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Wes Moss is a Managing Partner and Chief Investment Strategist at Capital Investment Advisors (CIA), where he leads a team dedicated to helping individuals and families achieve financial independence. A CERTIFIED FINANCIAL PLANNER™ and prominent money educator, Wes is the author of What The Happiest Retirees Know and You Can Retire Sooner Than You Think, and hosts the nationally recognized Retire Sooner Podcast alongside his weekly call-in radio show, Money Matters. Recognized nationally by Barron's, Forbes, and Investopedia for his expertise in income investing and retirement lifestyle planning, he holds a degree in economics from the University of North Carolina at Chapel Hill and lives in Atlanta with his family.Connect with Wes Moss:Website: https://www.wesmoss.com/ The Retire Sooner Method: The 5 Secrets Behind America's Happiest (and Unhappiest) Retirees. https://a.co/d/00AA74b0 Need expert tax planning? Visit GTG Tax to learn how to make your taxes work for your goals: https://gtgtax.com/ TurnKey Podcast Productions Important Links:Guest to Gold Video Series: www.TurnkeyPodcast.com/gold The Ultimate Podcast Launch Formula- www.TurnkeyPodcast.com/UPLFplusFREE workshop on how to "Be A Great Guest."Free E-Book 5 Ways to Make Money Podcasting at www.Turnkeypodcast.com/gift Ready to earn 6-figures with your podcast? See if you've got what it takes at TurnkeyPodcast.com/quizSales Training for Podcasters: https://podcasts.apple.com/us/podcast/sales-training-for-podcasters/id1540644376Nice Guys on Business: http://www.niceguysonbusiness.com/subscribe/The Turnkey Podcast: https://podcasts.apple.com/us/podcast/turnkey-podcast/id1485077152 Discover how you can look 'poor' to the IRS and rich to a lender. Check out my sponsor, GTG Tax Planning, at gtgtax.com to book a short discovery call.
MeidasTouch host Ben Meiselas reports on Melania Trump and Barron Trump facing what may be their worst nightmare as Barron reportedly keeps an extremely low profile amid security fears involving Iran, while Melania faces damaging new scrutiny as a figure from her past, Amanda Ungaro, gives new interviews about her. Meiselas breaks down the growing problems surrounding the Trump family and why Melania and Barron appear increasingly determined to stay out of the public eye. Get 20% OFF your DeleteMe plan! Go to https://JoinDeleteMe.com/MEIDAS and enter code: MEIDAS at checkout! Remember to subscribe to ALL the MeidasTouch Network Podcasts: MeidasTouch: https://www.meidastouch.com/tag/meidastouch-podcast Legal AF: https://www.meidastouch.com/tag/legal-af MissTrial: https://meidasnews.com/tag/miss-trial The PoliticsGirl Podcast: https://www.meidastouch.com/tag/the-politicsgirl-podcast Cult Conversations: The Influence Continuum with Dr. Steve Hassan: https://www.meidastouch.com/tag/the-influence-continuum-with-dr-steven-hassan The Weekend Show: https://www.meidastouch.com/tag/the-weekend-show The Ken Harbaugh Show: https://meidasnews.com/tag/the-ken-harbaugh-show Majority 54: https://www.meidastouch.com/tag/majority-54 On Democracy with FP Wellman: https://www.meidastouch.com/tag/on-democracy-with-fpwellman Uncovered: https://www.meidastouch.com/tag/maga-uncovered Learn more about your ad choices. Visit megaphone.fm/adchoices
Volume 102 of Brad & Mira For the Culture...Dolly Parton, our Lord & Savior, has shuffled off her mortal coil...Mira laments not being able to cancel the podcast for mental health reasons...Mira ridicules Brad for not marketing his podcast until year 15...Brad's Instagram following explodes...Angry Adam is furious again...does James Blunt have micro-penis?...Harry & Meghan heading back to the UK...Clavicular's security detail brawls with college kids in Ft. Lauderdale...Sydney Sweeney is the next Tom Cruise...the Iranian government puts a bounty on Barron...& more... *** Otherppl with Brad Listi is a weekly podcast featuring in-depth interviews with today's leading writers. Available where podcasts are available: Apple Podcasts, Spotify, YouTube, etc. Get How to Write a Novel, the debut audio course from DeepDive. 50+ hours of never-before-heard insight, inspiration, and instruction from dozens of today's most celebrated contemporary authors. Subscribe to Brad's email newsletter. Support the show on Patreon Merch Instagram TikTok Bluesky Email the show: letters [at] otherppl [dot] com The podcast is a proud affiliate partner of Bookshop, working to support local, independent bookstores. Learn more about your ad choices. Visit megaphone.fm/adchoices
Iran's state broadcaster just aired a commercial showing exactly where Barron Trump could be targeted, including Trump Tower, reportedly tied to a $10 million bounty on the Trump family. The Secret Service was forced to publicly respond. Why is a foreign government airing this on national television, and what does it mean heading into the midterms? In this episode, Lance Wallnau breaks down the Iranian state TV broadcast threatening Barron and Melania Trump, including the stylized graphics showing locations tied to the Trump family and the history of threats against the president himself. He connects it to the broader spiritual and political battle he sees playing out around Trump, from the rise of Islam's political influence in Texas and Michigan, to Charlie Kirk's warnings about the next generation, to new developments on noncitizen voter registration and the Supreme Court's ruling on election integrity. Lance closes with a prayer for the Trump family's protection heading into a tense midterm season. In this episode: * The Iranian state broadcast that aired stylized graphics showing locations tied to the Trump family, including Trump Tower, reportedly linked to a $10 million bounty * Why the Secret Service was forced to publicly respond to a threat that aired on national television in Iran * The rise of Islam's political influence in Texas and Michigan, and why Lance says it's being treated differently than any other religion * What Charlie Kirk told President Trump in the Oval Office about housing affordability, and why Lance says his absence left a void * The Supreme Court ruling on Trump's voter-citizenship executive order, and the noncitizen voter numbers Lance says are being overlooked, including New Jersey's registration error * The prayer Lance prays for the Trump family's protection heading into a tense midterm season Podcast Episode 2223: Iran State TV Broadcast Target's Barron Trump With $10 Million Bounty | don't miss this! Listen to more episodes of the Lance Wallnau Show at lancewallnau.com/podcast
In hour 3 of The Drive, Zach and Phil continue their conversation on Cale Makar's looming contract extension. Is Nathan MacKinnon rooting for Cale Makar to get the biggest contract possible? We hear from our 9News Broncos insider Mike Klis on the Broncos selecting Jahdae Barron in the first round after JaQuan MacMillian struggled, as well as Barron potentially being the nickel corner of the future. We debate the age-old question of whether the Broncos should play their starters in the final preseason game. The guys explain that they want to see the offense get more continuity together before the regular season and their toughest stretch of the season in the first 6 games. We react to Deion Sanders' press conference from yesterday. We hear about whether his lawsuits will be a distraction to the team, Shilo Sanders' lawsuit, and more.
In hour 4 of The Drive, Zach and Phil take a deep dive into the Broncos and react to Bill Barnwell's article in which he predicts the Broncos to regress. We look back at Barnwell's impressive history when predicting teams to regress or improve. Will the Broncos be able to mostly avoid the injury bug again for the third straight season? What is the most important game on the schedule for the Broncos to avoid a decline? What do the guys make of future Hall of Famer Bobby Wagner being linked to the Broncos? Would Wagner be accepting of a bench role behind Singleton and Strnad? We hear from our 9News Broncos insider Mike Klis on the Broncos selecting Jahdae Barron in the first round after JaQuan MacMillian struggled, as well as Barron potentially being the nickel corner of the future. We wrap up the show with Justin Adams joining the show to share his thoughts on the Colorado Buffaloes as they enter a massively important season and share his ceiling and floor for the team in 2026.
Discussions are on hold between the United States and Canada's trade teams as tariffs against Canadian imports go into effect. Barron's Investor Circle Newsletter Editor and FOX Business Contributor Josh Schafer joins FBN's Lou Basenese to break down the fallout and other market-moving events like the ongoing volatility in the Strait of Hormuz and the Federal Reserve's tricky balancing act on interest rates. They also discuss key investment opportunities in U.S. manufacturing, biotech and live sports with high-stakes earnings ahead. Learn more about your ad choices. Visit podcastchoices.com/adchoices
The Enlightened Family Business Podcast Ep. 167: The One Plan Every Family Is Missing with Libby Boatwright In this episode of the Enlightened Family Business Podcast, host Chris Yonker sits down with Libby Boatwright — certified financial planner, former Stanford Medical Center chaplain, pastor, and author of The Last Things We Talk About — for a candid, deeply practical conversation about the one plan most families never make: an end-of-life plan. Drawing on decades of experience in palliative care, hospice work, financial planning, and pastoral ministry, Libby walks through the full spectrum of what families need to navigate when a loved one faces a serious diagnosis or decline — and why waiting until the last minute makes everything harder and more costly. Chris and Libby explore the critical difference between palliative care and hospice, how hospitals really operate and what they won't tell you, why your advanced directive is your most important legal document, the caregiving crisis quietly bankrupting American families, how to be an effective patient advocate inside a system not designed to help you, and what it actually looks like to help a loved one die well. Chris also shares his own firsthand experience navigating hospice for both parents — including a powerful story about standing up to a hospital trying to redirect his mother's care. This is a conversation every family should hear before they need it. Episode Chapters · 2:22 Meet Libby Boatwright · 4:31 What End-of-Life Planning Actually Covers · 7:29 When the Diagnosis Arrives: Legacy, Bucket Lists, and Getting the House in Order · 10:00 The Circles of Support — Who Will Be There When It Matters? · 12:44 How to Start the Conversation When Families Don't Want To · 15:00 The Advanced Directive, HIPAA, and the POLST — The Three Essential Documents · 18:32 The Caregiving Crisis: Costs, Burnout, and Family Conflict · 23:36 Alzheimer's, Memory Care, and What It Actually Costs · 26:17 Protecting Assets: Trusts, Look-Back Periods, and Planning Ahead · 28:13 Navigating the Hospital System: Case Managers, Patient Advocates, and How to Fight for Your Loved One · 35:00 Palliative Care: What It Is, When to Use It, and Why Most People Don't Know · 38:09 Hospice: Medicare's Gift at the End of Life · 41:18 Chris's Story: Standing Up to the Hospital · 46:59 About the Book: The Last Things We Talk About · 50:16 Resources and Farewell Websites · elizabethboatwright.com · chrisyonker.com Book · The Last Things We Talk About: Your Guide to End of Life Transitions by Elizabeth Boatwright (Bull Publishing, 2021) — available on Amazon About Libby Boatwright Rev. Dr. Elizabeth "Libby" Boatwright, BCC-PCHAC, CFP, is a chaplain, pastor, certified financial planner, and author who has spent over 30 years counseling families on end-of-life issues, loss, grief, estate planning, and the emotional and spiritual dimensions of dying. She served as a Relief Chaplain in Oncology Outpatient Palliative Care Medicine at Stanford Health Care, where she worked alongside hundreds of patients and families navigating serious illness and end-of-life transitions. In her book The Last Things We Talk About: Your Guide to End of Life Transitions (Bull Publishing, 2021), Libby offers a practical framework for creating what she calls the "white book" — a simple binder or flash drive of all the materials a family will need when a loved one passes — helping heirs avoid what she calls "the treasure hunt" of lost documents and unspoken wishes. Libby has lectured at universities, colleges, and medical institutions, led seminars at national conventions, faith communities, parenting groups, senior fellowships, and estate planning forums. She has published in Cancer.net, Morningstar, CSA Journal, and Barron's, and has been featured in newspapers across the country. She has also appeared on ABC Nightly News and hosted her own radio show, The Fiscal Therapist, on KAIM. Libby holds Master's degrees from UC Berkeley, San Francisco State University, and Fuller Seminary, a Doctor of Ministry in Semiotics and Future Studies from George Fox University, and holds certifications as a Certified Financial Planner and Board Certified Chaplain with Advanced Certification in Hospice and Palliative Care. She lives in Northern California.
