ways by design. Wall Street’s had not a great reputation for a very long time of putting things behind the paywall, so to speak. And so we think a lot about our job as empowerment and education. Jason Diamond: Education, yep. Nick Hubert: Yeah. And so part of it is just, number one, how do we just demystify this thing and name things and take away the go to or bad? Because it can be that, but it should not be that from a core basis. That’s number one. Number two, a lot of entrepreneurs feel like they cannot get access to this ability to professionalize or level up or whatever these things are without bringing on that investment partner. And so part of our motivation is how do we actually bring this skillset in without needing to bring on an investment partner because oftentimes, that investment partner comes when you’re done, and so you don’t actually get to experience it. That’s number two. Number three is, Jason, part of your point earlier was like there’s still a trap here of potentially being able to get motivated primarily by the exit. And so again, that gets back to our business model, making sure our price Racing is right, all that good stuff. And it’s also the reality that a lot of businesses, if you just look at a very broad scope of American businesses, a lot of them don’t have value in the marketplace in a massively material way and/or won’t exit in a traditional way. And so the wealth creation journey then becomes much more of a conversation of, how do we manage the balance between investing in the company and distributing out of the company to invest elsewhere because we should actually be creating investment assets along the way because when you get to the exit, there’s no better power position at the moment of exit than already having financial security to some degree and giving you choice in the right deal, not the highest and best deal because you need to fill the piggy bank for retirement. Jason Diamond: I just want to be sure to ask because you did mention a couple times your pricing structure. How have you set it up so that you can be more agnostic about this as opposed to the typical… You want to talk about it for a minute? Nick Hubert: As it’s structured now, it starts with a retainer earlier on where we are working… As Taylor mentioned, we are going deep in the operational build of the business. We will do that on a monthly retainer. We’re engaging consistently. As assets get built up and if assets get built up, we start to chew that retainer down as assets go up. I think what we are ideally trying to figure out, and still honestly have not figured out yet, is how do we get to parity so that we don’t create an… I want to be able to work agnostically with a client to say- Jason Diamond: Yeah, I love it. Nick Hubert: … regardless of how I’m engaging with you, that’s the goal. So I’d say we haven’t cracked the code on exactly what that is yet, but mechanically, we’ve got the levers to pull to say how we price and move that retainer down is basically allowing to keep it at par, so to speak, for the client and allowing us to say, “I’m here to engage in making the best wealth creation outcome for you along the way, whether that’s investing in the business or investing outside the business.” Jason Diamond: I think that’s the right recipe. I agree. The levers can be fine-tuned, but to me, that’s the model you want to create where you can credibly look your prospects and clients in the eyes and tell them, “Our job is to serve you in the best way… We’re sitting on the same side of the table as you.” I want to turn this inward for a second. The home cooking concept. M&A, within the RIA independent space, is obviously a hot topic. Have you thought about it? Do you think it’s a critical part of a potential growth trajectory of a healthy, independent firm? I’m curious your perspective. I feel you, Taylor in particular, probably have a unique lens on this coming from the world you came from. Taylor Gentry: Yeah, Jason, I think if Nick and I wanted to put as much money as we possibly could in our pockets as fast as humanly possible. It’s a pretty easy recipe. It’s go get some private equity capital backer, roll up a few RIAs, get to a few billion of AUM and then sell it to the next private equity firm or roll it to the next private equity firm, do that a few times. We’d all make plenty of money and go on our way. We’ve been really intentional on this front, and again, I talk about this is what we want to do for the next 30 plus years. And really being intentional around building a business that has that enduring nature to it, decided to take private equity capital on, you are on a shot clock to some degree. Yes, you’re trying to build a best business, all of those pieces. You get cadence. You get capital. There’s a ton of value there, but you are on a shot clock that is not a shot clock we’re trying to get on at this stage. I’d say we opportunistically are looking at acquisitions. So we think about it, and Nick and I talk about it all the time, how much of our time should we be spending on acquisitions? And we think of it as 80/20 or even 90/10, 80% or 90% organic growth-focused, 10 to 20% acquisitions-focused. And so we’re actively evaluating those consistently and see deals on a monthly basis that we look at and evaluate, but it’s less of the focus today than it could be down the road. Jason Diamond: And Nick, do you think of that when you guys talk? Do you guys call that your true north? Do you think the same way you coach your clients and prospects to say, “For right now, it wouldn’t be the right move for us to take private equity capital and to do this acquisition rollup strategy because A, B and C are more important for us”? Nick Hubert: Yes. I think if we take our life north star for Taylor. I’m speaking for Taylor, but we’re close and so we share this of… To Taylor’s point, the life outcome of scaling that quickly with that type of capital backing is likely to create a life that I don’t actually want that’s not good for me, not good for my family, and honestly, not good for our clients at this point. And so that overrides in this case, even though the wealth, north star might say, “Hey, absolutely do that.” At some point something has to win. And so that is true. At the business side, as the north star is motivated by this mission of the entire entrepreneur journey, the worst thing I could do is shortcut my ability to be on that journey for a long period of time. One of our friends in this space says, “The best thing I can do for my clients is still be in the seat 30 years from now because I’ve lived a good life that enables that.” And I think that’s spot on for us, is everything, it’s so easy in today’s world to be consumed by short-termism and we are intentional in ensuring that we don’t succumb to that. While still recognizing to your point, I mean, you’re in this all day, Jason, right? There’s a massive opportunity in front of us to be thoughtful about how acquisitions fit into this. And I think we want to be open to that in a way that ensures we just don’t lose the core of the goodness of what we’re trying to build. Jason Diamond: I think that’s the right answer. The only wrong answer in my mind is we’re not open to this or we’re closed to it. To not at least be opportunistically aware of the dynamics in the market, I think is naive. But also, I’ll be honest, Nick, when I think about the concept of the north star, I have a hard time imagining, because we use a similar concept when we counsel advisors. What is your true north or your north star and your best business life, whatever you want to call it? To me, it does include absolutely the personal piece. I think it’s hard to define it only on the economic verticals because, I mean, I think about this for a transitioning advisor. Almost never is the conversation about crunch the spreadsheet and get us the biggest check possible. It’s, yeah, sure, transition capital is important, but it’s let’s also, we want a better work life and we want freedom to market and blah, blah, blah. To me, I think it’s a completely fair way. You two are looking at it at least for now and I assume you reserve the right to revise that opinion down the line. Nick Hubert: I think acquiring for size and scale is as often the headline is, yeah, we’re not into that at this point because I think… And yet, hey, if the right acquisition with the right people came along in that, we’d be extremely excited and would move very quickly to execute on that. So it’s a little bit of a both hand. Taylor Gentry: Yeah. Jason, I think it goes without saying, but my background on having done a bunch of transactions of businesses like this, it’s a natural fit for us to have this as a lever. And so we are looking at deals. We just haven’t prioritized it as the top priority. Jason Diamond: I think also where you are, 2024 was the launch of the business. It’s pretty common to see, all right, let’s nail this, let’s get our feet under us, client service model and then we’ll start to think about that down the line. A couple other things I want to ask you about running an independent firm. This is a pretty glowingly positive review, I think, of your ability to service clients, your ability to grow and to build and run the business that you want. Has there been anything negative that you haven’t enjoyed about running and operating this business, other than working with each other, of course? Nick Hubert: No, I was going to say, I’m like, can we get Taylor off the call again? Taylor Gentry: Jason, maybe I’ll take a first cut at it. I think for both Nick and I, it’s just the administrative components of running an independent business that we don’t enjoy candidly. I don’t think many people would. That said, you come full circle and it is a pretty glowingly positive review of running an independent business because we get to run it in the way that we see fit. And oh, by the way, we use the same things that we use with our clients. So the value drivers we’ve talked about, we have a value drivers worksheet. We refresh it every six months. Nick, Andrew, and I get together every six months and we’re 18 months into this thing and we’ve already got this cadence and system to it, if you will. So I personally really enjoy the running the business piece of it from a macro perspective. Yeah, I’m responsible for running our fee billing and running the math on all that and getting that done, for example. Jason Diamond: I think that’s actually a very thoughtful answer. And I appreciate you saying I enjoy running… I feel the same way, by the way. There’s some elements of running a business that I think are immensely fun. I think it gets painted with this brush of, “Ugh, running the business is the hassle and I want to work in the business.” Agreed, nobody likes invoicing and accounts receivable for the most part, but Nick, what are your thoughts on this? Nick Hubert: Yeah, I think mine is different a little bit coming from a different background where it’s easier for me to sit with the rose-colored glasses of the joy of the freedom that we have in this model. At the same time, when I’m counseling folks who are talking with folks or mentoring folks, younger people who are thinking about, “Okay, I want to go start my own thing,” I’m like, “Hey, it’s like I’m the same way. I want to look in the mirror and think I’m the boss or I’m one of the bosses and we get to go build this.” Then the reality is, at the end of the day, if there was something that you didn’t want to do that had to get done and you didn’t do it, you got to look in the mirror and be like, “Well, you’re the boss, you didn’t do it.” It’s the both sides of the coin that I think a positive, negative cut is one way to look at that because it can feel that way sometimes. And the reality is every job has 20 to 30% of it that you just don’t enjoy doing, and that’s totally true. Jason Diamond: It’s why they call it work. That’s why they pay you. Nick Hubert: They’d be pretty quick to point out that I’m the one of the partnership group that they’re going to have to chase for a smaller administrative item because, yeah, I honestly, just similarly speaking, don’t enjoy that. I want to go talk to clients. I want to go focus on building what we’re building. In finance speaks, it is a higher beta to just the all encompassing realities of running a business that is really hard to underscore without being in the seat. And yeah, there’s definitely 20 to 30% of that I would love to wave a magic wand and say, I don’t have to do anymore. Jason Diamond: Yeah, I appreciate that. Nick Hubert: You can’t have one without the other. It’s both sides. Jason Diamond: I think it’s getting easier and I think it’s getting more offloadable and some of it probably gets more… In some ways, more offloadable as you scale, but then you get a new set of problems, probably two, because you’re dealing with bigger… It’s a never ending. I think most business owners would agree with that. And you said it well, you take the good with the bad and overwhelmingly, most people we speak with in the independent space feel as you do, which is, are there things I would prefer to offload or that I would prefer not to do? Of course, but that’s almost just the price you pay for the freedom and for doing all the things you want to do. Two more questions that I want to be sure to ask about where this has been a great episode. One is AI. Need to know your thoughts. Is this coming for our jobs? Do you think your firm is positioned to capture either asset flows or also just to leverage this technology and use it to serve clients better? Just give me your thoughts. Nick Hubert: I think, in some sense, it would be irresponsible as people this early in our entrepreneurial journey and thinking about how do we optimize what we do for clients to not be engaging with AI in some way, shape or form, at least in an evaluative posture. So we are actively, in a bunch of different ways, whether it’s buy it off the shelf or build it, continuing to find ways to think about, not only how do we drive efficiency, because there’s an obvious surface level dynamic of if I can save time and spend more time with clients, that is a go to thing objectively. And there’s this deeper dynamic of if it can amplify what… Actually, back to your prior question, if it can amplify what I’m best at and enjoy and reduce what I don’t enjoy, that’s a massive win. And I think we’re on the surface of seeing that. That’s the opportunity we are motivated by that and pursuing that. And at the same time, I would say an operational principle that really is important to us, and you can almost call it a north star within the business is client security can never be put at risk for the sake of our own growth, our own efficiency, or anything else. There’s, I think, still a question mark as to how we think about trusting this. And so we are very cautious as we think about we will never try to move so quickly on any technology, whether it’s AI or otherwise that we risk our clients in some way, shape or form, because the reality is we are also in a context where AI is, when pulled, one of the least popular things happening in the world today for the average American. And so there’s no kudos here for being a leader. Jason Diamond: I totally agree. The first mover advantage here is slim to none. Nick Hubert: Yeah, you don’t want to be the one sticking your neck out on this in our industry. And yet there still objectively has a potential to be better for the clients. Navigating that I think is messy. Taylor Gentry: I think the only thing I’d add, which is pretty short, is the use of these tools has the ability to create a better deliverable for clients on a more consistent basis. And marrying that with exactly what Nick just outlined around the risk is really the magic piece here. And so I think, to the extent we can get it implemented effectively with the security, but also with, this is going to result in a lot better outcome for clients across the board, that’s a pretty attractive objective to go after and it’s pretty exciting to be in the industry with that now on the forefront in terms of ability to improve that experience over time. Jason Diamond: Yeah. No, that’s a good color to add. I want to end here with a potential HR violation, but you’ll forgive me. I’m not going to ask about age, but you are clearly both relatively young advisors. And this is a hot button issue in our industry, the idea that there are not a lot of talented, young next gen advisors at a time when a lot of gen one or older advisors are retiring out of the business. So what would you say… I think one of you made the comment earlier, it’s not necessarily the coolest industry to go into at 23 years old right out of school. I think more commonly people go into sales and trading, investment banking or some of the other finance verticals. What would you say to younger folks interested in wealth? And maybe I’d ask also, do you have any thoughts on how we solve this next gen talent crisis? And if you’re both secretly 90 years old, you can just do it. Taylor Gentry: You talking my internal age or my actual age? Jason Diamond: Why don’t you go first? Nick Hubert: Yeah, go ahead, Taylor. Taylor Gentry: I think there’s two threads here. The first is it’s not a sexy industry to go into and not as sexy as an investment banking, private equity shtick, if you will. I think from my perspective, it’s really important what you’re working on. The ability to be in a firm like what we are building with the diversity of work that is available is a little bit like the world’s your oyster and we’re designing

This episode is a must-listen for advisors—male or female—who want to better serve women clients, build a sustainable and profitable practice, and protect themselves through industry consolidation. Cary brings honesty, hard-won lessons, and practical frameworks throughout. About the guest: Cary Carbonaro is a Certified Financial Planner™, author, and nationally recognized women-and-wealth expert. A frequent media commentator and keynote speaker (20–25 engagements a year), she specializes in serving high-earning women and demystifying wealth management for female clients. Topics covered: The Invest in Women conference and the value of stepping outside your “ecosystem,” Cary's Goldman Sachs acquisition story, client ownership and self-sourcing, measuring practices on profitability over AUM, the women's wealth gap, menopause and HRT as planning conversations, the “female-friendly practice” quiz, and how Cary protects her time and well-being. Mentioned in this episode: Cary's book on women and wealth; the McKinsey study (2015) on women controlling two-thirds of U.S. wealth by 2030; Harvard Business Review study on financial services being the least sympathetic industry to women; Investopedia's 2019 advisor rankings.       **This is the Optimized Advisor Podcast, where we focus on optimizing the wellbeing and best practices of insurance and financial professionals. Our objective is to help you optimize your life, optimize your profession, and learn from other optimized advisors. If you have questions or would like to be a featured guest, email us at optimizedadvisor@optimizedins.com Optimized Insurance Planning

A hedge fund job that started with weeding a garden? Colin Page's career story is unique, but the lessons are practical for anyone building a fee-only financial planning firm.We sit down with Colin, founder of Oakleigh Wealth Services in Charlottesville, Virginia, and trace his path from teaching high school math after the 2009 financial crisis, to more than a decade investing in distressed securities and bankruptcies, to launching his own independent practice.We talk about what changes when you move from markets to people. Colin shares why hedge fund work can feel disconnected from real goals, and what pulled him toward fiduciary planning for retirees and near-retirees: retirement income, tax-efficient withdrawals, Medicare choices, and legacy planning. We also get specific about the messy early decisions every advisor faces around niche, marketing, compliance, and building a firm without an existing book.Colin breaks down the mental game too: pricing "head trash," choosing between AUM, advice-only, and flat-fee models, and designing onboarding that respects your time. His document-first consultation approach is a simple filter that signals seriousness and keeps a lifestyle practice sustainable as referrals grow.If you're trying to build a practice that supports your life, not the other way around, this one is worth your time.Subscribe for more conversations with fee-only advisors, share this with a friend building their firm, and leave a review so more people can find the show. What part of building a practice feels hardest right now?Colin's Social:https://www.linkedin.com/in/colin-page-oakleigh/Website:https://www.oakleighwealth.com/Music in this episode was obtained from bensound.

In the latest episode of BMBW, Daniel Pianko sits down with Andy Kuper, founder and CEO of LeapFrog Investments, one of the pioneering firms in impact investing since the start, with more than $3 billion of AUM. Over the past two decades, Andy and his team have helped prove that investing in underserved populations across growth markets can generate both transformative social impact and market-leading financial returns. From energy and insurance to AI-powered health solutions, LeapFrog has backed and built businesses that now reach more than 622 million people across Africa and Asia. Andy shares the remarkable journey behind the firm's creation, the lessons learned as he helped to scale impact investing into a trillion-dollar asset class, and why he believes the next generation of investors has an even bigger opportunity ahead. Long before impact investing even had a name and a decade before it became mainstream, Andy saw the opportunity of four billion underserved people across emerging markets—represented not as charity cases, but as a vast number of consumers who could be the next great growth investment opportunity. Today, LeapFrog's companies provide healthcare, financial services, and climate solutions at a historic scale and depth of impact to those people—empowering millions and saving many lives. This episode is a powerful reminder that impact investing isn't about sacrificing returns. Impact investment is about unlocking opportunity where others fail to look.    

Most financial advisory firms say they want organic growth. But very few are honest about what it actually takes to create it. In this episode of the Model FA Podcast, David DeCelle is joined by Daniel Gourvitch, President of Mercer Advisors, for a deep conversation on why organic growth in the RIA and wealth management space is so difficult, what firms often misunderstand about growth, and why client impact has to come before business metrics. Daniel shares his journey from McKinsey, Goldman Sachs, and BlackRock to Mercer Advisors, and explains how Mercer built a growth engine rooted in fiduciary advice, integrated planning, client experience, and long-term consistency. The conversation explores why AUM can be a misleading growth metric, why many firms mistake market appreciation for actual growth, and why organic growth is not a single activity. It is the outcome of many connected systems working together over time. David and Daniel also discuss referrals, client trust, advisor specialization, the difference between serving clients and finding new families, and why firms need to think structurally about growth instead of chasing disconnected marketing tactics. In This Episode ✅ Why organic growth is an outcome, not an activity ✅ How Mercer Advisors thinks about serving families, not just growing AUM ✅ Why many advisory firms believe they are growing when they may only be benefiting from market growth ✅ The difference between AUM growth and true revenue growth ✅ Why firms struggle to build repeatable organic growth systems ✅ How client experience drives referrals and long-term firm health ✅ Why growth requires patience, consistency, and connected execution ✅ How Mercer separates client service and client development roles ✅ Why advisor personality matters when building a growth model ✅ How Model FA's Advisor DNA framework fits into the organic growth conversation If you are a financial advisor, RIA founder, or wealth management leader trying to grow beyond market performance, referrals by accident, or M&A alone, this episode will challenge how you think about organic growth. #FinancialAdvisor #OrganicGrowth #RIAGrowth #WealthManagement #AdvisorMarketing #ModelFAPodcast #MercerAdvisors Connect with Daniel: Email: dgourvitch@merceradvisors.com Website: https://www.merceradvisors.com/ LinkedIn: https://www.linkedin.com/in/daniel-gourvitch-59562b5/ About the Model FA Podcast The Model FA podcast is a show for fiduciary financial advisors. In each episode, our host David DeCelle sits down with industry experts, strategic thinkers, and advisors to explore what it takes  to build a successful practice — and have an abundant life in the process. We believe in continuous learning, tactical advice, and strategies that work — no "gotchas" or BS. Join us to hear stories from successful financial advisors, get actionable ideas from experts, and re-discover your drive to build the practice of your dreams.  Did you like this conversation? Then leave us a rating and a review in whatever podcast player you use. We would love your feedback, and your ratings help us reach more advisors with ideas for growing their practices, attracting great clients, and achieving a better quality of life. While you are there, feel free to share your ideas about future podcast guests or topics you'd love to see covered.  Our Team: President of Model FA, David DeCelle If you like this podcast, you will love our community! Join the Model FA Community on Facebook to connect with like-minded advisors and share the day-to-day challenges and wins of running a growing financial services firm.

The old playbook is broken. Free capital, dormant inflation, and stable geopolitics defined the last decade of investing. That era is over — and the investors who haven't updated their framework are running the wrong race.In this episode, Prashant sits down with Paul Flood, Head of Multi-Asset at BNY Investments Newton, overseeing more than $106 billion in AUM. Paul breaks down how to build portfolios resilient to multiple macro outcomes simultaneously — from AI-driven earnings booms to geopolitical shocks and structurally higher rates.⭐ Sponsored by Podcast10x - Podcasting agency for VCs - https://podcast10x.comWhat we cover:- Why capital, inflation, and geopolitics have permanently changed the investing landscape- How to position when two competing macro theses are both plausible- The AI supply chain trade — where the real money is flowing beyond Nvidia- Why index concentration is a bigger structural risk than most investors acknowledge- Real assets, sequencing risk, and protecting capital for investors near retirement- The contrarian oil thesis most investors aren't pricing in- Why time in the market beats timing the market — every time---Links:BNY Investments Newton - https://www.newtonim.com/Connect with Paul Flood - https://www.linkedin.com/in/paul-flood-a9623221/Connect with Prashant: https://linkedin.com/in/choubeysahabSubscribe to VC10X newsletter - ⁠https://vc10x.beehiiv.com⁠Subscribe on YouTube - ⁠https://youtube.com/@VC10X ⁠Subscribe on Apple Podcasts - ⁠https://podcasts.apple.com/us/podcast/vc10x-investing-venture-capital-asset-management-private/id1632806986⁠Subscribe on Spotify - ⁠https://open.spotify.com/show/7F7KEhXNhTx1bKTBFgzv3k?si=WgQ4ozMiQJ-6nowj6wBgqQ⁠VC10X website - ⁠https://vc10x.com---Paul Flood is Head of Multi-Asset at Newton Investment Management, the specialist investment arm of BNY Investments, with over $106 billion in AUM.