For episode 764 of the BlockHash Podcast, host Brandon Zemp is joined by Joe Vollono the Chief Commercial Officer at STBL, where he leads global commercial strategy to scale the STBL Protocol and its RWA-backed financial ecosystem. Previously, Joe led Business Development for central banking and stablecoin (RLUSD) at Ripple, advising commercial banks, central banks, and finance ministries on digital asset policy, stablecoin design, and financial infrastructure. He has advised and presented to multiple international forums on stablecoins and tokenized assets, including the World Economic Forum, the United Nations, and the University of Oxford. Earlier in his career, Joe spent nearly a decade in capital markets at Morgan Stanley, where he was recognized as a Barron’s Top 50 Institutional Consultant (2020). He previously served as a nuclear-trained officer in the U.S. Navy Submarine Force. Joe holds an MBA from the University of Oxford, an MPP from Georgetown University, and a BS from the United States Naval Academy. He serves on the Board of the Marines Memorial Foundation.
Gio Albertazzi, CEO of Vertiv, spoke with Barron's editor at large Andy Serwer. The interview was recorded on July 29th, 2026. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
In September 2021, Time magazine profiled Gerard Barron, CEO of The Metals Company (TMC), and his push to mine the Clarion Clipperton Zone (CCZ), a stretch of international seabed between Hawaii and Mexico. In that profile, Barron called the CCZ "the most desert-like place on the planet," arguing that mining the deep sea does less environmental harm than mining a rainforest because there's supposedly so little life down there to disturb. That single line has been repeated for years as justification for deep sea mining. Andrew puts it to the test. The science tells a very different story. A 2016 survey of the CCZ measured real, on-site abundance of larger seafloor animals and found meaningful densities of megafauna, plus hundreds of individuals per square meter of smaller sediment-dwelling species. A 2023 species inventory led by the UK's Natural History Museum and funded by the Pew Charitable Trusts documented more than 5,000 species in the CCZ, with the large majority entirely new to science. New species are still turning up, including a batch of amphipods described in 2026. And a landmark study on nodule-dependent species found that more than half of the megafauna living in these nodule fields rely directly on the nodules themselves, the very rocks TMC wants to extract, as the only hard surface available to grow on in an otherwise soft, muddy seafloor. Andrew walks through what happens when the nodules are removed, why TMC appears to be pursuing a path through the Trump administration rather than the International Seabed Authority, and what's at stake for communities near the Northern Mariana Islands, where a new mining lease is moving forward despite more than 60,000 public comments in opposition. This is a fact-check episode: quote first, then the evidence, so listeners can judge for themselves whether "desert" is an accurate description of one of the most biodiverse deep-sea ecosystems studied to date. Takeaways: Gerard Barron (CEO, The Metals Company) told Time magazine in September 2021 that the Clarion Clipperton Zone is "the most desert-like place on the planet." A 2023 Natural History Museum / Pew-funded inventory documented more than 5,000 species in the CCZ, with the large majority new to science. A 2016 study found meaningful abundance of both megafauna and smaller sediment-dwelling species across CCZ survey sites, not the near-absence of life the "desert" framing implies. More than half of the megafaunal species in CCZ nodule fields depend directly on the polymetallic nodules as a hard surface to grow on, the same nodules targeted for mining. A 2025 study of an actual industrial mining trial found significantly lower animal abundance at the disturbed site compared to untouched seafloor nearby. TMC is pursuing a mining pathway through the Trump administration rather than the International Seabed Authority. A proposed lease near the Northern Mariana Islands and the Mariana Trench marine protected area has moved forward despite more than 60,000 public comments opposing it. Support Independent Podcasts: https://www.speakupforblue.com/patreon Need help with your ocean non-profit, company, or project? Get the help you need with Pisces Oceans Inc.: https://www.piscesoceans.ca Connect with Speak Up For Blue Website: https://bit.ly/3fOF3Wf Instagram: https://bit.ly/3rIaJSG TikTok: https://www.tiktok.com/@speakupforblue Twitter: https://bit.ly/3rHZxpc YouTube: www.speakupforblue.com/youtube
In this episode of The Greatness Machine, Darius Mirshahzadeh sits down with Sébastien Page, Head of Global Multi-Asset and Chief Investment Officer at T. Rowe Price, award-winning investment researcher, and author of “The Psychology of Leadership,” for a wide-ranging conversation on what it truly takes to lead at the highest levels. Sébastien shares his remarkable origin story, crossing the Canadian border in a red Jetta with little more than a computer and a bag of clothes to chase his dream of working in financial markets. From there, the conversation dives deep into the psychology behind elite performance, covering mastery vs. ego mindsets, goal-induced blindness, positive psychology, stress management, and the foundational role of relationships in both leadership and life. The episode is equal parts practical framework and personal reflection, offering leaders at every level a roadmap for managing themselves before they can effectively manage others. In this episode, Darius and Sébastien will discuss: (02:16) From Quebec to Managing Trillions: Sébastien's Journey (06:32) Mastery vs. Ego: A Better Way to Lead (13:36) Why Great Leaders Separate Luck from Skill (16:42) How to Turn Stress into Peak Performance (22:16) Why the Basics Beat Endless Optimization (28:29) The Hidden Danger of Goal-Induced Blindness (32:25) The Four Pillars of a Meaningful Career (35:00) Building a Cathedral: Creating Purpose at Work (42:32) Leading Teams Through the Age of AI (48:34) Redefining Success Beyond Money and Status (54:53) The Greatest Barrier to Success Is a Lack of Resilience Sébastien Page is the Head of Global Multi-Asset and Chief Investment Officer at T. Rowe Price, where he oversees more than $500 billion in assets under management. A recognized investment leader and award-winning researcher, he has authored multiple books on finance and leadership, including “The Psychology of Leadership”. Sébastien is a frequent contributor to CNBC and Bloomberg TV and has been featured in The New York Times, The Wall Street Journal, and Barron's. Connect with Sébastien: LinkedIn: https://www.linkedin.com/in/sebastien-page Instagram: https://www.instagram.com/sebastienpagebook/ Book: https://www.psychologyofleadership.net/ Connect with Darius: Website: https://therealdarius.com/ Linkedin: https://www.linkedin.com/in/dariusmirshahzadeh/ Instagram: https://www.instagram.com/imthedarius/ YouTube: https://www.youtube.com/@Thegreatnessmachine Book: The Core Value Equation https://www.amazon.com/Core-Value-Equation-Framework-Limitless/dp/1544506708 Write a review for The Greatness Machine using this link: https://ratethispodcast.com/spreadinggreatness.