In this episode, Ben Felix and Braden Warwick unpack the surprisingly complex world of expected return modeling and why it matters so much for retirement projections, portfolio construction, and financial advice. They explain how PWL Capital currently estimates expected returns across asset classes, why traditional Monte Carlo methods relying on Gaussian distributions may miss important market behaviors, and how new research could improve the realism of long-term financial planning simulations. The conversation also explores a fascinating collaboration between PWL and Columbia Engineering student John Yang, who worked with Professor Michael Robbins on a project to build more realistic synthetic return data for financial planning. John explains how his team used empirical distributions, t-copulas, and Extreme Value Theory to better capture market crashes, fat tails, and asset co-movements during periods of stress. Ben and Braden then analyze how these improved simulation methods affect financial planning outcomes, sustainable spending estimates, and projections for long-term wealth accumulation.   Key Points From This Episode: (0:00:00) Introduction to expected return modeling and why it matters for financial planning.  (0:00:25) The importance of volatility, correlations, distribution shape, and time-series behavior in portfolio projections.  (0:01:26) How Scott Cederburg's research on block bootstrapping influenced PWL's thinking on simulations.  (0:02:03) Introduction to Columbia Engineering student John Yang and the industry research collaboration.  (0:03:30) How Conquest Planning allows PWL to upload custom return simulations.  (0:04:05) A new PWL client's detailed reasoning for moving from DIY investing to working with an advisor.  (0:06:22) Why financial planning and Monte Carlo simulations were central to the client's decision.  (0:07:22) Cross-border financial complexity and the value of professional advice.  (0:08:03) Estate planning, cognitive decline, and the role of trusted financial relationships.  (0:10:02) Research on cognitive decline and its impact on financial decision-making.  (0:12:00) Delegation, accountability, and reducing mental overhead through advisory relationships.  (0:13:47) Why the client chose PWL specifically and the appeal of evidence-based investing.  (0:15:25) Ben and Braden discuss the perceived disconnect between online discourse and demand for AUM advisors.  (0:16:12) Overview of PWL's methodology for estimating expected returns across asset classes.  (0:17:05) How PWL combines historical returns with market-implied expected returns.  (0:18:07) The use of factor premiums and expected return composition in taxable projections.  (0:18:48) Why PWL previously relied on Gaussian multivariate normal distributions for simulations.  (0:19:41) Arithmetic vs. geometric mean returns and why the distinction matters.  (0:21:01) A simple example illustrating volatility drag.  (0:23:29) Why diversification benefits must be incorporated into expected portfolio returns.  (0:25:15) How correcting portfolio math improved expected return estimates by 20–30 basis points.  (0:27:12) Transition to John Yang's interview and introduction to synthetic data generation.  (0:30:07) John explains the limitations of Gaussian return assumptions.  (0:31:04) Why realistic sequences of returns matter for retirement planning.  (0:32:16) Empirical evidence that returns are not truly random.  (0:33:25) The three modeling challenges: unique asset behavior, realistic co-movement, and tail risk.  (0:37:49) Separating marginal distributions from dependency structures in the modeling process.  (0:38:48) Using a t-copula to better model asset co-movement during market stress.  (0:39:39) Why historical data alone struggles to capture rare crisis events.  (0:40:06) Applying Extreme Value Theory and Generalized Pareto Distributions to model tail risk.  (0:42:15) How Monte Carlo simulations generate many realistic future return paths.  (0:43:00) Imposing forward-looking expected returns and volatility assumptions onto the simulations.  (0:44:56) How the new framework better preserves skewness and kurtosis.  (0:46:38) Evaluating the new model using marginal shape, tail behavior, and co-movement scores.  (0:48:10) Why the new model significantly improved tail realism without sacrificing correlations.  (0:49:05) Future extensions including dynamic correlations and volatility clustering.  (0:50:28) Potential future use of GANs and machine learning for synthetic financial data.  (0:52:02) Key takeaway: financial planning requires realistic return paths, not just summary statistics.  (0:53:41) Braden analyzes how the new simulation framework affects financial advice.  (0:55:04) Why monthly index data produced fatter tails than long-term annual DMS data.  (0:58:47) The new model improved Monte Carlo success rates by roughly 2–3%.  (1:00:25) Sustainable spending estimates changed only modestly under the new simulations.  (1:02:27) Why the improved methodology matters more for alternative asset classes.  (1:04:25) The surprising finding that median wealth outcomes increased while mean outcomes decreased.  (1:05:47) Why Gaussian simulations can create unrealistic runaway wealth scenarios.  (1:07:20) The practical implications for estate planning and multi-generational wealth projections.  (1:08:30) Why better simulation methods are especially important for concentrated and alternative investments.   Links From Today's Episode: Meet with PWL Capital: https://calendly.com/d/3vm-t2j-h3p Rational Reminder on iTunes — https://itunes.apple.com/ca/podcast/the-rational-reminder-podcast/id1426530582. Rational Reminder on Instagram — https://www.instagram.com/rationalreminder/ Rational Reminder on YouTube — https://www.youtube.com/channel/ Benjamin Felix — https://pwlcapital.com/our-team/ Benjamin on X — https://x.com/benjaminwfelix Benjamin on LinkedIn — https://www.linkedin.com/in/benjaminwfelix/   Editing and post-production work for this episode was provided by The Podcast Consultant (https://thepodcastconsultant.com)  

Send us Fan MailWhen GPT-4 rendered Ali Dastjerdi's product obsolete overnight, most founders would have doubled down. He paused everything, rebuilt from first principles, and landed in a market managing $500 billion in AUM. The lesson isn't about pivoting - it's about building for the model that doesn't exist yet, so every new AI release accelerates your business instead of threatening it.What You Will LearnHow to know when to stop fighting your existing product and rebuild from zeroWhy the investor who believed first — not the largest fund — is the one worth chasingWhat it means to build a company that cheers at AI announcements instead of fearing themHow Ali's own customer led his Series A and what that signals about product-market fitWhy raising money is about finding people who already believe — not convincing the scepticalAbout the GuestAli Dastjerdi is co-founder and CEO of Raylu, an AI-native deal flow platform now serving over 60 funds managing approximately $500 billion in combined AUM, including four of the world's top 25 private equity firms. Before founding Raylu, Ali spent four years as an investor at Insight Partners. Raylu builds AI agents that automate the full lifecycle of proprietary deal sourcing for private market funds. Connect with Ali on LinkedIn and follow RayluTimestamps 00:00 — Three friends, one WeWork office, and no product-market fit 03:19 — The night GPT-4 made everything they built obsolete 06:25 — 12 months of pivots and the moment the team started breaking 09:05 — How a Paul Graham lecture led them to the $500B opportunity 11:25 — What Raylu actually does and why private markets need it now 15:39 — How their own customer led their Series A 17:46 — What Highland X was actually betting onAbout the GuestAli's LinkedInRaylu AI WebsiteConnect with HinaHina's WebsiteHina's LinkedInHina's InstagramHina's Youtube Channel Hina's Email Production Credit: Produced by @the32collective_ / https://www.the32collective.co/

In this episode of Durable Value, Ryan sits down with Jen Stevens, co-founder and managing partner of Alliance Global Advisors, to discuss what it takes to build an institutional-caliber real estate investment firm. Jen shares her 17-year journey at the Townsend Group, the founding story of Alliance, and how they've helped over 50 real estate managers — collectively overseeing a trillion dollars in assets — compete and grow. From emerging manager strategy to private wealth distribution, alignment of interest, and career advice, this episode is packed with insight for anyone in the real estate investment industry.0:00 – Introduction: Meet Jen Stevens & Alliance Global Advisors0:49 – Jen's career begins at the Townsend Group (2004)2:50 – The founding of Alliance Global Advisors in 20203:56 – What Alliance does: Advising GPS to become better partners5:54 – 50+ managers advised, over $1 trillion in AUM served7:27 – Pennsylvania PSERS commits $90M to Fund IV: A milestone moment13:05 – The case for specialization in real estate strategies16:01 – Core vs. non-core real estate: Understanding the bifurcation16:52 – How core real estate fits (and is shifting) in institutional portfolios21:12 – Lessons from the GFC: Vintage year diversification & tactical investing23:06 – The changing capital base: Why every manager must think about private wealth26:16 – Private wealth real estate allocation: Still in early innings29:21 – Building Alliance's private wealth expertise: Hiring Kurt Edwards31:39 – Alignment, transparency & governance for emerging managers33:21 – What true transparency looks like with institutional investors34:28 – Alignment of interest: Compensation, succession planning & investment committees37:59 – Career advice: Stay true to your values and your purpose39:30 – The power of being close to the capital (and the customer)

The veil is lifting — and Alexandre Tannous believes humanity has entered one of the biggest transitions in our history. In this conversation, the ethnomusicologist, composer, and conductor explains the threshold of 144,000 awakened souls, the parasitic force he sees plaguing the modern mind, and why discernment has become the most important skill of our time.Moving beyond superficial views of "sound healing," Alexandre breaks down how the physics of acoustics and the vocal tract serve as a bridge to the Logos — the universal ordering principle. He unpacks the true meaning of the primordial mantra Aum, defining it through the physical mechanics of the mouth as an inner temple rather than just a mystical word.Contrasting Gnosis (experiential heart knowledge) with Episteme (intellectual logic), he shows how quantum physics and non-local consciousness are affirming what ancient mystery schools always knew. Navigating what he identifies as a literal "apocalypse" — the unveiling of truth — Tannous emphasises the power of intentional language to shift the noise-to-signal ratio of our lives.He closes with metacognition and narrative therapy as tools to move past trauma, step outside the default mode network, and activate the true inner healer within each of us.___