Why would someone who watched one deep-sea mining company collapse go back and try it again? That's the question at the center of this episode, and it's not hypothetical. It happened, with the same industry, some of the same licenses, and the same person at the center of it: Gerard Barron, now CEO of The Metals Company (TMC), one of the most prominent and best-funded companies pushing to start commercial deep-sea mining today. This isn't framed as an accusation against Barron specifically. It's a documented sequence of decisions, and by the end, you can decide for yourself what the motive looks like. Before TMC, Barron was an early investor and promoter behind Nautilus Minerals, a company that pursued seafloor mineral deposits off Papua New Guinea. Nautilus raised hundreds of millions of dollars, including investment from the PNG government itself, before its costs spiraled, it was delisted from the Toronto Stock Exchange, and it filed for bankruptcy in 2019. Barron reportedly sold his shares years before the collapse, walking away with a return as high as $30 million, while PNG's government and environment were left holding the damage. Years later, people connected to Nautilus, including Barron, regrouped as Deep Green, which became The Metals Company, and picked up exploration rights in the Clarion Clipperton Zone that had once belonged to Nautilus. This episode traces that arc from Adstream to Nautilus to TMC, including TMC's push to trigger the ISA's two-year rule, its more recent pursuit of a US mining permit outside the International Seabed Authority process entirely, and Barron's consistent argument that mining the seabed is less environmentally damaging than mining on land. Whether that comparison holds up, and what it means that the environmental cost of Nautilus's failure barely factors into how Barron talks about it now, is the thread running through the whole story. Takeaways Gerard Barron, now CEO of The Metals Company (TMC), was an early investor and promoter (not CEO) behind an earlier deep-sea mining venture, Nautilus Minerals, which went bankrupt in 2019. Nautilus's projected operating costs of about $70 per ton reportedly grew to about $192 per ton, contributing to its delisting from the Toronto Stock Exchange and eventual bankruptcy. Papua New Guinea's government invested in Nautilus and, according to the country's prime minister, the country spent roughly 300 million Kina (about $72 million USD) on a project later called a "total failure." Barron sold his Nautilus shares years before the company's collapse, reportedly for as much as $30 million, while PNG's government was still invested. TMC, which Barron now leads, is pursuing a US permitting path through NOAA and the Trump administration, outside the ISA process. Long-term recovery data on deep-sea mining damage remains limited; some studies cited in the episode indicate no biodiversity recovery three to four years after mining activity occurred. Barron has publicly compared seabed mining favorably to land-based mining, but a specific biomass figure he's cited in at least one interview is disputed in this episode as inaccurate. Support Independent Podcasts: https://www.speakupforblue.com/patreon Need help with your ocean non-profit, company, or project? Get the help you need with Pisces Oceans Inc.: https://www.piscesoceans.ca Connect with Speak Up For Blue Website: https://bit.ly/3fOF3Wf Instagram: https://bit.ly/3rIaJSG TikTok: https://www.tiktok.com/@speakupforblue Twitter: https://bit.ly/3rHZxpc YouTube: www.speakupforblue.com/youtube
During the 4pm hour of today's show Chuck & Chernoff thank the listeners before being joined by former Producer Chad Scott and College Football Insider Brooks Austin. The guys also shared some of the favorite moments from the final few years of the show before Chuck delievered a 99 Problems. See omnystudio.com/listener for privacy information.
Thank you so much for listening to the Bob Harden Show, celebrating 15 years broadcasting on the internet. On Monday's show, we visit with Marc Schulman, Founder and Publisher of HistoryCentral.com, about developments in Iran, Israel, Gaza, Ukraine, Korea, and China. The American Institute for Economic Research Senior Editor Jon Miltimore and I discuss the apostle for freedom, the imprisoned Jimmy Lai. We also visit with author and former Barron's Washington Bureau Chief Jim McTague about flaws in artificial programming that could create national security risks. We have terrific guests for tomorrow's show, including the Leader of the Regulatory Studies Center at George Washington University William Yeatman, Young Voices Content Creator Maggie Anders, and Linda Harden. Access this and past shows at your convenience on my web site, social media platforms or podcast platforms.
Welcome to Bleav in Broncos, the definitive Denver Broncos and NFL podcast on the Bleav Network. Hosted by prominent Broncos creators and film analysts David Marshall and Mike Carmellini, this weekly show delivers comprehensive, year-round coverage straight from Mile High Country. David and Mike provide unmatched roster analysis, tracking the progression of franchise quarterback Bo Nix, the explosive playmaking of wide receivers Jaylen Waddle, and Courtland Sutton, and the defensive dominance of stars like Patrick Surtain II, and Zach Allen. Subscribe to Bleav in Broncos on Apple Podcasts, Spotify, Amazon, or your favorite platform to stay ahead of the latest Denver football news, transactional breakdowns, and intense AFC West rivalries. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
A record $432B July deficit, $40 trillion in debt days away, gold above $4,400... last week's fireworks were just the opening act.This episode is sponsored by Odoo. Sign up for free at https://www.odoo.com/r/peterThis episode is also sponsored by Pebl. Go to https://hipebl.ai to get a free estimate.This episode is also sponsored by Rockwell Automation. Download their 11th Annual State of Smart Manufacturing Report at https://rok.auto/sosmThe CPI came in tame. Hours later the Treasury reported a $432 billion July deficit... the worst single month in US history.Peter breaks down why the benign 0.1% July CPI is an accounting illusion: the BLS compares monthly averages, so June's oil collapse masked July's crude rebound, and August is set up to run hot. The real inflation news came later that day from the Treasury: a record $432 billion July deficit, $1.8 trillion in just ten months, and a national debt now less than $150 billion from $40 trillion. Bigger deficits mean more pressure on the Fed to choose inflation, which is exactly why the bond market refused to rally on the "good" CPI number.Gold holds above $4,400 and silver above $65 as heavy Asian buying signals the de-dollarization trade is back on, while Bitcoin sits dead at $63,500 and misses the entire rally. Peter also covers the yen back above 159 and the Fed's swap-line backdoor QE for Japan, both parties drifting left after the latest primaries, Trump family corruption from Truth Social premium access to Barron's $150 million, and the Iran endgame: no deal, a closed Strait of Hormuz, and a president claiming victory in a war America clearly lost.Chapters:00:00 Inflation Signals Not Prices01:22 CPI Print And Market Bets04:24 CPI Math Masks Energy Surge10:37 Deficits The Real Inflation Driver19:54 Gold Surge Debt And Yen QE31:09 Radical Left Wins Primaries32:00 Both Parties Shift Left34:17 Trump Corruption Claims37:51 Bitcoin Stalls vs Gold44:13 Iran War Reality CheckFollow @peterschiffX: https://twitter.com/peterschiffInstagram: https://instagram.com/peterschiffTikTok: https://tiktok.com/@peterschiffofficialFacebook: https://facebook.com/peterschiffOur Sponsors:* Check out Blinds.com and use my code GOLD for a great deal: https://www.blinds.com* Check out Chilipad and use my code GOLD for $255 off: https://sleep.me* Check out Factor and use my code gold50off for a great deal: https://www.factor75.com* Check out Fast Growing Trees and use my code GOLD for a great deal: https://www.fast-growing-trees.com* Check out Quince and use my code quince.com/GOLD for a great deal: https://www.quince.com* Check out TruDiagnostic and use my code GOLD for a great deal: https://www.trudiagnostic.comPrivacy & Opt-Out: https://redcircle.com/privacy
Industrial Talk is onsite at Penn State and talking to Bradley White with Penn State University METAL Program about "The Profession of Metallurgy". The Industrial Talk podcast episode, sponsored by the Propane Education and Research Council, features a discussion with Bradley White from Penn State's METAL program. The program, which stands for Metallurgy, Metallurgical Engineering, Trade, Apprenticeship, and Learning, aims to train the next generation of workers in foundry skills. White, with 32 years of industry experience, is helping to establish a foundry lab at Penn State Barron, expected to be operational by 2027-2028. The program, funded by the Department of Defense, is expanding nationwide, with schools like Ohio State, Tennessee, and Purdue joining. The initiative emphasizes hands-on learning and real-world skills to inspire future industrial leaders. Outline Introduction and Welcome to Industrial Talk Scott introduces the episode of Industrial Talk, sponsored by the Propane Education and Research Council, highlighting their commitment to safety, training, and innovative propane-powered technology.Scott expresses gratitude to listeners and highlights the importance of celebrating industry professionals who innovate, collaborate, and solve problems daily.Scott mentions broadcasting from Penn State University, specifically the Barron campus, and introduces the acronym METAL, which stands for metallurgy, metallurgical engineering, trade, apprenticeship, and learning. Visit to Erie, Pennsylvania, and Foundries Scott describes a visit to Erie, Pennsylvania, with Bradley White, highlighting the city's historical significance in foundries and manufacturing.Scott and Brad discuss visiting various foundries, including one that melts and pours both bronze and aluminum.Scott expresses amazement at the hands-on experience for students at the foundries, emphasizing the importance of practical learning.Brad explains the role of industrial partners in Erie in providing hands-on experiences for students until a lab is built on campus. Development of the Foundry Lab at Penn State Brad shares his background, including 32 years in the industry and his role in building the foundry lab at Penn State Barron.Scott inquires about the timeline for the foundry lab, and Speaker 3 explains that the furnace equipment is in Erie, with a temporary space being readied for installation.Brad mentions the support from local manufacturing and the Department of Defense initiative to train the next generation of workers.Scott highlights the program's reach, including students from California, and its focus on boundary work. Impact and Future of the METAL Program Brad discusses the METAL program's three-year contract and its expansion to other schools, including Ohio State University, Tennessee, Cal Poly, Michigan Tech, and Purdue University.Scott emphasizes the importance of the program in inspiring the next generation of industrial leaders and the need for support from industrial companies.Speaker 3 shares his passion for the foundry industry and the importance of real-world experience for engineers.Scott and Brad discuss the efficiency and sophistication of modern foundries and the need to inspire students through practical experiences. Generational Influence and Community Support Scott and Brad discuss the generational influence in the foundry industry, with many foundry owners having family members who have worked in the industry.Brad shares his personal experience of being inspired by his family's involvement in manufacturing and his own career in the foundry industry.Scott highlights the importance of inspiring students through visits to manufacturing lines and the potential for future success.Brad mentions the stigma against blue-collar work and the need to educate the public about the importance of real-world skills for engineers. Conclusion and Contact Information Scott and Speaker 3 discuss the importance of supporting programs like METAL and the need for more schools to adopt similar programs.Brad shares an example of a student who went through the METAL program and is now working in manufacturing, highlighting the program's success.Scott asks for contact information for those interested in supporting or learning more about the METAL program.Brad provides his LinkedIn profile and mentions the program's website, which will be shared on Industrial Talk. If interested in being on the Industrial Talk show, simply contact us and let's have a quick conversation. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2026. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy! BRADLEY WHITE'S CONTACT INFORMATION: METAL Website: https://www.metalforamerica.org/ LinkedIn Profile: https://www.linkedin.com/in/brad-white-a4497124/ Company Website: https://behrend.psu.edu/ PODCAST VIDEO: https://youtu.be/aM3TBgaO_JQ THE STRATEGIC REASON "WHY YOU NEED TO PODCAST": OTHER GREAT INDUSTRIAL RESOURCES: NEOM: https://www.neom.com/en-us Hexagon: https://hexagon.com/ Arduino: https://www.arduino.cc/ Fictiv: https://www.fictiv.com/ Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html Industrial Marketing Solutions: https://industrialtalk.com/industrial-marketing/ Industrial Academy: https://industrialtalk.com/industrial-academy/ Industrial Dojo: https://industrialtalk.com/industrial_dojo/ We the 15: https://www.wethe15.org/ YOUR INDUSTRIAL DIGITAL TOOLBOX: LifterLMS: Get One Month Free for $1 – https://lifterlms.com/ Active Campaign: Active Campaign Link Social Jukebox: https://www.socialjukebox.com/ Business Beatitude the Book Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? Live your business the way you want to live with the BUSINESS BEATITUDES...The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES! TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES! Reserve My Copy and My 25% Discount