Welcome back to the Alt Goes Mainstream podcast.Today's episode brings commercial real estate credit investing to life with someone who has real estate in his blood. Michael Comparato's grandfather started building single-family homes in upstate New York in 1946. He built his first shopping center in 1958. Michael was born into a family where he was on construction sites from a young age. At 13, he was doing landscaping. At 15, he was hanging drywall. Today, Michael is a Senior Managing Director, Head of Real Estate and Portfolio Manager with Benefit Street Partners, as well as Chief Executive Officer of Franklin BSP Realty Trust, Inc (NYSE: FBRT). He also serves on the US Executive Committee.Prior to joining BSP in 2015, Michael was Head of U.S. Equity Investments at Ladder Capital. Before that, he was President at Bank Atlantic Commercial Mortgage Capital.Benefit Street Partners is part of Franklin Templeton's family of specialists in private markets. BSP is a specialized private credit firm with over $92B in AUM. The firm manages a wide range of private credit strategies, including direct lending, special situations, commercial real estate debt, infrastructure debt, asset-backed finance, structured credit, and liquid credit. It also manages a non-traded Business Development Company and publicly-listed mortgage REIT.Since BSP was acquired by Franklin Templeton in 2019, it has partnered with the $1.7T investment manager to expand how it structures various products and funds, enabling more access to the private credit asset class for wealth investors.From his perch as the Head of BSP's Real Estate business, Michael has the perspective of how one of the industry's scaled real estate investment firms is approaching commercial real estate credit and where the firm sees opportunity. Michael and I had a fascinating conversation about the evolution of CRE credit and why now might be an interesting time in the CRE credit space. We covered:Why CRE, why now.What bank retrenchment means for CRE credit investors today.The relative resilience of multi-family.The maturity wall myth.Is the “extend and pretend” activity a reality?How AI impacts commercial real estate.Thanks Michael for sharing your passion, wisdom, and expertise on commercial real estate credit.Show Notes00:00 Meet Michael Comparato01:17 Real Estate Roots03:25 Early Lessons and Purpose03:35 Hurricanes And Tenants05:05 Story Over Spreadsheet06:49 Why Origination Wins08:43 Family Business Ethos10:59 Trust And Transparency11:27 Lending Through Covid13:05 Structuring For Uncertainty13:56 Boom Times Underwriting Shifts16:54 Crowded Class A Trade18:19 Are Values Fair Today21:46 Operator Shakeout23:59 Scale and Market Structure26:16 Banks Pull Back Credit27:59 Private Credit Fills Gap29:24 Who Holds Last Dollar Risk29:29 Returns and Competition30:35 Competition Compresses Yields30:58 Maturity Wall Myth33:05 How Investors Bucket Credit36:04 Wealth Channel Opportunity37:49 Why Credit Beats Equity Now41:58 Megatrends and AI Fears44:40 Shelter and Multifamily Focus46:11 Community and Social Real Estate48:16 Real Estate Constant Evolution51:06 CRE Credit vs Direct Lending53:21 Final Wrap and OutroA Word from Our Sponsor, UltimusThis episode of Alt Goes Mainstream is brought to you by Ultimus, the full-service fund administrator and transfer agent powering asset managers in private and public markets. As alts go mainstream, you need real expertise to handle complex fund structures, connect with key distribution partners, and handle sophisticated compliance, reporting, and transparency demands.That's Ultimus: high-tech, high-touch solutions for over 450 clients and 2,500 funds with $775B in assets under administration. Backed by an expert team of over 1,200 employees, they place client service at the core of their business, helping you navigate complexity during your fund structuring or launch and then supporting you through every stage of growth. Whether you're already in the market or thinking about entering private wealth, you can trust their team's deep expertise in retail alternatives to help you reach your goals.Learn more at ultimusfundsolutions.com or email info@ultimusfundsolutions.com.We thank Ultimus for their support of alts going mainstream.

TX Zhuo is General Partner at Fika Ventures, an early-stage venture firm with over $500 million in AUM backing B2B companies across vertical AI, fintech, commerce enablement, and healthcare in North America. Before becoming a VC, TX bootstrapped a company to a successful exit without raising venture capital — an experience that permanently shaped how he evaluates founders and business models today.In this episode, TX breaks down why he believes infrastructure will win this fintech cycle over consumer apps, what separates a venture-scale AI company from an AI feature, and why the best vertical AI companies are ones where ripping out the platform would feel like open heart surgery. He also shares the three mistakes from the last fintech boom that investors and founders still haven't fully absorbed, and what the financial system looks like in ten years when AI agents, real-time settlement, and hyper-personalized products converge.If you're a founder building in fintech or vertical AI, or an investor trying to separate durable businesses from the noise, this one is worth your full attention.⭐ Sponsored by Podcast10x - Podcasting agency for VCs - https://podcast10x.comWe talk about -Why infrastructure will win the current fintech cycle over consumer-facing appsWhat separates a venture-scale AI company from an AI featureThe three biggest mistakes from the last fintech boom that investors and founders still haven't fully internalizedHow Fika identifies boring industries ready for a massive software companyWhat the financial system looks like in ten years as AI agents, real-time settlement, and hyper-personalized products convergeLinks:Fika Ventures - https://www.fika.vc/Connect with TX Zhuo - https://www.linkedin.com/in/tianxiangzhuo/Connect with Prashant: https://linkedin.com/in/choubeysahabSubscribe to VC10X newsletter - ⁠https://vc10x.beehiiv.com⁠Subscribe on YouTube - ⁠https://youtube.com/@VC10X ⁠Subscribe on Apple Podcasts - ⁠https://podcasts.apple.com/us/podcast/vc10x-investing-venture-capital-asset-management-private/id1632806986⁠Subscribe on Spotify - ⁠https://open.spotify.com/show/7F7KEhXNhTx1bKTBFgzv3k?si=WgQ4ozMiQJ-6nowj6wBgqQ⁠VC10X website - ⁠https://vc10x.comTimestamps:(00:00) - Preview(00:30) - Introduction to the Guest and Episode Topics(02:13) - Tx's Journey: From a Bootstrapped Founder to a VC(03:51) - The Value of Having a VC on Your Side(05:10) - The Importance of "Earned Insights" in Founders(06:17) - Investing in "Boring" Industries with Low Software Penetration(07:22) - What Makes an AI Product a Venture-Scale Business(08:52) - When Embedded FinTech Becomes a Real Business Model(10:01) - The Upsides and Risks of AI in FinTech(12:35) - Why Infrastructure Will Win This FinTech Cycle(14:00) - Key Mistakes from the Last FinTech Boom(16:09) - Which FinTech Categories Will Command Premium Valuations(18:42) - Building Defensibility in Vertical AI Companies(20:30) - Signs That a "Boring" Industry Is Ready for Disruption(22:16) - Sources of Differentiation When AI Commoditizes Intelligence(24:36) - The Future of Finance: AI, Blockchain, and Payments Converge(27:46) - The Secret to Fika Ventures' Success and Fundraising(30:01) - Choosing Between a Great Founder and a Great Market(30:21) - What Tx Would Do Differently if Starting Fika Today(31:53) - Rapid Fire Round Begins(33:33) - Conclusion#VC10X #VentureCapital #Fintech #VerticalAI #FikaVentures #EarlyStageVC #B2BStartups #AIStartups #StartupPodcast #FounderAdvice

Most investors obsess over finding the best mutual fund to invest in. But what if avoiding the worst fund matters far more than picking the absolute best? In this episode, host Shrey Chandra sits down with Deepak Shenoy (Founder & CEO, Capitalmind Mutual Fund) and Anoop Vijaykumar (Head of Equity & Fund Manager, Capitalmind Mutual Fund) to tackle one of the most searched questions in personal finance: how to pick mutual funds that actually deliver long-term returns — without constantly second-guessing your choices. Using 10 years of FlexiCap fund data across 18 funds, they reveal why even top-performing funds underperform 30–50% of the time — and why that's completely normal. They also run a "reactive investor" experiment that shows exactly how timing the market destroys returns, and what a disciplined mutual fund portfolio strategy looks like instead. What you'll learn: • The core vs. satellite portfolio framework and how to allocate across funds smartly • Why mutual fund underperformance doesn't always mean you should exit — and when it does • How fund size and AUM can quietly cap your returns — and the red flags to watch • Corporate governance issues and fund manager changes as early warning signs • The hidden tax impact of switching mutual funds that most investors never calculate • When multi-asset mutual funds make sense as a simplified core holding • How many mutual funds you should hold — and why more isn't always better • 3 questions to ask before picking any fund — covering philosophy, size, and hygiene checks Chapters: 0:00 – Intro 1:50 – Introduction to the topic: What's the best mutual fund? 2:22 – Anoop begins: How to think about picking a mutual fund 3:26 – Analysis of FlexiCap funds over 10 years (18 funds compared) 5:15 – Avoiding the worst funds vs. picking the best 5:35 – Rolling underperformance data - what it reveals 7:07 – Even good funds underperform 1/3 to 1/2 of the time 8:09 – Should you sell an underperforming fund? 8:28 – The "reactive investor" experiment - timing the market backfires 9:51 – What to do before and after investing in a fund 12:07 – Argument for style diversification across funds 13:50 – Two types of successful investors 15:39 – Do multi-asset funds simplify everything? 17:45 – Deepak joins: How many mutual funds should you hold? 20:00 – Core vs. satellite portfolio framework 24:44 – Multi-asset funds as a core holding 28:45 – Can you predict the worst funds? (Size, AUM issues) 31:35 – Corporate governance & fund manager changes as red flags 33:59 – Tax impact of switching funds - often overlooked 39:41 – Three questions to pick the right fund for you 49:46 – Expense ratios: are they really that important? 55:13 – Final framework: philosophy, size, hygiene checks 59:48 – Closing thoughts If you've ever wondered why your mutual fund is underperforming or made the common mutual fund mistakes of chasing last year's top fund or switching too frequently — this conversation will reframe how you think about investing entirely. Whether you're a first-time investor or managing a mature portfolio, this is the clearest framework we've put out on mutual fund selection in India.