Today we talk with John Gatewood about why elite financial advisors win through listening, not knowledge, and how real connection is what motivates clients to act. We break down practical language, coaching habits, and preparation routines that help advisors and firm leaders build trust, clarity, and conviction.Key topics discussed in this episode:• Advisor training crisis driven by high attrition and looming retirements• Communication skills as the true differentiator in wealth management• Data-backed perception gap between how advisors think they listen and how they actually show up• Being interested versus being interesting to deepen trust fast• Empathy and clarification to reach the root issue behind client goalsFollow Elite Achievement for more conversations on leadership and high-level execution.About JohnJohn Gatewood, CFP®, CLU®, is the founder and Director of Advisor Development at Gatewood Wealth Solutions and author of The Listening Advisor: Winning Loyal Clients Through Authentic Human Connection. During his 45-year career as a financial advisor, John was recognized on Barron's list of the top 1,200 advisors and earned Top Ten standing at LPL Financial and Forum honors at Northwestern Mutual. After selling his practice in 2021, he shifted his focus to helping advisors master the communication skills that build lasting client relationships. Connect with JohnWebsiteLinkedInThe Listening Advisor – Building Client Loyalty through Authentic Human Connection About Kristin BurkeKristin Burke works with financial advisors and leaders in financial services who are building and scaling firms. She helps them lead more effectively, develop their team, and execute consistently on the priorities that drive growth.Work with KristinIf you are building a firm and want a strategic partner to help you think through leadership, team development, and execution, you can learn more about working with Kristin here:WebsiteConnect on LinkedInLinkedIn
Welcome to Bleav in Broncos, the definitive Denver Broncos and NFL podcast on the Bleav Network. Hosted by prominent Broncos creators and film analysts David Marshall and Mike Carmellini, this weekly show delivers comprehensive, year-round coverage straight from Mile High Country. David and Mike provide unmatched roster analysis, tracking the progression of franchise quarterback Bo Nix, the explosive playmaking of wide receivers Jaylen Waddle, and Courtland Sutton, and the defensive dominance of stars like Patrick Surtain II, and Zach Allen. Subscribe to Bleav in Broncos on Apple Podcasts, Spotify, Amazon, or your favorite platform to stay ahead of the latest Denver football news, transactional breakdowns, and intense AFC West rivalries. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Carlos Diez, CEO and founder of MarketGrader, joins Bilal Little on ETF Central to discuss his firm's fundamentals-driven approach to index investing and how it bridges the gap between active and passive strategies. Diez shares his journey from Colombia to founding MarketGrader in 1999, built around a 24-factor rating system that historically designates only 15% of covered companies as a buy. He highlights the Barron's 400 ETF as a core equity holding designed to reduce concentration risk through equal weighting across high-quality U.S. companies, and closes by framing AI as a broad economic enabler rather than a narrow market trade.
What if your financial advisor cared less about beating benchmarks and more about the family tree, mission, and life you're actually building? In this episode of the Registered Investment Advisor Podcast, Seth Greene interviews Tyson Ray, CFP®, CExP®, CIMA®, CEO and Founding Partner of FORM Wealth Advisors, who shares how an eviction notice on his family's fridge shaped a mission-driven approach to money. As the author of The Total Relationship and the forthcoming Total Succession, Tyson explains why real advisory work starts with family, occupation, recreation, and mission—not pie charts, past performance, or product pitches. He shares insights into scaling past a billion in assets, fixing painful missteps with clients and the team, and preparing both families and advisors for the next great wave of wealth transfer. Key Takeaways:→ How FORM Wealth Advisors structures reviews and planning to reflect the actual shape of a client's life.→ Why advisors stop selling last week's winning lottery numbers and start owning real-life responsibility for clients.→ How FORM Wealth Advisors serves every branch of the family tree and why that has been vital to the firm's growth. → Why cutting “smaller” clients can erode trust in a close-knit community.→ How inheritances split one large relationship into many smaller ones. Tyson Ray, CFP®, CExP®, CIMA®, CEO, and Founding Partner of FORM Wealth Advisors, has developed extensive expertise in investment management, financial planning, and business exit strategies, earning recognition from Forbes, Barron's, and AdvisorHub as a top advisor. Tyson also actively contributes to his community through philanthropic initiatives, including Children's World Impact.His journey began at Badger High School, where, as a sophomore, he invested $100 in mutual funds, sparking a lifelong passion for financial strategy. After graduating from the University of West Florida, he returned to Southern Wisconsin to launch his career in financial services. Tyson enjoys spending time with his wife and three children, as well as hunting, fishing, playing golf, and exploring the outdoors. Connect With Tyson:Website: https://totalsuccession.com/LinkedIn: https://www.linkedin.com/in/tysonray/
"Diversification is the only free lunch in investing." It's a famous quote attributed to the Nobel economist Harry Markowitz, and re-quoted - with conviction! - by Smead Capital Management's Bill Smead. Bill discusses his approach to portfolio diversification, and his favorite stocks, with Barron's Associate Editor Andrew Bary and Barron's Investor Circle Newsletter Editor Josh Schafer. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
What role can a book play in helping a financial advisory firm build credibility, strengthen trust, and convert more prospects into clients?In this episode of the Top 50 Most Innovative Voices in Advisor Growth series, Jon Kuttin joins Paul G. McManus and Gabe McManus for a candid conversation about authority, organic growth, client acquisition, and how financial advisors can use books and media to become more influential in their markets.You'll learn how financial advisors can:• Use a book to build credibility before the first meeting• Stop relying exclusively on cold leads and chasing prospects• Turn referrals into stronger trust-based conversations• Integrate a book into seminars, CPA relationships, client events, and acquisitions• Differentiate themselves when prospects are comparing multiple advisors• Use stories to show ideal clients that they understand their concerns• Build authority through books, podcasts, YouTube, and other media• Transfer the founder's ideas and credibility to other members of the team• Turn a book into a playbook for clients, prospects, and employees• Use authority marketing to strengthen existing business development activities• Accelerate the speed of trust during the sales process• Build visibility that continues working even when the founder is not in the roomOne of Jon's most powerful observations is that the book does not work because it sits on Amazon. Its value comes from consistently putting it into the hands of prospects, clients, centers of influence, and people evaluating the firm.Jon describes his book as a credibility piece and differentiator. When two advisors appear equally capable, being the advisor who has clearly articulated a point of view in a book can help tilt the decision in your favor.The larger opportunity is not simply becoming an author. It is using the ideas inside the book as the foundation for a broader authority system that supports referrals, seminars, acquisitions, media, team growth, and better client conversations.ABOUT JON KUTTINJon Kuttin is a Barron's Hall of Fame Advisor and longtime financial services leader with more than 25 years of experience building and growing advisory businesses.Since beginning his career in 1994, Jon has been recognized among Barron's Top 100 Independent Financial Advisors and has also received recognition from Forbes and the Financial Times.In addition to leading his financial advisory practice, Jon founded Kuttin Consulting Group to help financial advisors and financial professionals grow through leadership, acquisitions, professional alliances, recruiting, organic growth, and other strategic initiatives.Over the course of his career, he has helped more than 1,000 CPAs and financial professionals rethink and grow their practices.ABOUT INFLUENTIAL ADVISOR MEDIAThe Influential Advisor Podcast, hosted by Paul G. McManus, features conversations with leading voices shaping the future of financial advisor growth, marketing, authority, media, and business development.Subscribe for more strategies on financial advisor marketing, authority building, books, referrals, AI search visibility, advisor growth, and building a more influential advisory business.https://influentialadvisor.com/Support the show
Tune into this live panel discussion of leading financial journalists for an engaging conversation on investing, money management, and the financial knowledge students need to build confident futures. This was live during the NYC FinCamp in August 2026! The panel features Gunjan Banerji of The Wall Street Journal, Oyin Adedoyin of The Wall Street Journal, Jacob Sonenshine of Barron's, and Genna Contino of MarketWatch, and the rich discussion explores how young people can make sense of markets, develop smart spending and saving habits, and approach investing with clarity rather than hype. You'll hear directly from journalists who cover personal finance and the economy every day in their work, with practical insights on the questions that matter most to students and what trends to look out for in our modern economic landscape.
Thank you so much for listening to the Bob Harden Show, celebrating 15 years broadcasting on the internet. On Monday's show, we visit with Marc Schulman, Founder and Publisher of HistoryCentral.com, about concerns over U.S. defense production and developments in artificial intelligence as well as developments in Iran, Israel, Gaza, and Ukraine. The American Institute for Economic Research Senior Editor Jon Miltimore and I discuss the warnings from J.R.R. Tolkien about the atomic age. We also visit with author and former Barron's Washington Bureau Chief Jim McTague about the possible positive economic effects of “El Nino.” We have terrific guests for tomorrow's show, including the Leader of the Regulatory Studies Center at George Washington University William Yeatman, Boo Mortenson, Young Voices Content Creator Maggie Anders, and Linda Harden. Access this and past shows at your convenience on my web site, social media platforms or podcast platforms.