How do you build a €3.5 billion private markets platform in Europe?David Cruz e Silva speaks with Jaap Vriesendorp, Managing Partner at Marktlink Capital, about building a leading private markets platform backed primarily by entrepreneurs and high-net-worth families.Jaap explains why Marktlink sees scale as a competitive advantage in private markets, enabling better fund access, flexible ticket sizing and stronger operational infrastructure. The conversation also explores the firm's merger strategy, annual fund structures, vintage diversification and ambitions to expand across Europe.The episode comes shortly after Inflexion announced a minority investment into Marktlink Capital through Partnership Capital III, backing the firm's next phase of European growth.Key highlightsScaling to nearly €3.5 billion AUM backed mostly by entrepreneursWhy scale matters for fund access and LP consistencyCombining venture and private equity capabilitiesAnnual fund structures and vintage diversificationBuilding infrastructure for long-term European expansionTimestamps(01:00) Introduction and Jaap's background(06:00) From McKinsey to launching a venture fund-of-funds(07:00) The early merger strategy behind Marktlink Capital(09:30) Building a platform backed by Dutch entrepreneurs(12:30) Why scale matters in private markets(19:00) Product strategy across venture, private equity and private credit(24:00) Building the firm, hiring philosophy and using AI internally(33:00) Venture strategy, vintage diversification and emerging managers(41:00) What Marktlink looks for in emerging venture managersFurther listening:E347: The $26B CIO Who Turned Superforecasting Into Alpha - How I Invest with David Weisburd

In this episode of Tank Talks, host Matt Cohen sits down with Jason Shuman, General Partner at Primary Ventures, New York's largest dedicated seed fund. With a journey that spans from raising money for a nonprofit at eight years old to driving Uber at night while sourcing deals like Latch, Jason's experience offers valuable insights for founders, especially those navigating the challenges of building companies in the AI era.Jason shares his entrepreneurial beginnings, the painful lessons from shutting down his DTC footwear brand Category5, and how that shaped his investing philosophy at Primary. He also discusses why software-only moats are dead, how Primary's 60-person impact team delivers customers (not just capital), and the firm's unique incubation model that backs founders only after the wedge is validated. From vertical AI to hardware-activated agent networks, Jason dives into the key principles he follows in his investing and why he still believes backing great founders beats incubating anything.Whether you're interested in AI, venture capital, or building deep-tech companies, Jason's story provides inspiration and practical wisdom.From Sick Kid to Serial Founder: Jason's Origin Story (01:53)* Growing up outside Boston with a family of entrepreneurs and a mother who was a therapist* Being diagnosed with primary immune deficiency as a child and becoming a spokesperson for the Jeffrey Modell Foundation at age eight* Why a life lived with urgency became the defining trait of his careerBuilding and Winding Down Category5 (05:33)* Launching a direct-to-consumer boat shoe brand while still in college - before Shopify was good and when Facebook ads were cheap* The hard realization that a brand without a visual cue has a ceiling, and why he saw the Allbirds story coming* Hitting his quarter-life crisis at 23, burning out, and what he learned from the processBreaking Into Venture: Sourcing Deals While Driving Uber (11:38)* How Jason made money driving Uber nights while sourcing deals during the day in 2014* Building a bridge between Boston founders and New York VCs - one warm intro at a time* The story of Latch: why a B2B mortise lock for apartment buildings, with near-perfect logo retention and CapEx billing, was the first deal he ever sourcedWorking with Mark Gerson and the Family Office Years (16:17)* Meeting Mark Gerson at a dinner, not knowing who he was, and getting a cold call months later* The lessons in trust, urgency, and delegation he learned running the family office* Backing AI sales enablement, AI accounting, and robotics in 2015 - and why being too early is almost always better than being too lateJoining Primary: The Case for Concentrated Seed (21:14)* Why Jason chose a principal role at a six-person, $190M AUM Primary over a partner title elsewhere* What he saw in founders Ben and Brad that others were missing - the depth of diligence, the buttoned-up fundraising, the point of view* How Primary has scaled from $190M to $1.6B AUM while staying obsessively focused on seedPrimary's Differentiated Model: Impact, Incubation, and the 60-Person Team (25:56)* The three things companies need most - customers, people, and capital - and how the Impact team is built around them* How a VC firm's email address can deliver a 25X higher outbound conversion rate than a startup's own SDRs* The “glass ball” monthly review process: triaging the highest-priority risks across the portfolio before anything breaksWhy Platform Is Broken - and What Primary Does Instead (31:36)* Why most VC platform teams are set up to fail: too few people, too many companies, treated as second-class* Primary's Impact team is run by former C-suite executives from multi-hundred-million-dollar ARR companies* The shift to AI-native operating inside the platform team - and what that means for portfolio companiesVertical AI, Hardware Agents, and Why Software Moats Are Dead (42:09)* Why Jason is spending more time on physical-world businesses than pure software right now* The wedge vs. system of record debate: why jaw-dropping UX and fast customer acquisition beat “10X better” enterprise replacements every time* Hardware-activated agent networks: how cheap cameras, sensors, and downstream automation are eating vertical workflows - and why Flock Safety is the modelWhat Jason Looks for in Founders Today (50:07)* The qualities that define the founders Jason is most excited to back: urgency, learning velocity, customer obsession, and the ability to sell product and equity* Why he would always rather back a great founder than incubate a company himself* Where incubation and inbound sourcing sit in his priorities heading into the new fundAbout Jason ShumanJason Shuman is a General Partner at Primary Ventures, New York's largest dedicated seed fund with over $1.6 billion in AUM. A former founder himself, Jason built Category5, a direct-to-consumer footwear brand, before transitioning to venture capital. At Primary, he leads investments in vertical AI, hardware-enabled systems, and incubation, and has been part of building one of the most differentiated seed platforms in the industry. His portfolio includes companies like Latch, Dandy, and several active incubations. He is known for his operator-first investment approach, his conviction in hardware-activated agent networks, and his belief that software-only moats are no longer enough.Connect with Jason Shuman on LinkedIn: linkedin.com/in/jasonshumanVisit Primary Ventures website: https://www.primary.vc/Connect with Matt Cohen on LinkedIn: https://ca.linkedin.com/in/matt-cohen1Visit the Ripple Ventures website: https://www.rippleventures.com/ This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit tanktalks.substack.com

A lot of wealth management still assumes you've already "made it" before you deserve real advice. Chelsea Ransom-Cooper, CFP®, co-founder of Zenith Wealth Partners, is challenging that assumption by building a fee-only RIA designed to serve women and people of color with relatable, high-quality financial planning.Chelsea walks us through the turning points that shaped Zenith: discovering fee-only planning through early networking, recognizing in 2020 that her client base didn't reflect the people who inspired her to enter the profession, and partnering with co-founder Jason Ray to build what they couldn't find in the market. She shares a concrete early-business tactic we loved — using a simple "30-name" validation list to prove demand and build confidence before making the leap, then turning those early conversations into her first wave of clients.We also get specific on how to scale without losing the mission. Chelsea explains how Zenith thinks about capacity (targeting 60 to 80 clients per advisor), support staffing, and using EOS to put the right people in the right seats. We dig into their flexible fee structure, including why they hold a minimum fee for service, avoid asset minimums, and blend planning engagements, retainer-style work, and AUM as clients' balance sheets evolve.Chelsea also shares how she manages a packed calendar through delegation, why that creates real growth opportunities for the next generation of advisors, and how her "zone of genius" in equity compensation helps her stand out. If you care about accessible financial advice, building a sustainable fee-only firm, and scaling with intention, this one is for you.Subscribe, share with a fellow advisor or founder, and leave a review with your biggest takeaway.Chelsea's Linkedin: https://www.linkedin.com/in/chelsea-ransom-cooper-cfp-6b198346/Zenith Wealth Partners Website: https://zenithwealth.partners/Music in this episode was obtained from Bensound.

75% of financial advisers lose their AUM when a client passes away. Not because of bad performance. Not because of high fees. Simply because nobody built a relationship with the next generation.Ben Mason form Kinvault did something about that. In this episode of Financial Planner Life, Sam sits down with Ben Mason, the founder of Kinvault, to discuss the technology he built to address one of the most overlooked risks in financial planning: intergenerational wealth transfer. Ben explains why AUM walks out the door on death, why families are being failed at their most vulnerable moments, and how a simple, white-labelled platform is changing both of those things at once.They get into the real numbers, why 25% of beneficiaries don't even know they can stay with the existing adviser, why only 4% of Gen X clients retain the family's financial adviser after inheriting, and why 90% of widows who do switch move to a female adviser. They also discuss what KinVault does for clients while they're still alive, why Ben believes this kind of solution will be a baseline industry expectation within five years, and the story of the adviser who lost £2.6 million over Christmas and called Ben in January to say he should have done it sooner.At £10 per household per year, the maths speak for themselves.Whether you manage a book of 200 clients or 2,000, if you haven't thought seriously about what happens to your AUM when your clients die, this is the episode to start with.In this episode, we discuss…Why 75% of AUM leaves on client death, and the three reasons behind itHow Kinvault builds a relationship with the next generation before it's ever neededWhat the platform does for clients during their lifetime, not just at the point of deathThe generational retention gap that should concern every adviser Why women are being left out of the financial planning process, and what that costs at the point of transferCost, implementation, and why this won't become shelfwareThe story of the adviser who lost £2.6 million over Christmas and signed up in JanuaryFinancial Planner Life is sponsored by Redmill AdvanceWhether you're starting out, already qualified, or building a training academy, Redmill Advance delivers expert-led learning, exam support and CPD from Level 4 to Chartered.✅ Trusted by top UK firms

What is meant by the term ‘systematic solutions'? Why are they increasingly important for investors? And how is AI changing the way they are constructed?In this podcast we hear from three key members of L&G's systematic solutions capability to discover the answers to these questions. Our speakers are: Elena Cardella, Head of Index & ETFs Investment Specialists Boyang Liu, Head of Systematic Solutions Raj Shah, Senior Quant & Factor Strategist - Index Solutions. This podcast was recorded on 15 May 2026 and is hosted by Luka Lukic, Product Proposals Specialist.For illustrative purposes only. Reference to a particular security is on a historic basis and does not mean that the security is currently held or will be held within an L&G portfolio. The above information does not constitute a recommendation to buy or sell any security.L&G AUM figures as at 31 December 2025. Excludes assets managed by associates (Pemberton, NTR, BTR). The AUM includes the value of securities and derivatives positions and may not total due to rounding.

On episode 465 of Animal Spirits, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Michael Batnick⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Ben Carlson⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ discuss: what can stop the stock market, Nvidia is too big, the boy who cried wolf predictions, market timing reminders, Michael Burry crash calls, AI portfolio strategies, AI is the new Netflix, the robots are coming, rich people who aren't happy, Harrison Ford, Martin Short and more. This episode is sponsored by Grayscale and ClearBridge. To learn more, visit https://www.grayscale.com/ Rising geopolitical tensions, continued market uncertainty, stocks backed by can offer more predictable cash flows as volatility increases. Visit https://www.clearbridge.com/ to learn more. Sign up for The Compound newsletter and never miss out: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠thecompoundnews.com/subscribe⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Find complete show notes on our blogs: Ben Carlson's ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠A Wealth of Common Sense⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Michael Batnick's ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The Irrelevant Investor⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Feel free to shoot us an email at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠animalspirits@thecompoundnews.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ with any feedback, questions, recommendations, or ideas for future topics of conversation.   Investing involves the risk of loss. This podcast is for informational purposes only and should not be or regarded as personalized investment advice or relied upon for investment decisions. Michael Batnick and Ben Carlson are employees of Ritholtz Wealth Management and may maintain positions in the securities discussed in this video. All opinions expressed by them are solely their own opinion and do not reflect the opinion of Ritholtz Wealth Management. The Compound Media, Incorporated, an affiliate of ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Ritholtz Wealth Management⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, receives payment from various entities for advertisements in affiliated podcasts, blogs and emails. Inclusion of such advertisements does not constitute or imply endorsement, sponsorship or recommendation thereof, or any affiliation therewith, by the Content Creator or by Ritholtz Wealth Management or any of its employees. For additional advertisement disclaimers see here ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://ritholtzwealth.com/advertising-disclaimers⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Investments in securities involve the risk of loss. Any mention of a particular security and related performance data is not a recommendation to buy or sell that security. The information provided on this website (including any information that may be accessed through this website) is not directed at any investor or category of investors and is provided solely as general information. Obviously nothing on this channel should be considered as personalized financial advice or a solicitation to buy or sell any securities. See our disclosures here: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://ritholtzwealth.com/podcast-youtube-disclosures/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Grayscale Disclosure: Grayscale is the world's largest crypto-focused asset manager based on AUM as of 12/31/2025. For other companies in this category, AUM is considered as of most recent public disclosure. AUM is subject to change. Investing involves risk, including loss of principal. For more information, visit grayscale.com  Learn more about your ad choices. Visit megaphone.fm/adchoices

In this podcast episode, Dr. Jonathan H. Westover talks with Doug Ladden about why you can't achieve sustainable leadership success without help from others along the way.Doug is a co-founder and the CEO of Deliveright Logistics, Inc., a technology, logistics, and final-mile delivery provider to retailers of big and bulky goods such as furniture and exercise equipment. Deliveright's patented Grasshopper technology platform offers a complete solution to delivery companies specializing in big and bulky products. Deliveright's nationwide network also powers the U.S. logistics supply chain of major eCommerce and brick-and-mortar retailers, from the manufacturer's dock to the customer's home. Deliveright simplifies complex logistics for hard-to-handle goods and provides best-in-class service to its customers. Before Deliveright, Doug was a co-founder and Senior Partner of DLJ Investment Partners, a private equity manager of middle-market mezzanine funds with $3.5 billion in AUM. As an active investor, he sat on multiple boards of directors for companies, including TransCore, a leader in electronic toll collection systems and owner of DAT digital load boards at truckstops. He currently serves on the Investment Committees of Quilvest Capital Strategies' private debt funds. Doug has expertise in logistics, related technology applications, and private debt investing. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

We'd love to hear from you. What are your thoughts and questions?In this episode, Dr. Allen Lomax sits down with Tad Fallows to explore the psychological and structural pressures faced by high-performing, affluent professionals. Tad shares insights from his journey of bootstrapping and selling a software company, which led him to found Long Angle—a peer-to-peer learning community of over 7,500 high-net-worth individuals. They discuss why traditional financial advice often breeds anxiety, how to shift from optimizing for more to optimizing for alignment, and how to use wealth as a tool for true personal freedom. Achieving a high net worth does not automatically dissolve stress or resolve personal problems. Traditional wealth management is often plagued by misaligned incentives, where advisors are motivated by commissions and asset management fees rather than the client's best interests. True clarity and freedom come from peer-to-peer learning, understanding the baseline mechanics of your own wealth, and intentionally shifting focus from status-driven accumulation to buying back time and aligning capital with personal values. Main Points: 1. The Origins of Long AngleThe Post-Exit Gap: After selling his software company, Tad faced complex financial decisions (estate taxes, private markets, umbrella insurance) but found most advice came from institutional firms with products to sell.The Peer-To-Peer Solution: Long Angle was built to provide a fee-free, trusted space for first-generation wealth creators to share unconflicted advice without sales pitches.2. Why High-Net-Worth Individuals Still Feel Financial PressureHabitual Risk Aversion: The very traits that help people build wealth—calculating risk and hyper-optimizing—can cause lingering anxiety about running out of money, even with a $25M or $100M net worth.Money Doesn't Solve Personal Problems: Money can easily solve minor operational friction (like hiring a gardener), but it cannot fix health, fitness, or strained family relationships.3. The Unique Dilemmas of First-Generation WealthThe "Resource vs. Liability" Parenting Dilemma: Wealthy parents face intense pressure regarding how to provide elite opportunities for their children without spoiling them or stripping away their drive to succeed on their own terms.The Purpose Vacuum: When a professional hits financial independence early (e.g., age 40) and removes the excuse of "working for money," they face the heavier existential pressure of deciding how to spend their time meaningfully.4. Flaws in the Traditional Wealth Management ModelMisaligned Incentives: It is difficult to get objective advice from a commission-based insurance broker or an AUM-based wealth manager who might lose income if you choose to liquidate assets to buy a house.Peer Learning vs. Paid Advice: Sourcing insights from peers who have no financial stake in your decisions reduces the mental burden of second-guessing an advisor's true motivations.5. Shifts in Capital and Time AllocationLow Interest in Status Spending: First-generation wealth creators in the community tend to show very little interest in traditional status symbols like Ferraris, Rolexes, or designer clothes.Redefining Risk: Unlike inherited wealth holders who focus on minimizing volatility, self-made wealth creators generally have a higher risk tolerance, choosing to optimize for long-term expected returns over a multi-year horizon.Buying Back Time: Capital is increasingly deployed to outsource low-value, energy-draining tasks (e.g., hiring house managers or virtual assistants) while preserving time for high emotional-value activities, like parenting or community impact.6. Actionable Advice for Wealth OwnersDon't Fully Outsource Trust: Much like managing a home renovation, you don't need to know every technical nuance, but you must understand the foundational basics (asset classes, taxes, fees, and correlations) to be an educated client.Connect with Tad Fallows: www.longangle.comhttps://www.linkedin.com/in/fallows/https://www.facebook.com/longanglehnw/https://www.instagram.com/longanglehnw/https://www.youtube.com/channel/UCF9q0mD1Iv440sJHbwaq2TAPrivate Masterclass (Beyond the Paycheck): www.go.steetalker.com/beyond-paycheck

Did you know? 96% of business owners are open to switching advisors right before, during, or after the sale of their business. That's a staggering stat from a recent study discussed on the Top Advisor Podcast with Scott Bushkie – highlighting both a threat and a huge opportunity for financial advisors. If you're working with business owners or want to attract more, here are three actionable takeaways from the episode: Start the Conversation Early: Don't wait for your clients approach you for a conversation about selling their business. Proactively discuss their exit plans and the value of their business before someone else does. Build a Trusted Team: Business owners expect their advisor to have a team of experts (including tax, M&A, and legal professionals) ready to help maximize their value and minimize taxes during this critical transition. Never Accept the First Offer: The study revealed that business owners almost always net a significantly higher sale price (sometimes 60–100% more) when they run a competitive sale process rather than accepting unsolicited offers. Case in Point: The Danger of Waiting Hear what happens when a trusted advisor “waits for the call” after a client sells – only to lose out on tens of millions in new assets because they weren't proactive. Or discover how partnering with experts and running a competitive sale process turned an initial $31M offer into a $51M payday for both the business owner and their advisor. Advisors: This is an immediate opportunity to be the hero your business owner clients need or risk losing them at the most pivotal moment of their financial lives. Episode Sponsor: Connect with Scott Bushkie – Cornerstone Business Services: Cornerstone Website Financial Advisor AUM Study FINISH STRONG:  Book & Workbook Scott's LinkedIn Profile Cornerstone YouTube Video Resources: RapidFire Referrals Get a copy of “The Language of Referrals” Get a copy of “Radical Relevance” Grab your copy of The Hidden Heist today! Connect With Bill Cates: BillCates@referralcoach.com Referral Coach Homepage Hire Bill for Coaching Enroll in The Cates Academy About Scott Bushkie Scott Bushkie is the Managing Partner and Founder of Cornerstone Business Services. With more than 25 years in mergers & acquisitions, Scott is a recognized leader in the lower middle market, helping business owners sell their companies, grow through acquisition, and understand the realistic value of their businesses in today's market. Over the years, Scott has successfully executed hundreds of transactions, domestically and internationally. He has the trust and respect of CPA and financial advisor alliances, investment banks, and other professional service firms within the M&A marketplace. A leading authority on lower middle market M&A, Scott's expertise is sought after by major media outlets including the New York Times, Chicago Tribune, Associated Press, CBS, and iHeart Media. The best-selling author of Finish Strong: Sell Your Business on Your Terms, he also guest authors content for numerous newspapers, magazines, and trade publications. As a keynote speaker, Scott engages diverse audiences from national organizations to regional trade groups and international delegations. He focuses on empowering business owners to maximize the single largest transaction of their life: the sale of their business. Additionally, he equips financial advisors with strategies to better serve these owners and, in turn, significantly grow their AUM. Scott is the founder and past chair of the Wisconsin chapter of Midwest Business Brokers & Intermediaries (MBBI), past chair of the International Business Broker Association (IBBA), past chair of the M&A Source, and the founding president of the Wisconsin chapter of EO. Scott has been named Fellow of IBBA, Fellow of M&A Source, and was a 2025 inductee into the IBBA Hall of Fame—in each instance the youngest person in the world to receive these prestigious lifetime designations, recognizing industry expertise and contributions to the profession. In 2018, Scott launched the Cornerstone International Alliance (CIA), providing member firms with enhanced buyer reach, access to industry experts, resources, and structured best practice sharing. In 2025, CIA had approximately 30 partner firms worldwide and facilitated the transition of $2 billion in enterprise value. Scott also partnered with a third-party research firm to produce the 2025 National Study on Selling Your Business. The first of its kind, the study provides groundbreaking research into business owner attitudes, trends, and expectations about selling their business. Scott holds designations as a Mergers & Acquisitions Master Intermediary (M&AMI), a Certified M&A Professional (CM&AP), and a Certified Business Intermediary (CBI). He is a registered representative of the broker dealer Ceiba Financial with the Series 62 & 63 securities licenses. Scott's diverse background includes entrepreneurial endeavors, management, finance, and marketing. He has operated small startups and worked with international corporations. He is a graduate of the University of Wisconsin – Whitewater. Scott and his wife Cassie live in Green Bay with their three children.