TEATIME WITH MISS LIZ SERVES: Roselyn Teukolsky August 10th | 7 PM EST Title:Cracking the Code of Suspense: Intelligence, Intrigue & Unforgettable Thrillers Tagline:Where brilliant minds, hidden secrets, and relentless determination create stories you cannot put down. Description: On August 10th at 7 PM EST, Teatime with Miss Liz welcomes Roselyn Teukolsky—award-winning suspense author, celebrated mathematics educator, and lifelong problem solver whose remarkable career has blended logic, creativity, and edge-of-your-seat storytelling. Born in Johannesburg, South Africa, and now living in Pasadena, California, Roselyn spent nearly four decades inspiring students as an award-winning high school mathematics teacher before turning her analytical mind toward writing compelling crime thrillers. Her debut novel, A Reluctant Spy, earned both the 2025 NYC Big Book Award and the 2026 Independent Press Award for Suspense. She followed that success with The Fourth Woman; and is currently writing the highly anticipated third installment, Blood Match. Beyond fiction, Roselyn is also the author of the long-running Barron's Review Book for AP Computer Science and an accomplished bridge player, proving that strategy, precision, and perseverance have always been central to her life's work. Join Miss Liz for an engaging conversation exploring suspense writing, education, problem-solving, resilience, and how curiosity can lead us to extraordinary new chapters. Opening: Welcome everyone to Teatime with Miss Liz, where every conversation reminds us that every great story begins with curiosity and grows through perseverance. Tonight, I am delighted to welcome Roselyn Teukolsky. Roselyn's incredible journey has taken her from South Africa to the United States, from award-winning mathematics classrooms to the world of bestselling suspense fiction. After nearly forty years helping students solve complex problems, she now keeps readers turning pages as they unravel gripping mysteries filled with intrigue, unexpected twists, and unforgettable characters. Her T-E-A is Thrillers, Excitement, and Atmospheric storytelling—a perfect reflection of the immersive worlds she creates for readers around the globe. Roselyn, welcome to Teatime with Miss Liz. It is a pleasure to share your remarkable journey with our audience. Closing: Today's conversation reminds us that every challenge—whether solving an equation or unravelling a mystery—begins with asking the right questions. Roselyn has shown us that perseverance, curiosity, and lifelong learning can open entirely new doors, no matter where our journey begins. Her passion for education and storytelling proves that logic and creativity are powerful partners capable of inspiring generations. Thank you, Roselyn, for sharing your wisdom, your remarkable journey, and your passion for creating stories that keep readers thinking long after the final page. Roselyn Teukolsky is an award-winning suspense author, retired mathematics educator, and expert bridge player. Her acclaimed thrillers, including A Reluctant Spy and The Fourth Woman, have earned prestigious literary awards. A lifelong educator and problem solver, she combines intelligence, strategy, and suspense to craft unforgettable page-turning mysteries.Miss Liz Reflection:“Life gives us puzzles to solve, but perseverance gives us the courage to keep searching for the answers. Every chapter we write is another opportunity to discover strengths we never knew we had.”— Miss Liz #TeatimeWithMissLiz#RoselynTeukolsky#CrimeThriller#AwardWinningAuthor#SuspenseReaders
Can a regional town become a living experiment in collective consciousness? In this conversation, Thom speaks with fellow Vedic Meditation Initiator, Barron Hanson about returning home to Nowra, in Australia, teaching Vedic Meditation in a regional community, and creating the Here in Nowra festival as a gathering point for meditators from around the world. They explore the effect of sustained group meditations, the role of community in personal transformation, and what extended rounding can make possible in a properly supported setting. Listen to or watch this episode to hear how meditation, knowledge, and adventurous consciousness can help reshape both individual life and collective life.You can also watch this episode on YouTube here: [YOUTUBE URL]Find out more about the Here In Nowra festival here: https://here-in.world [00:45] A Hometown Mission Begins[03:59] Finding Vedic Meditation in New York[08:08] Meditation for High Achievers[09:24] The Be Here Nowra Vision[13:08] A Town That Embraced Meditation[16:10] Reaching the One Percent Goal[18:32] Healing Nowra From the Inside[21:20] Measuring Collective Consciousness[24:06] Retreats, Talks, and Community[28:27] How to Join the Festival[31:46] Ancient Culture in Nowra[33:57] Festival Dates in October[34:55] What Extended Rounding Does[43:31] A Clockwork Answer[43:46] Lessons in Building Community[49:33] Practice First, Knowledge Follows[49:59] Why Nowra Is Worth Visiting[51:45] Nature Funds AdventureUseful Linksinfo@thomknoles.com https://thomknoles.com/https://www.instagram.com/thethomknoleshttps://www.facebook.com/thethomknoleshttps://www.youtube.com/c/thomknoleshttps://thomknoles.com/ask-thom-anything/
Mark talks about Meta continuing work on 'smart glasses,' controversy over AI data centers, the high maintenance costs of Frank Lloyd Wright's houses, threats to Barron and Melania Trump by Iran, the call to regulate medical spas, the reason why Blue Bloods was cancelled, and who is behind the surge of extreme left politicians.
Aradhana Sarin, chief financial officer of AstraZeneca, spoke to Barron's editor at large Andy Serwer. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Join us for an unmissable celebration of Black August with Griot Baba Lumumba, a respected member of the Council of Elders at Umoja House in Washington, DC. This influential council is at the forefront of championing community issues, and Baba Lumumba will powerfully spotlight the legacy and significance of the Black Panther Party for Self-Defense—a movement that continues to inspire the ongoing fight for justice and empowerment in our community. We’re also honored to welcome former New York Lawmaker Charles Barron. He’ll break down the pivotal Democratic primary races in Missouri and Michigan and deliver a crucial update on the Sahel nations’ courageous struggle for autonomy—issues that shape our world today. The Multi-talented researcher Keidi Awaudu will also discuss his book GAME THEORY FOR MASTER'S LEVEL STUDY: Mastering Moves, Outsmarting Opponents, and Winning the Future.See omnystudio.com/listener for privacy information.
0:00 - Yesterday, Riley Moss had a GREAT interception in practice. He snatched that ball away from Courtland Sutton. Raj thinks that Moss won't be on this team next year for salary cap reasons. And maybe that's where Jadhae Barron comes in.15:22 - Our old friend Adam Schefter is back! Between training camps and trades and free agents signings (oh my!), what's new in Schefty's World right now?30:58 - The Broncos released an update on their plans to build a new stadium and re-develop the Burnham Yard area. It looks gorgeous! But we have one concern: it looks like there's only one light rail stop and no parking?
durée : 00:59:25 - par : Nathalie Piolé - La playlist jazz de Nathalie Piolé. - équipe : Emmanuelle Lacaze, Fabien Fleurat Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France
On this week's Regional Roundup, hear about literary endeavors around the region. We hear about a new book inspired by the author's own journey from being a former east coast attorney to moving to Colorado to work on a horse ranch. Then we visit a bookstore in Nederland to hear how it is working to create a community space. After that, best selling author T.A. Barron talks about how things in nature get their names, a topic he explores in his latest book "Naming Nature." And we finish the show hearing about the healing power of trees from Dr. Lindsay Branham whose new book is Heartwood: The Wisdom and Healing Kinship of Trees." An interview with author Ami Cullen about her new book Running Free. (KFFR) A feature on an independent bookstore in Nederland, Colorado, that is cultivating a community space. (KGNU) An interview with author T.A. Barron on his new book Naming Nature. (RMCR/KGNU) An author reading and discussion with Dr. Lindsay Branham about her new book Heartwood: The Wisdom and Healing Kinship of Trees. (Aspen Public Radio)
Inflation and payroll growth trends fluctuated dramatically during the first six months of 2026, causing concerns about the direction of the U.S. economy and how the Federal Reserve will react. Barron's Senior Economics Writer Megan Leonhardt speaks with Steven Blitz, chief U.S. economist at TS Lombard, about the economic trends expected as we enter the second half of 2026 and what investors should watch for next. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Thank you so much for listening to the Bob Harden Show, celebrating 15 years broadcasting on the internet. On Monday's show, we visit with Marc Schulman, Founder and Publisher of HistoryCentral.com, about current global events in Iran, Israel, Gaza, Ukraine, Japan Cueta, and Pakistan. We also visit with former Barron's Washington Bureau Chief and novelist Jim McTague about the hysteria over data centers. We have terrific guests for tomorrow's show, including the Leader of the Regulatory Studies Center at George Washington University William Yeatman, Boo Mortenson, Young Voices Content Creator Maggie Anders, and Linda Harden. Access this and past shows at your convenience on my web site, social media platforms or podcast platforms.
Carlos Diez, CEO of MarketGrader, discusses the BFOR ETF and its strategy of tracking the equally weighted Barron's 400 Index. He explains how the fund offers broader market participation beyond a handful of mega-cap technology stocks, highlights its strength in industrials, and outlines its appeal for investors seeking diversified exposure to U.S. equities and the AI-driven growth trend.======== Schwab Network ========Empowering every investor and trader, every market day. Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/ About Schwab Network - https://schwabnetwork.com/about
In hour 3 of The Drive, Zach and Phil debate what Jahdae Barron's role will be with the Broncos this season. Is JaQuan McMillian in store for a contract extension with the Broncos? Could the Broncos move Barron to safety? We debate if the Broncos should kick the tires on Taysom Hill after the news he will not return to New Orleans. Phil explains why Hill can come into Denver and be a Swiss Army knife, while Zach likes the idea of a mobile backup quarterback but would prefer to do it with Anthony Richardson. The guys share about a few players going above and beyond at practice, doing voluntary gassers. The guys speak to their continued concerns about Jahdae Barron and him not "looking right" out at practice. With Barron getting reps on the outside, we debate if Riley Moss and Barron are in a competition for the number two cornerback spot. Could Barron get traded if it doesn't look better by the time the regular season starts?
Our reporter Alex Remond was talking to people signing the book at the Mansion House in central Dublin.