Between managing a packed clinic and a chaotic home life, the last thing any physician needs is a financial statement that looks as cluttered as a playroom floor. Nate and Kyle tackle a question from a Washington dermatologist who is tired of seeing dozens of confusing tickers when their only goal is to grow wealth. We pull back the curtain on why advisors often overcomplicate portfolios, from the statistical "vanity project" of trying to beat the market to the logistical mess created by tax-loss harvesting. We also break down why 90% of active managers fail to outperform a simple index net of fees and explain why a "busy" portfolio might actually be a red flag. We also answer your colleagues' questions. A Urologist in Utah asks, “How should I decide how much US vs. international stocks to buy?” An Emergency Medicine Doc in New Jersey wonders, “We want to have a third child, but saving for college is expensive. Can we afford having another baby?” Another Emergency Medicine Doc in Texas says, “I just discovered my advisor is double-dipping: charging 1% AUM plus $1,100 a month. When I tried to leave, he claimed I'd owe $100k in taxes to move my money. Is he telling the truth, or is he holding my portfolio hostage?” Are you ready to turn worries about taxes and investing into a plan for college and retirement? If you're evaluating your options and want to learn more, visit physicianfamily.com and click 'Get Started' or you can ask a question of your own by emailing podcast@physicianfamily.com. See marketing disclosures at physicianfamily.com/disclosures

Financial Assessment (Meet with an experienced professional):https://bit.ly/PureFreeAssessmentToday on Your Money, Your Wealth® podcast number 582, Joe Anderson, CFP® and Big Al Clopine, CPA address something a not-insignificant portion of this audience has been complaining about for years: their so-called 'absurdly conservative' safe withdrawal rates for early retirement. Rand and Elayne from Ohio are here to gripe about it directly with a thought experiment: a million bucks at age 36 and a three-year sabbatical in France. When, if ever, would Joe and Big Al say they should cut it short and go back to work if the markets turned ugly? Mike2me17 piles on, with his own SWR take about AUM fees in his Apple Podcasts review. But first, a real world example: Ron and Harry from Florida are elite performers with a high-risk specialty job. Can they safely pull off moving to Portugal and living on $38,000 a year in their early 40s? If you're one of the people yelling at your podcast app every time Joe or Al mentions a 2% withdrawal rate, today's your day, and we welcome you to leave more of your thoughts on the topic in Apple Podcasts, YouTube, on Reddit, in our inboxes - like everyone else has.Free Financial Resources in This Episode: https://bit.ly/ymyw-582 (full show notes & episode transcript)Withdrawal Strategy Guide - YMYW TV:https://purefinancial.com/white-papers/withdrawal-strategy-guide/?utm_source=captivate&utm_medium=podcast&utm_campaign=whitepaper-withdrawal-strategy-guide&utm_content=ymyw-pod-ep582-description-whitepaperFinancial Blueprint (free, self-guided):https://purefinancial.com/financialblueprint/?utm_source=captivate&utm_medium=podcast&utm_campaign=financial-blueprint&utm_content=ymyw-pod-ep582-description-blueprintRetirement Pop Quiz: 18 Questions to Get You Ready to Retire - YMYW TVhttps://purefinancial.com/ymyw/episodes/retirement-pop-quiz-18-questions-ready-to-retire/?utm_source=captivate&utm_medium=podcast&utm_campaign=ymyw-tv&utm_content=ymyw-pod-ep582-description-tv-s10e10Financial Assessment (Meet with an experienced professional):https://bit.ly/PureFreeAssessmentREQUEST your Retirement Spitball Analysis:https://bit.ly/AskJoeAndAlDOWNLOAD more free guides:https://bit.ly/PureGuidesREAD financial blogs:https://bit.ly/PureFinBlogWATCH educational videos:https://bit.ly/PureEdVideosSUBSCRIBE to the YMYW Newsletter:https://bit.ly/YMYWNewsletterConnect With Us:Subscribe on YouTube and join the conversation in the comments:https://bit.ly/YMYW-YTSubscribe or follow YMYW in your favorite podcast app:https://lnk.to/ymywLeave your honest reviews and ratings in Apple Podcasts:https://podcasts.apple.com/us/podcast/your-money-your-wealth/id312900254Chapters: 00:00 - Intro: This Week on the YMYW Podcast01:14 - Elite Performers Semi-Retiring at 43 and Moving to Portugal. Can We Pull It Off? (Ron & Harry, FL)16:16 - YMYW Safe Withdrawal Rate Assumptions Are Absurd. At What Point Do You Go Back to Work If Markets Crash? (Rand & Elayne, ID)34:13 - YMW Safe Withdrawal Rates to Protect AUM Fee (Comment from mike2me17, Apple Podcasts)41:46 - Outro: Next Week on the YMYW Podcast

What do the 2000 dot-com crash, the 2008 Great Financial Crisis, and the 2022 interest rate shock have in common? They wiped many multifamily operators out. Dwight Dunton survived all three. As founder and CEO of Bonaventure, Dwight and his team are responsible for $2.8 billion in assets under management (AUM). But Dwight didn't start a fund, raise capital, and figure it out as he went. He learned to grow and protect his own money first. At just 25 years old, while his peers chased flashy internet stocks, Dwight acquired a 378-unit apartment community. He was stepping into a struggling asset that demanded sizable improvements and millions in repairs, but this experience provided a crash course in operations, value-add investing, and asset management. Dwight says to become an old, rich investor, you've got to 1. get old and 2. not get wiped out along the way. So, he focuses on “asymmetric” investing opportunities that have capped downside but plenty of upside for good operators. Then, he further de-risks these assets by insourcing the things most operators would outsource.   In today's conversation, we discuss all of this—the power of vertical integration, protecting assets and capital through downturns, and why long-term, buy-and-hold investing remains the surest path to generational wealth. Insights from today's episode: - How Dwight protects his assets and capital with “anti-wipeout” investing - The keys to building a business that can survive any “Black Swan” event - Acquiring and managing a 378-unit apartment community at 25 years old - How to dramatically improve revenue with vertical integration - Why supply constraint, not job growth, is the surprising main driver of multifamily success — Connect with Dwight on LinkedIn   Bonaventure   Internet Subway   Vest Residential Recommended Resources: - Accredited Investors, you're invited to Join the Cash Flow Investor Club to learn how you can partner with Kevin Bupp on current and upcoming opportunities to create passive cash flow and build wealth. Join the Club! - If you're a high-net-worth investor with capital to deploy in the next 12 months and you want to build passive income and wealth with a trusted partner, go to InvestWithKB.com for opportunities to invest in real estate projects alongside Kevin and his team.  - Looking for the ultimate guide to passive investing? Grab a copy of my latest book, The Cash Flow Investor at KevinBupp.com.  Tap into a wealth of free information on Commercial Real Estate Investing by listening to past podcast episodes at KevinBupp.com/Podcast. 00:00 Intro 00:45 Buying 370+ Units at 25 07:09 Surviving (& Winning) in 2008 11:17 Don't Get Wiped Out! 18:12 Buy-and-Hold (Forever!) 23:20 Vertical Integration 101 32:40 What's Next for Dwight? 37:27 Connect with Dwight!

AI in healthcare may be entering a new chapter, one where the biggest question is no longer whether the technology works, but who is willing to deploy it, measure it, and take responsibility for the risk.This week, Steve sits down again with Eric Larsen to revisit his predictions from last year's Webby-winning episode on generative AI in healthcare. Eric argues that the first wave of AI has been inflationary, reinforcing the old payer-provider payment model, but that the next wave could be deflationary as automation moves into revenue cycle, administrative work, clinical reasoning, and drug development. They discuss why incumbents still have a narrow window to co-develop the future, why clinical AI may move faster outside the US, and why liability may become the deciding factor in who wins.We cover:Why healthcare is still the sector most exposed to AI-driven changeHow AI has reinforced fee-for-service dynamics so far, and why that may soon reverseWhat makes some healthcare work more automatable than othersWhy liability may determine how fast clinical AI gets adoptedWhich health systems, payers, and life sciences companies are moving fastestWhat will change across providers, payers, and pharma over the next year—

In this episode we answer emails from Milo, Scott, and Joel.  We discuss bad advisor incentives and how to classify them by their business models, identify the only business model you want to patronize, and then move on to Treasury STRIPS and rebalancing realities, practical withdrawal mechanics with a test portfolio, and why Bitcoin's high correlation to tech stocks undermines its role as a diversifier. We also celebrate the final results of the Fairfax CASA matching campaign and share a thank-you message from their executive director.Links:Classifying Financial Advisors By Their Business Models:  Interacting with the Financial Services Industry with SC GutierrezKitces Article on Rebalancing:  Optimal Rebalancing – Time Horizons Vs Tolerance BandsBuilding a Sample Portfolio Video:  We Built a 5% SWR Retirement Portfolio Using Fidelity in 48 Minutes (Golden Ratio Portfolio) - YouTubeVideo on Managed Futures and SDMF:  Simplify SDMF in Focus - YouTubeBreathless Unedited AI-Bot Summary:A matching donor puts $20,000 on the table, the audience steps up, and suddenly Fairfax CASA is funded far beyond what anyone expected. We start with that story because it says something important about this community: you can be serious about investing and still lead with empathy. We share the final campaign results and a message from Fairfax CASA's executive director about what this support means for children navigating foster care and the court system.Then we shift back to what Risk Parity Radio does best: practical emails from DIY investors who want clearer rules and fewer regrets. We talk about the “67-fund portfolio” problem, why complexity is often a sales tactic, and how to screen out conflicted advice from banks, credit unions, insurance shops, and big marketing-heavy firms. We also dig into the AUM model versus flat fee and hourly planning, plus why smart retirement planning often comes down to tax planning and behavioral discipline more than picking the perfect fund.From there, we get hands-on with portfolio construction and process. We cover Treasury STRIPS funds like GOVZ, why you cannot reliably time the best rebalancing moment during a recession, and what to do instead with partial rebalancing or rebalancing bands. We also answer a nuts-and-bolts withdrawal question using a test portfolio approach, and we close with a straight take on Bitcoin correlation: if it moves with stocks, it is not diversification. Along the way, we explain what “alternative assets” really means and why gold and managed futures keep showing up in risk parity style asset allocation.Subscribe, share this with a friend who's tired of salesy advice, and leave a review so more investors can find the show.Support the show

Send us Fan MailI sat down with Rob Heyvaert, Founder and Managing Partner of Motive Partners, a fintech-focused private equity firm with over $6Bn in AUM, 80 portfolio companies representing over $15 trillion of assets in the wealth management space. Rob is a serial entrepreneur who started his first company at 24, sold it to IBM, and later founded Capco and sold to FIS to hundreds of millions of dollars, before launching Motive in 2016. He is a true fintech builder and it was inspiring to learn from him. We recorded this episode live at Motive's NYC office as part of New York Fintech week.Want more podcast episodes? Join me and follow Fintech Leaders today on Apple, Spotify, or your favorite podcast app for weekly conversations with today's global leaders that will dominate the 21st century in fintech, business, and beyond.Do you prefer a written summary? Check out the Fintech Leaders newsletter and join ~85,000+ readers and listeners worldwide!Miguel Armaza is Co-Founder and General Partner of Gilgamesh Ventures, a seed-stage investment fund focused on fintech in the Americas. He also hosts and writes the Fintech Leaders podcast and newsletter.Miguel on LinkedIn: https://bit.ly/3nKha4ZMiguel on Twitter: https://bit.ly/2Jb5oBcFintech Leaders Newsletter: https://bit.ly/3jWIpqp