-- On the Show: -- Donald Trump fails to fulfill his core campaign promise as even conservative outlets report grocery costs hitting fifty-year highs -- Alex Jones turns on Donald Trump by demanding his removal from office over the expanding military conflict in Iran -- Donald Trump gives a rambling television interview where he falsely claims credit for stopping global wars and threatens Iran's infrastructure -- Donald Trump appears exhausted at Lindsey Graham's funeral while contradicting narratives about Graham's legacy -- Policy advisor Stephen Miller uses radical existential messaging by claiming human survival depends on upcoming election outcomes -- Iranian state media releases dangerous propaganda target video explicitly threatening the lives of Melania Trump and Barron Trump -- Donald Trump reportedly is showing growing anxiety regarding his own mortality following the sudden death of Lindsey Graham -- Governor Andy Beshear demands physical proof of cognitive ability from Mitch McConnell or his immediate resignation -- On the Bonus Show: The DEA admits targeting suspected drug boats wasn't effective, Kash Patel loses another defamation lawsuit, Tuberville attacks Fauci over “lies he gave to Trump,” and much more...
In hour 4 of The Drive, Zach and Phil continue their deep dive into the Broncos as they started training camp today. How surprised were the guys to see Jonathan Cooper practicing today? We hear from Sean Payton on following league and organization protocol with Cooper's ongoing legal situation. Who stood out to the guys out at practice? Phil shares about the changes he's noticed in JK Dobbins this offseason. What will a leaner and quicker Dobbins bring to the Broncos in 2026? The guys question what Jahdae Barron's role will be after seeing him struggle at practice today. Is there an open competition for cornerback two between Barron and Riley Moss? We speculate why Sean Payton was so willing to allow Seth Wickersham all-access into the Broncos facility and follow Payton around for a week during the playoffs. We wrap up the show with DenverSports.com's Will Petersen joining the show to discuss various topics from name pronunciations to the Broncos avoiding as many one-score games this season.
Hi EverybodyWe cover Wildberries aka the Russian Amazon, RIP Lindsey (Tony's best work), Barron and the Tates, Flock Cameras, Poison Ivy and Thomas Massie.
Almost everything in the economy and financial markets now relates in some way to explosive spending on artificial intelligence technology. Did someone say mania? Barron's Editor in Chief Ben Levisohn and Senior Managing Editor Lauren R. Rublin speak with Tom Essaye, founder and president of Sevens Report, about the implications for investors -- and how to prepare for the day when the great wave crests. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Tarrytown Chowder Tuesday is now available on the Spreaker Player!Starting off in the Bistro Cafe, Barron is now suffering a “world of hell” because of Big Daddy.Then, on the rest of the menu, contracted armed MAGA goons descend on USPS facilities as Trump's war on mail-in voting ratchets up; butt-crack plumber Mark Wayne Mullin sure loves his “gas station heroin” investments; and, Elena Kagan's dissent of the 6-3 Temporary Protected Status case ruling, shocks with a blistering attack on Trump lawyers.After the break, we move to the Chef's Table where US diplomats walked out of a UN meeting as ally France criticized the Trump administration's human rights record; and, as surely as Stephan Miller pulled the trigger himself, a Missouri couple deported to Guatemala have been found shot dead in a sugar cane field with their 14-month old daughter crying and dehydrated beside their mutilated bodies.All that and more, on West Coast Cookbook & Speakeasy with Chef de Cuisine Justice Putnam.Bon Appétit!The Netroots Radio Live PlayerKeep Your Netroots Radio Beaming 24/7/365“As I ate the oysters with their strong taste of the sea and their faint metallic taste that the cold white wine washed away, leaving only the sea taste and the succulent texture, and as I drank their cold liquid from each shell and washed it down with the crisp taste of the wine, I lost the empty feeling and began to be happy and to make plans.” – Ernest Hemingway “A Moveable Feast”Become a supporter of this podcast: https://www.spreaker.com/podcast/west-coast-cookbook-speakeasy--2802999/support.
Interview recorded - 23rd of July, 2026On this episode of the WTFinance podcast I had the pleasure of welcoming back Liz Ann Sonders. Liz Ann Sonders is the Chief Investment Strategist at Charles Schwab, one of the most widely followed voices in markets, known for cutting through noise with rigour and clarity rather than hype.During we the conversation we spoke about the economic overview, secular shifts in the markets, economic strength, global markets and more. 0:00 - Introduction2:56 - Overview of the economy and markets4:28 - Secular shift8:10 - Market is frothy10:31 - Underperforming segments13:03 - Economic strength15:31 - No rate hike19:58 - Warsh impact25:41 - Market concerns?29:17 - Global Markets31:44 - One message to takeaway?Liz Ann Sonders has a range of investment strategy responsibilities, from market and economic analysis to investor education, all focused on the individual investor.Liz Ann is the cohost of the On Investing podcast and a keynote speaker at numerous company and industry conferences. Liz Ann is regularly quoted in financial publications including The Wall Street Journal, The New York Times, Barron's, and the Financial Times, and she appears as a regular guest on CNBC, Bloomberg, Yahoo! Finance, Fox Business News, and the Schwab Network. Barron's has named her to its "100 Most Influential Women in Finance" every year since the list's inception, and Investment Advisor has included her on the "IA 25," its list of the 25 most important people in and around the financial advisory profession. Liz Ann has been named "Best Market Strategist" by Kiplinger's Personal Finance and one of SmartMoney magazine's "Power 30." Liz Ann has also been named to Forbes' 50 Over 50.In 1999, Liz Ann joined U.S. Trust—which was acquired by Schwab in 2000—as a managing director and member of its Investment Policy Committee. Previously, Liz Ann was a managing director and senior portfolio manager at Avatar Associates, an original division of the Zweig/Avatar Group. She holds an MBA in Finance from the Gabelli School of Business at Fordham University and a B.A. in Economics and Political Science from the University of Delaware.Liz Ann Sonders Website - https://www.schwab.com/learn/author/liz-ann-sondersTwitter - https://x.com/lizannsonders?s=21&t=vCJTBKSb-nIJ8eFKe0YAxgLinkedIn - https://www.linkedin.com/in/lizannsonders?utm_source=share&utm_campaign=share_via&utm_content=profile&utm_medium=ios_appWTFinance -Instagram - https://www.instagram.com/wtfinancee/Spotify - https://open.spotify.com/show/67rpmjG92PNBW0doLyPvfniTunes - https://podcasts.apple.com/us/podcast/wtfinance/id1554934665?uo=4Twitter - https://twitter.com/AnthonyFatseas
MeidasTouch host Ben Meiselas reports on Melania Trump getting hit by the karma as she and Barron get ditched by Donald and Democrats set their eyes toward subpoenaing Barron. Smalls: For a limited time only, get 60% OFF plus FREE SHIPPING and FREE TREATS for LIFE at https://Smalls.com/meidas Remember to subscribe to ALL the MeidasTouch Network Podcasts: MeidasTouch: https://www.meidastouch.com/tag/meidastouch-podcast Legal AF: https://www.meidastouch.com/tag/legal-af MissTrial: https://meidasnews.com/tag/miss-trial The PoliticsGirl Podcast: https://www.meidastouch.com/tag/the-politicsgirl-podcast Cult Conversations: The Influence Continuum with Dr. Steve Hassan: https://www.meidastouch.com/tag/the-influence-continuum-with-dr-steven-hassan The Weekend Show: https://www.meidastouch.com/tag/the-weekend-show The Ken Harbaugh Show: https://meidasnews.com/tag/the-ken-harbaugh-show Majority 54: https://www.meidastouch.com/tag/majority-54 On Democracy with FP Wellman: https://www.meidastouch.com/tag/on-democracy-with-fpwellman Uncovered: https://www.meidastouch.com/tag/maga-uncovered Learn more about your ad choices. Visit megaphone.fm/adchoices
Mindy Diamond on Independence: A Podcast for Financial Advisors Considering Change
Matt Kilgroe — President & CEO, Cyndeo Wealth Partners Matt Kilgroe shares how Cyndeo Wealth Partners grew from a newly launched $1.2B RIA to a $3.5B enterprise, and why the next challenge isn't independence, but building a firm capable of reaching $25B. In Summary Five years after launching Cyndeo Wealth Partners from UBS, Matt Kilgroe returns to the podcast to discuss what happens after independence. Rather than focusing on the transition itself, Louis and Matt explore the next phase of growth: scaling an advisory business, attracting talent, developing niche expertise, taking on outside capital, and building an enterprise designed to last. Along the way, Matt shares how Cyndeo expanded from $1.2B to $3.5B, why serving professional athletes required a different business model, and what led the firm to partner with Rise Growth Partners as it looks toward a $25B future. The Storyline For many advisors, independence is viewed as the finish line. For Matt Kilgroe, it became the starting point. When Cyndeo Wealth Partners launched in 2020, the goal wasn't simply to leave the wirehouse behind. It was to build a business with the flexibility to grow in ways that simply weren't possible before. Five years later, that vision has evolved into something much larger. Cyndeo has nearly tripled in size, expanded its niche serving professional athletes and entertainers, recruited advisors, added specialized operational talent, and recently welcomed Rise Growth Partners as a minority investor to help accelerate its next phase of growth. The conversation explores what changes when firm leaders stop thinking like advisors managing successful practices and begin thinking like CEOs building enduring enterprises. The discussion spans succession planning, capital strategy, recruiting, organizational design, and the mindset required to scale from billions to tens of billions—all while remaining focused on clients and culture. Topics Covered Building an enterprise beyond independence Scaling from $1.2B to $3.5B in assets Organic growth versus recruiting Serving professional athletes and entertainers Why fiduciary independence matters for niche client segments Building operational infrastructure for growth Partnering with Dynasty Financial Partners Minority capital and Rise Growth Partners Succession planning and employee ownership Thinking from $3.5B to $25B > Download a transcript of this episode… Listen and Learn Highlights for Advisors What did Matt learn after transitioning nearly 98% of his clients? (06:20) Why client relationships—not firm logos—proved to be the firm's greatest asset during one of the most challenging transitions imaginable. How did Cyndeo nearly triple in size in five years? (16:10) Matt discusses the combination of niche specialization, disciplined organic growth, recruiting, and operational investment that fueled the firm's expansion. Why has Cyndeo become a destination for professional athletes? (17:15) The conversation explores how deep industry expertise, fiduciary flexibility, and specialized service created a business that would have been difficult to build inside a wirehouse. Why bring on a minority capital partner when the business was already thriving? (24:15) Matt explains why succession planning, future recruiting, and long-term enterprise growth made outside capital the right decision. How should advisors think about ownership