On episode 463 of Animal Spirits, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Michael Batnick⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Ben Carlson⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ discuss: Paul Tudor Jones on market valuations, how many people own stocks, mind-boggling numbers from the hyperscalers, a lost decade for bonds, why higher gas prices sting, some macro prediction rules, government debt levels, Jevon's Paradox, prediction market winners and losers and much more. This episode is sponsored by Grayscale and Janus Henderson Investors. To learn more, visit https://www.grayscale.com/ For more information, visit https://www.janushenderson.com/securitizedmarkets Sign up for The Compound newsletter and never miss out: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠thecompoundnews.com/subscribe⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Find complete show notes on our blogs: Ben Carlson's ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠A Wealth of Common Sense⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Michael Batnick's ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The Irrelevant Investor⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Feel free to shoot us an email at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠animalspirits@thecompoundnews.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ with any feedback, questions, recommendations, or ideas for future topics of conversation.   Investing involves the risk of loss. This podcast is for informational purposes only and should not be or regarded as personalized investment advice or relied upon for investment decisions. Michael Batnick and Ben Carlson are employees of Ritholtz Wealth Management and may maintain positions in the securities discussed in this video. All opinions expressed by them are solely their own opinion and do not reflect the opinion of Ritholtz Wealth Management. The Compound Media, Incorporated, an affiliate of ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Ritholtz Wealth Management⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, receives payment from various entities for advertisements in affiliated podcasts, blogs and emails. Inclusion of such advertisements does not constitute or imply endorsement, sponsorship or recommendation thereof, or any affiliation therewith, by the Content Creator or by Ritholtz Wealth Management or any of its employees. For additional advertisement disclaimers see here ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://ritholtzwealth.com/advertising-disclaimers⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Investments in securities involve the risk of loss. Any mention of a particular security and related performance data is not a recommendation to buy or sell that security. The information provided on this website (including any information that may be accessed through this website) is not directed at any investor or category of investors and is provided solely as general information. Obviously nothing on this channel should be considered as personalized financial advice or a solicitation to buy or sell any securities. See our disclosures here: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://ritholtzwealth.com/podcast-youtube-disclosures/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Grayscale Disclosure: Grayscale is the world's largest crypto-focused asset manager based on AUM as of 12/31/2025. For other companies in this category, AUM is considered as of most recent public disclosure. AUM is subject to change. Investing involves risk, including loss of principal. For more information, visit grayscale.com  Janus Henderson Investors Disclosure: Past performance is no guarantee of future results. Investing involves risk, including the possible loss of principal and fluctuation of value. Janus Henderson® and any other trademarks used herein are trademarks of Janus Henderson Group plc or one of its subsidiaries. © Janus Henderson Group plc. Learn more about your ad choices. Visit megaphone.fm/adchoices

Matt is Head of Global Value and a PM at First Eagle Investments, a firm with $176B in AUM as of year‑end 2025, known for its long history and disciplined approach to capital preservation. We discuss what resilient wealth creation really requires, why patience is a durable competitive advantage, how he thinks about risk beyond benchmarks, and the role gold plays in protecting long‑term capital.-This podcast/webcast is provided for informational purposes only and should not be considered legal, tax, investment, or business advice. It is not a solicitation, recommendation, or endorsement. All opinions expressed by participants are their own and do not necessarily reflect the views of the Evoke Advisors Division of MAI Capital Management, LLC ("Evoke”), its affiliates, or any companies mentioned. Information shared has not been independently verified by MAI or its affiliates. MAI Capital Management, LLC (“MAI”) is registered with the U.S. Securities and Exchange Commission ("SEC"), which does not imply any particular level of skill or training.Certain information contained herein has been obtained from third party sources and such information has not been independently verified. No representation, warranty, or undertaking, expressed or implied, is given to the accuracy or completeness of such information by any person.While such sources are believed to be reliable, Evoke does not assume any responsibility for the accuracy or completeness of such information. Evoke does not undertake any obligation to update the information contained herein as of any future date.The content is intended for a general audience and does not constitute a recommendation to buy or sell securities or adopt any investment strategy. Any examples or scenarios discussed are illustrative only, involve risks and uncertainties, and do not guarantee future results. Non-traditional assets carry significant risks and may not be suitable for all investors. Decisions should be based on individual objectives, risk tolerance, and circumstances.Statements herein are general and may not reflect an individual's or entity's specific circumstances or applicable laws, which vary by jurisdiction. Further, speakers' views are personal and may differ from Evoke and MAI recommendations and are not specific investment advice; and do not consider client objectives, risk tolerance, and diversification. Guests may have current or past relationships with Evoke and MAI, its affiliates, or the host, including as clients, service providers, or business partners. Participation does not constitute an endorsement or testimonial. No compensation has been paid or received for guest participation unless disclosed. MAI and its affiliates may have business relationships with entities mentioned in this podcast, which could create potential conflicts of interest. These relationships may include advisory services, investment management, or other arrangements. MAI seeks to manage such conflicts consistent with its fiduciary obligations and policies.(As of December 22, 2025)

Most advisors say they want to exit. What they actually want is to stop doing the parts they hate. Scott Danner has had this conversation more times than he can count. The advisor says they want to sell. Then the deal falls apart. Not because the numbers were wrong but because nobody asked the right question at the start. Scott is the Executive Vice President and Head of Legacy at Steward Partners. He founded Freedom Street Partners in 2016, built it to nearly $3.5 billion in AUM, and sold it to Steward Partners in late 2023. He started at Edward Jones with zero clients and cold called his way into the industry. That background gives him a credibility in this conversation that most people talking about M&A simply do not have. In this episode, Frank and Scott break down what is actually happening inside succession deals when they collapse, why M&A is the mechanism quietly solving the industry's age and talent problem and how the sell, stay and grow model gives advisors a way to monetize without disappearing. Scott also shares how Freedom Street Partners built a career ladder that next generation advisors could actually follow, what independence with infrastructure means at Steward Partners and why he believes advisors who dismiss a W2 model immediately are thinking too small.   Questions answered in this episode include: Why do sell and exit deals keep failing? What does M&A actually do for the long-term health of the financial advisory industry? What is the sell, stay and grow model and how does it work? How do you build a career ladder that next generation advisors will actually believe in? What does independence with infrastructure mean at Steward Partners? How can an advisor keep their brand and their clients while still monetizing their practice? Why should advisors think twice before ruling out a W2 model?   Chapters: 00:00 Intro and Scott Danner Background 02:53 Building From Scratch at Edward Jones 07:19 Why M&A is Saving the Industry 09:29 The Sell Stay and Grow Model 13:55 Building a Ladder for Next Gen Advisors 17:22 Independence With Infrastructure 26:11 Rethinking the W2 Model   Learn more about Elite and our resources: Elite Consulting Partners | Financial Advisor Transitions https://eliteconsultingpartners.com Elite Marketing Concepts | Marketing Services for Financial Advisors https://elitemarketingconcepts.com Elite Advisor Successions | Advisor Mergers and Acquisitions https://eliteadvisorsuccessions.com JEDI Database Solutions | Technology Solutions for Advisors https://jedidatabasesolutions.com Elite Wealth Management Insights Report https://eliteconsultingpartners.com/insight-report Listen to more Advisor Talk episodes https://eliteconsultingpartners.com/podcasts/

Struggling to find cash flow these days? You're not the only one. Today's guest built a portfolio of 50 rental properties before margins started getting thin, but one giant pivot changed everything—a pure cash flow play to complement the appreciation and tax benefits from his rentals. If you want cash flow, he'll show you exactly where to find it! Today, Devon Kennard makes 12%-14% returns with an investing strategy that doesn't involve tenants or toilets: private money lending. Better yet, he's often able to recycle the same capital multiple times per year for even faster returns. And yes, this is real, passive income. Despite scaling to over $12 million in assets under management (AUM), his tech stack allows him to spend just 25 hours a week on his real estate business. It sounds too good to be true, but with some capital and a few tools, you could start doing private money deals that give you the monthly income you're unlikely to find with normal rental properties. Devon shows you how to get started with as little as $10,000 and even breaks down a standard deal where he makes $5,000 in monthly cash flow—plus fees upfront! In This Episode We Cover How to generate massive cash flow with private money lending Why Devon pivoted to passive investing after building a 50-property rental portfolio How to structure your own private money deals (with as little as $10,000) The three “levels” of private lending you can start using in 2026 The tech stack that makes private money lending easy for new investors And So Much More! Check out more resources from this show on ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BiggerPockets.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠h⁠tt⁠ps://www⁠.biggerpockets.com/blog/real-estate-1271. Interested in learning more about today's sponsors or becoming a BiggerPockets partner yourself? Email ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠advertise@biggerpockets.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Learn more about your ad choices. Visit megaphone.fm/adchoices

 “What if the million dollars you're trying to raise is already sitting inside your phone?” In this episode, Akash Jain shares how he built over $100M+ in AUM and invested in more than 200 deals across real estate, startups, and alternative assets by leveraging relationships, systems, and disciplined diversification. Akash walks through his journey from becoming an accidental landlord to scaling a 700-unit portfolio, while simultaneously operating across venture capital and AI-driven businesses. He breaks down why consistency in communication builds long-term investor trust, how funds and customizable structures create flexibility across asset classes, and how AI can streamline capital raising—without ever replacing human relationships. The conversation also dives into market cycles, current buying opportunities, and why deep networks—not just deal flow—are the real foundation of scaling in today's environment. 5 Key TakeawaysYour existing network is your first source of capital Most people underestimate the value of their personal and professional relationships when starting to raise money. Diversification across asset classes builds resilience Investing across real estate, startups, and other sectors helps balance risk and create long-term wealth. Consistency is critical for investor trust Regular communication—through newsletters, calls, or content—strengthens relationships and credibility over time. AI enhances efficiency but cannot replace relationships Automation can streamline processes, but trust and human interaction remain essential in capital raising. Market cycles create opportunity for prepared investors Down markets and distressed assets can present strong buying opportunities for those with capital and discipline. About Tim MaiTim Mai is a real estate investor, fund manager, mentor, and founder of HERO Mastermind for REI coaches.He has helped many real estate investors and coaches become millionaires. Tim continues to help busy professionals earn income and build wealth through passive investing.He is also a creative marketer and promoter with incredible knowledge and experience, which he freely shares. He has lifted himself from the aftermath of war, achieving technical expertise in computers, followed by investment success in real estate, management skills, and a lofty position among real estate educators and internet marketers.Tim is an industry leader who has acquired and exited well over $50 million worth of real estate and is currently an investor in over 2700 units of multifamily apartments.Connect with TimWebsite: Capital Raising PartyFacebook: Tim Mai | Capital Raising Nation Instagram: @timmaicomTwitter: @timmaiLinkedIn: Tim MaiYouTube: Tim Mai