versus compensation? (35:40) A candid discussion about enterprise value, equity, and why many advisors underestimate the long-term economics of ownership. What does it actually take to scale toward $25B? (42:20) From hiring executive talent to expanding geographically, Matt shares how he's thinking about the next chapter of Cyndeo's evolution. Key Takeaways Independence creates opportunities that extend well beyond higher payouts, including enterprise value, recruiting flexibility, and ownership. Scaling a business requires investing in operational leadership, not just adding advisors. Specialized client niches demand expertise that goes well beyond investment management. Outside capital can accelerate growth when it's aligned with long-term strategy rather than an exit. Building an enduring enterprise requires thinking differently about succession, talent, governance, and equity. https://youtu.be/WRYJd9Lkt7o Quotable Moments “Don't rent your practice. Own it.” “You can't work in those niches and not be a fiduciary.” “We're not done.” “The road from $3B to $25B is going to really compound on your equity.” FAQs Why did Cyndeo decide to take on a minority capital partner? To support its next phase of growth, strengthen succession planning, recruit additional talent, and benefit from the experience of leaders who have successfully scaled wealth management businesses before. How did Cyndeo grow from $1.2B to $3.5B? Through a combination of consistent organic growth, specialized client niches, advisor recruiting, and investments in operational infrastructure. Why is serving professional athletes or other niche client segments different from serving traditional wealth clients? Niche client segments often face unique financial decisions involving private investments, business opportunities, and career transitions that require specialized knowledge and a fiduciary framework. What advantages did independence create that weren't available inside a wirehouse? Matt points to greater flexibility around private investments, the ability to build specialized client experiences, reward employees with equity, and create an enterprise with lasting value. How should advisors think about building versus joining an independent firm? The discussion highlights the tradeoffs between creating your own firm and joining an established independent enterprise, emphasizing that ownership and long-term equity often matter more than headline payouts. What does Matt believe is required to build a $25B firm? A willingness to invest beyond advisors alone, adding executive leadership, expanding geographically, recruiting strategically, and maintaining a long-term enterprise mindset. To support its next phase of growth, strengthen succession planning, recruit additional talent, and benefit from the experience of leaders who have successfully scaled wealth management businesses before. Through a combination of consistent organic growth, specialized client niches, advisor recruiting, and investments in operational infrastructure. Niche client segments often face unique financial decisions involving private investments, business opportunities, and career transitions that require specialized knowledge and a fiduciary framework. Matt points to greater flexibility around private investments, the ability to build specialized client experiences, reward employees with equity, and create an enterprise with lasting value. The discussion highlights the tradeoffs between creating your own firm and joining an established independent enterprise, emphasizing that ownership and long-term equity often matter more than headline payouts. A willingness to invest beyond advisors alone, adding executive leadership, expanding geographically, recruiting strategically, and maintaining a long-term enterprise mindset. Related Resources Article: Your Practice Isn't Worth What You ThinkMost advisors misjudge their business's value, not because of the number, but because of the framework. Learn what really drives enterprise value. Rise and Reinvent: Joe Duran on Building and Rebuilding World-Class FirmsHe's built and rebuilt some of the industry's most successful firms and now he's helping others do the same. In this episode, Joe Duran, the founder of Rise Growth Partners, shares lessons from building, selling, and starting again, and how staying curious and adaptable fuels lasting success. Matt KilgroePresident/CEO Prior to launching Cyndeo Wealth Partners in 2020, Matt ran advisory teams at Merrill Lynch and UBS Financial for 29 years. Providing guidance, counsel, and strategy for families the firm serves is Matt's passion. In addition to his role as an advisor, Matt works in a leadership capacity for Cyndeo while also helping with business development. Matt has been recognized by Barron's as a Top 1000 or Top 1200 Advisor consistently since 2009. In 2020 Forbes named him to their “Best-In-State Wealth Advisor” list. A graduate of Eckerd College, Matt has served on the Board of Trustees at his alma mater since 2012. His three children are his pride and joy. Daughter Carrington owns Sunstate Yoga studio in St. Petersburg, son Kent is a financial advisor with Cyndeo, and daughter Jillian recently graduated Florida State University. An athlete in college, Matt continues to enjoy staying in shape, playing basketball, and bike riding. 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 it with that in mind. For Nick and I, the ability to work on many different situations throughout the day and throughout the week is actually why this business is so attractive and interesting and why we want to do it for 30 years. And so we’re building with that context. And so, in some ways, it’s almost like a plug for younger advisors, the ability to work in a firm like what we’re building where you’ve got this diversity of work that is not just trading stocks and bonds or just spreadsheeting or just financial planning. This is a much broader expression and experience than what I would call “traditional” wealth management. So I think that’s the key on that front. Then, on the talent development side of the equation, if you will, this AI thing is going to be a big question mark. And what I mean by that is there is significant training that will be required in, call it traditional wealth management or the firm we’re building with regard to folks’ ability to actually learn when you can plug it into AI and get an answer that you don’t have to critically question or think through. And so there’s going to be a significant learning curve for folks that we’re going to have to continue to train and educate on in order to produce talent that can be long-term sustainable and beneficial for clients more writ large. Jason Diamond: Nick. Nick Hubert: Well, first and foremost, we haven’t given our third partner enough here of time. I think we have a tremendous benefit of having a multi-generational team at the partnership level where he’s in his mid to late 50s and can bring that additional experience to bear and as is necessary, and as is important because investing is an experienced business and a lot of clients want that. And so the power of that matters. I think that actually speaks to firms being willing to think of partnership at that level that partnership is not reserved for just once you’ve been there for a long time. So I think it’s getting at like, how do you share ownership earlier, do it in a way that is actually giving people a stake in the outcome and allowing that elevation to happen. I think that’s number one. Number two, honestly, the existence of people like you and your team and that your family has built over the years, Jason, is awesome. And because of the ability for you to help people navigate and see how easy it is to actually run this business and build this business in some sense… And that’s in the broader spectrum of having seen. We work with so many different types of companies. We sometimes say our business is so much easier to run and it has come so far with technology and with people like you who are providers to us to allow it to be easier for us so to speak. That’s a big deal. I think that should be talked about more that there is a massive… What that allows is more time to, as Taylor mentioned, build what you actually want because you can outsource the compliance piece in a major way that allows you to not spend as much time on that as you used to. So I don’t think that gets talked about enough. And I think if you just zoom out and view this in the perspective of post-2020, there was this massive movement of entrepreneurship through acquisitions and people looking at this idea of how do I get the life I want by way of not having to be on a two-year clock to go to the next job to the next job. Have something that I can have a long-term impact on where I get to build something and have employees. This is the perfect space for that because it’s such an awesome business where you get to work so intimately with people and clients and their life outcomes. They’re, again, relatively speaking, easier businesses to run relative to what’s out there. I’m just baffled by the fact that it is not seen a larger wave of younger people coming out of these more “traditional” paths and seeing this as an awesome place when they’re willing to go buy an HVAC company. This is so much easier than that. So honestly, I think
Morten Wierod, CEO of ABB, spoke to Barron's editor at large Andy Serwer. This interview was recorded June 4, 2026. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
Jack McCullough is a business leader, best-selling author, and sought-after voice on leadership, talent, and high-performance organizations. He has held senior roles including CEO, CFO, business development executive, entrepreneur, and board member, giving him a rare perspective on what drives results inside real leadership teams. He is the founder and president of the CFO Leadership Council, a global professional network of more than 3,000 members. As host of the Secrets of Rockstar CFOs podcast, he has interviewed more than 100 top leaders, exploring the mindsets and behaviors behind elite executive performance. A senior contributor to Forbes, Jack is a widely followed voice on executive leadership and organizational performance. His insights have been featured in The Wall Street Journal, Fortune, Financial Times, and Barron's, and he has been featured on national television, including Fox News.Connect with Jack McCullough:Website: http://rodmanparadox.com/ LinkedIn: https://www.linkedin.com/in/jackmcculloughcfo/Forbes: https://www.forbes.com/sites/jackmccullough/ Podcast: https://cfoleadership.com/podcast/ Need expert tax planning? Visit GTG Tax to learn how to make your taxes work for your goals: https://gtgtax.com/Check out Jack's book, “The Rodman Paradox”, by clicking on this link: https://www.amazon.com/Rodman-Paradox-When-Valuable-Employee/dp/B0GGFC3164 TurnKey Podcast Productions Important Links:Guest to Gold Video Series: www.TurnkeyPodcast.com/gold The Ultimate Podcast Launch Formula- www.TurnkeyPodcast.com/UPLFplusFREE workshop on how to "Be A Great Guest."Free E-Book 5 Ways to Make Money Podcasting at www.Turnkeypodcast.com/gift Ready to earn 6-figures with your podcast? See if you've got what it takes at TurnkeyPodcast.com/quizSales Training for Podcasters: https://podcasts.apple.com/us/podcast/sales-training-for-podcasters/id1540644376Nice Guys on Business: http://www.niceguysonbusiness.com/subscribe/The Turnkey Podcast: https://podcasts.apple.com/us/podcast/turnkey-podcast/id1485077152 Discover how you can look 'poor' to the IRS and rich to a lender. Check out my sponsor, GTG Tax Planning, at gtgtax.com to book a short discovery call.
The biggest AI stocks have had a remarkable run – but questions still remain. Our Head of Americas Specialty Sales, Thomas Wigg, speaks with Global Head of Thematic and Sustainability Research Stephen Byrd and Global Head of Public Policy Research Ariana Salvatore about the competition and durability of the investment cycle.Read more insights from Morgan Stanley.----- Transcript ----- Thomas Wigg: Welcome to Thoughts on the Market. I'm Tom Wigg, Morgan Stanley's Head of Americas Specialty Sales. Stephen Byrd: I'm Stephen Byrd, Morgan Stanley's Global Head of Thematic and Sustainability Research. Ariana Salvatore: And I'm Ariana Salvatore, Morgan Stanley's Head of Public Policy Research. Thomas Wigg: Today, the rally in AI CapEx beneficiaries has taken a breather in recent weeks on concerns of competition from open-source models, backlash to token-maxxing, and growing political opposition to data center builds. It's Tuesday, July 7th at 10am in New York. Let's start with you, Stephen. There's a lot of discussion recently around a backlash at token-maxxing. Essentially, enterprises trying to curtail their high spending on AI tokens from the frontier labs, and, in many cases, shifting to cheaper open-source China models. Can you first offer some perspective here on the value of tokens for enterprises? I know you have a popular token factory model that walks through the economics of agents. Stephen Byrd: Yeah, Tom, we do have this model that really walks through token economics, both from the adopter side as well as the hyperscaler side. So, let's do the adopter side. So, there's a study out that shows a whole range of enterprise use cases of AI, and the average single use case that they identify would save a company about $55 or provide that much benefit. And while we don't know exactly how many tokens it will require, we can make some educated guesses as to a typical token usage to achieve that $55 outcome. And we know that a typical American model, though this varies a lot, you can think of as the cost per million tokens being in the range of $5 per million. Some will be lower, some will be higher. So, for a few dollars of token cost, an enterprise can generate benefit of $55. So that doesn't make me overly concerned about token spend and concerns about token-maxxing. I know we're going to get into that, but the foundation here is really good in the sense that enterprise use cases are very much in the money. Thomas Wigg: How do you think market share ultimately shakes out on tokens? Do the cheaper models overtake the frontier AI labs? Do tokens bifurcate based on the complexity of workloads? How do you think this plays out? Stephen Byrd: What we continue to see is this relentless pace of innovation and cost reduction. So, the frontier keeps going out – meaning model capabilities continue to increase, and, with that, we see enterprise adoption growing quite a bit. Long way to say there is a role for both the frontier as well as these open-source models, and we'll continue to see both flourish. What I see is a lot of tokens will be spent on open-source models. A lot of the value will be in the higher end models because that's where enterprises are going to go. Let me give you an example. I was speaking with one of our programmers about a recent project, and he used a very high-end coding tool, an American coding tool. And for him, that incremental cost of the tokens was very much worth it. And here's a very practical example as to why it makes sense for many enterprises to use the higher end models. If a coding tool gets one of the thousands of lines of code wrong, the cost to remediate is very, very high. In other words, that incremental cost – in this example I'm thinking of, it's a few dollars incremental cost – is so worth it because if the quality is not there, the cost to any enterprise to go back and remediate is so high. And that's true in a lot of enterprise use cases, but not in every use case. And what we are seeing is these open-source models that are cheaper will be very good for a variety of more mundane use cases that are still very valuable. That said, what we've seen in data from places like OpenRouter is dollar-weighted, meaning valued by enterprise spend, the vast majority is still the proprietary models. But even within proprietary models, we could have more expensive and less expensive models. You do not need to go to the frontier. Where I come out on all this is that I'm very confident that the demand for compute is going to exceed the supply. What is difficult to exactly know is who are the winners, what is the exact mix. But the fundamentals of the demand for compute look extremely strong. Thomas Wigg: So, I think you just gave me the answer, but I do want to bring this all back to AI CapEx. Now, last year, when the market sold off on Deep Seek concerns, the concept of Jevons paradox ultimately prevailed, where the cheaper pricing led to even greater demand and CapEx went higher.Do you think the same plays out here? Stephen Byrd: It does look that way very much. And the Jevons paradox dynamic is what we still see today in the sense that as the models get better, what we can do with the models increase, the cost of tokens will keep dropping, the cost of compute will keep dropping.But let's talk about what might derail that, just to make sure we're thinking about all the risks. If somehow commoditized models could perform at the same level as proprietary models in all situations, then I would feel differently. But I don't see that. What I see is that these newer models really do have capabilities that are fairly breathtaking and that are worth that extra money. But if somehow, we hit a wall where these models aren't getting better and therefore the sort of the open models are going to catch up, then I'd feel differently about that. This is where Ariana will, will come in in terms of policy and, you know, this comes up a lot when we think about U.S. versus China. How do we think about, you know, access to different models? How do we think about the cost of different models? What about the risk of appropriation of capabilities by the Chinese firms, for example? That comes up a lot in policy circles. But the base case that I have is this just looks more like Jevons paradox, and there's going to be continued innovation, continued reduction in the cost of producing these services from these models. That looks like more of the same. Thomas Wigg: Let's shift to Ariana to talk about the political angle here. The cover of Barron's over the weekend was a guy wearing a no data centers T-shirt. And this does seem to be one of the few bipartisan issues of agreement heading into the midterms.The stat that the article gave was that 75 data center projects worth $130 billion were blocked or delayed in 1Q26, which is equal to the total number for 2025. This is according to Data Center Watch. Now, most of this is in blue states like New York, Michigan, Illinois, Minnesota considering a statewide moratorium, but you're also seeing Pennsylvania, Arizona, Ohio, parts of Texas restricting tax incentives here. So as this gets louder into the midterms, how do you think this plays out? Ariana Salvatore: So, this is definitely one of the big wedge issues, not just for the midterm elections, but for 2028. And to your point, it's expanding into something that's got bipartisan momentum behind it. Our view is that as long as the Trump administration is in power, something like a federal ban is unlikely to come to fruition. That's because we think the administration is still broadly supportive of the AI data center build-out. And I think even if you were to see a Democrat in office further down the road, that position is the same. And the reason is, it's just too difficult to imagine the U.S. giving up that strategic imperative relative to China. So, while it is true that voters are against AI, while it is true that you are seeing these sorts of local efforts pick up steam, it's also the case that China is accelerating its own AI build-out – not just domestically, but around the rest of the world too. It's also the case that they are kind of tweaking some export restrictions on inputs for some of these data centers, and those geopolitical realities, I think, are hard to ignore. So, at the end of the day, there is a broader strategic imperative here that both Democrats and Republicans kind of recognize and get behind. Now, what does that mean in the near term for the build-out? I think it's not that you're going to see a real pushback or moratorium so much as a conditional build-out.That means you're going to see data centers have to incorporate things like grid modernization in their contracts, agree to longer term investments, for example. Do something that benefits the communities or give it back in some way. And I think that's kind of the policy trajectory in addition to the administration continuing to lean on tech companies to basically, you know, square the circle here and find some way to make this more affordable for, you know, local constituents. Thomas Wigg: Stephen, let me get your take on this too, because I know you live in the D.C. area, and you have a lot of political conversations like you referenced earlier. How do you think this plays out? Is it a red state versus blue state dynamic? And if what Ariana says comes to fruition, where it's a conditional build-out in terms of either giving back to the community or ensuring certain prices or certain technologies behind the meter, in front of the meter, does that have implications for certain areas of the market? Stephen Byrd: Yeah. First, I think Ariana's points were all spot on. I just want to, kind of, build on that and, and dive into it a little more detail. A few things. The politics are, from my perspective, not being the expert that Ariana is, I find them a little strange – in the sense that at the federal level, we have one dynamic, and at the state and local level, we have a bit of a different dynamic. And what I mean by that is, at the federal level, I think it's becoming increasingly clear just how geopolitically important AI supremacy is. As these models get more capable, I think it's pretty clear that the Trump administration really sees just how potent these tools are from a geopolitical point of view. So that points in the direction of wanting to support AI and wanting to ensure that the United States has a leading and dominant position in terms of AI capabilities. Pause there, and then go to your point about, sort of, the local and state level. Building on what Ariana said, what I see are basically two approaches to data center development. In states where the utility is vertically integrated, meaning they control everything, like Louisiana, I do see a path where – in those kinds of states where the politics are a bit more favorable – you could develop a data center connected to the grid, where the data center developer is paying full freight and then some. Meaning that they are providing back to the community, they're providing sort of net benefits, and there should be plenty of capital to make that work and really support all constituents. That can work – in a state where the politics work – because utilities are really weather vanes from a political point of view. So, if their state supports data center development, they will more likely support a data center development. The other approach, though, in many states, whether it's deregulated or it's in a state where the politics are a little less favorable. Which, to your point on the cover of Barron's, it's a lot of states, what I'm increasingly seeing is that the developers are going to go off grid. And they just don't want to show any impact to the community that could be considered negative. So, no use of water, no use of power, and hopefully have a, you know, low or zero emissions profile to show no impact at all. Even then, you want to give back to the community. But the view there is, look, we want to sidestep all of these concerns that we might be causing impacts to the grid by just not being connected. So, I think we're going to see a whole lot of off-grid data center projects. That's mostly natural gas turbines and fuel cells, that general approach. Energy storage will be required in a big way. That's not easy to do. So, in the context of delays there, the Bitcoin players who do have grid access today are clearly seeing a lot of demand for their products. So, I would say politics is now a huge issue that's showing up. The other thing I'd flag is often local communities and states are rejecting projects and using permit requests as a way to do that. So, for example, if your data center needs an air permit because your turbines are going to emit some kind of an, you know, sulfur dioxide, et cetera, into the air, you can run into trouble there. If your data center requires water and you need a water permit, you can run into trouble. So, that's causing these developers to try to find approaches that really minimize or eliminate the need for those kinds of permits. Thomas Wigg: Stephen and Ariana, thank you for taking the time. And to our audience, thank you for listening. If you enjoy Thoughts on the Market, please leave us a review wherever you listen to the show and share the podcast with a friend or colleague today.*****Tom Wigg is a member of Morgan Stanley's Institutional Equity Division and is not a member of Morgan Stanley's Research Department. Unless otherwise indicated, his views are his own and may differ from the views of the Morgan Stanley Research Department and from the views of others within Morgan Stanley.
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